Power-Ascension Volume 2

POWER ASCENSION
BIBLE
DARK PSYCHOLOGY SOCIAL SKILLS FOR
THE MODERN WORLD
UNMODERN MEN VOLUME 2
WRITTEN BY UNMODERN MEN,

AUTHOR OF @UNMODERNM
PUBLISHED BY CORY SMITH, AUTHOR OF

@PUA_DATING_TIPS AND MADE POSSIBLE WITH
FUNDING BY @CRYPTOVINCE369. FEBRUARY 2023
EDITION.
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ABOUT THE AUTHOR
UM’s online presence began on twitter, where he started posting

content with regards to leadership and character, combined with
philosophy and psychoanalytic theory. He started writing threads that
had a strong impact on his followers with many requesting him to start
a blog.
UM is a Pharmacist who has worked over a decade in community
and corporate management. His knowledge in emotions & human
behavior stem from dealing with methadone clients recovering from
addictions.
UM’s MBA & work experience in corporate management &
management consultancy enables him to provide knowledge with
regards to leadership, competence & career ascension. He has also
extracted much of his father’s experience from similar background, and
combined them to holistically deliver it on this site.
UM’S PHILOSOPHY
A lot of UM’s critical thinking is heavily influenced by Nitzschean
philosophy & Freudian psychoanalytic theory. He strongly believes
individuals to possess several multiple personalities, each with their
own purpose & desires, and those who transcend in life have the
capacity to integrate these personalities while pursuing their apex
value.
He believes what truly determines success in life is an individual’s
ability to tame their multiple personalities by integrating their shadow.
VOLUME 2
CHAPTER 1
"Look back over the past, with its changing empires that rose and fell,
and you can foresee the future too."
-Marcus Aurelius
HOW TO SUCCEED IN SOCIETY BY DEVELOPING

APEX VALUE
Y OU ARE ONLY ADMIRED IF YOU ARE SUCCESSFUL . T HAT ' S THE COST OF BEING
a man: Your uselessness as a man is excused right up until the ages 15
to 18. In some countries you're expected to be accountable by the age
of 5.
Women are born with value, & preserve it throughout their exis-
tence. Men are born with no value. They become valuable only when
successful. If you don't at least attempt to reach the top half of the
socio-economic hierarchy, the world becomes your enemy. Society will
deem you irrelevant. Women will be repulsed by you. You'll enter a
stage of self-contempt until your existence becomes unbearable.
The success game requires mandatory participation from men. And
yet the odds are heavily stacked against them. There's a law (pareto)
that suggests the majority of men, will occupy the bottom half of the
dominance hierarchy throughout their lives. IQ distribution also indi-
cates that in all likelihood you don't intellectually have what it takes. So
what do you do?
The only element you possess that could try to mildly offset the
overwhelming odds of your success, is time. Don't waste it. You have
NO time.
1. Study yourself, your temperament, your personality

2 WRITTEN BY UNMODERN MEN, AUTHOR OF @UNM…
2. Identify your strengths and weakness

3. Determine an apex value of abundance
4. Verify that your strengths align with your apex value
5. Sacrifice all other values in exchange for the apex
Become Nietzschean.
Allocating the majority of your time & effort to become excep-

tional in ONE domain valued by society, is by far the best strategy
that gives you the highest probability of attaining success. Leverage
it, impose your will, watch your influence grow & your presence
become a force. You can either give 200% effort on ONE apex value that
attains abundance, sacrificing everything to get it. Or give 50% effort on
4 values, forgoing the attainment of high level success. You can either
dilute your focus across the board. Or obliterate 1 goal.
If you refuse to play the success game, you will be looked

down upon and be labelled as a failure.
If you play the success game and win, you will spend the rest
of your life protecting what you've built.
Either way, your existence will not escape suffering.
“Pick one domain of competence that society values & sacrifice every-
thing to become sublime exceptional at it.” - Unmodern Men
CHAPTER 2
HOW TO DEAL WITH GETTING DISRESPECT FROM

OTHERS
"Begin at once to live, and count each separate day as a separate life."
-Seneca
Words reduce your value. Especially when you engage in dialogue with
disrespectful people.
Here's how you deal with them:
If people observe your interaction with someone rude, rarely will

you look like a mature man of high status. The person with a character
always gets dragged down to a degenerates level. It's never the other
way around. Nothing excites society more than smearing reputation.
This means when someone rude or disrespectful engages you, you're
already at a disadvantage.
People are watching. Every word counts. Rarely do rude people
respond to calm dialogue. Engaging with them will come at the cost of
your reputation. The problem begins when you try to justify "why
should this person get away with poor behavior". But this line of
thinking gives rise to several dark emotions that more likely than not,
will make you lash out in a regretful manner. But rude people ONLY
get away with their poor behavior if they actually get what they want.
They don't get away with anything when you silently stare at
them with a smile. So your job is to teach them that adjustment in
behaviour is necessary if they want something from you.
If someone engages with you disrespectfully, simply tell them "that
was not necessary". Then cut it short and revoke your attention entirely.
Do not engage with them. Act as though they don't exist. All non-
verbals should emanate an awkward silent stare. Nothing more.
Make it awkward because it evokes negative emotions which

puts you in control.
Stare because it's intimidating and fast-tracks their
reconsideration on how they should approach you.
Smile because it's the most unsettling expression in response
to rude/aggressive behaviour.
Do not give them attention until they show signs suggesting they
have adjusted their behavior. Then you can micro-feed them your
attention so they have a clear understanding, of your intolerance to
poor behaviour, and the respect they need to express.
CHAPTER 3
"Today I escaped anxiety. Or no, I discarded it, because it was within

me, in my own perceptions — not outside."
- Marcus Aurelius
Corporate advice on the proper use of dark personality traits:
Don’t let people know your secrets. Don’t let people know
anything about your personal life. Do whatever it takes to
get important people on your side. But express nil effort in
doing so. Avoid conflict with people where possible. There’s
utility in everyone, determined by time and place. Don’t take
credit for radical changes. Don’t take credit for “pulling
strings” Getting your way = keeping low profile.
Scenarios are rarely won through improvisation. They are
manipulated through planning and strategising before the
scenario takes place. Find people’s ego. Then feed it to
control them. DONT inflate your credibility. Express
authenticity. DON’T assume you are loved. Earn people’s
love. Do show emotions with emotional people. Be rational
with rational people.
Most powerful actions are motivated through empathy.
Generate empathy = control people’s actions. Avoid adopting
the salesperson personality. Adapt. If you can’t fit in a
culture, you will be shown the door. Selectivity determines
success in the use of dark traits. Lie with liars. Be honest with
honest people. Apply within all contexts.
If you have a lot in common with a sociopath or someone
morally compromised, but you genuinely want what’s best
for people; you’re an integrated man. Use of

machiavellianism will provide more benefit than the use of
narcissism. Use of psychopathy will provide more benefit
than both, but is inherited & requires impulse control.
Using none will provide more benefit than all, when
compared to the excessive use of any.
Essential keys to success:
Pick one domain of competence that society values &

sacrifice everything to become sublime exceptional at it.
Then leverage it to impose your will. Then watch your
influence grow & your presence become a force.
Character only begins to manifest when a man has
unrestricted options. Conditions that dictate a mans
behaviour is no measure. Most people you know are at the
mercy of these conditions. Their character is hidden until
abundance reveals it.
Play the capitalist. Play the socialist. Play the right, play the
left. What side are you on? Does it matter? No. Agenda
matters. They have one. You should have one too. Your
agenda, for you and your family, and for those who do right
by you.
CHAPTER 4
"I have often wondered how it is that every man loves himself more
than all the rest of men, but yet sets less value on his own opinion of
himself than on the opinion of others."
- Marcus Aurelius
D ON ' T WASTE YOUR TIME TRYING TO BE A ENTREPRENEUR , WHEN YOU ARE

born to be a outstanding manager. Don't try to manage, when you are a
creator. You have one chance to spend your youth & energy to capi-
talise on your natural traits. Understand yourself. Then act accordingly.
Every time you claim how useful your ego is, there’s a psychopath
out there far more motivated and selfish than you, with the capacity to
completely submerge their ego in pursuit of their target. And that is
why they win. And you don’t.
When you meet someone of high profile, for whatever reason, they
will look you up. Because if you take time out of their day, they will
investigate whether it’s worth seeing you or not. If you have nothing to
your name, you will lack power in negotiation. That’s not THEIR fault
for being merciless. That’s YOUR fault for not preparing yourself for
the moment.
Every day of your life counts. When you decide to travel & find
yourself & enjoy your youth the cost of that, is getting ripped apart for
failing to build credibility.
Business advice for; 20yr old men who are good looking with
nothing going for them; start your own modelling agency on social
media and bring back the classy bond look. You’ll make a killing. For
20yr old men who are ugly; study coding, automation and machine
learning. You’ll make a killing.
• • •
If you really struggle to find purpose, you’ll find it difficult to become

disciplined. Try this: Your newfound purpose is to say “No” every time
your inner child requests instant gratifications. In a years time, you’ll
still be lost. But you’ll be lost in the right direction.
CHAPTER 5
"Consult your friend on all things, especially on those which respect

yourself. His counsel may then be useful where your own self-love
might impair your judgment."
- Seneca
P EOPLE THINK MEMORY SERVES A PURPOSE SO THEY CAN REMEMBER ALL THE
good times and vibes, rainbows and butterflies or when they partied
like animals. The sole purpose of memory is to extract information from
the past to guide us in the present and future. What a disappointment
when you’ve got nothing to tap into aside from wasted times you can’t
even remember. We don’t exist to create good memories. We exist to
bargain with our future self, and our memories is a cheat code to
achieve the best possible bargain.
Our memory serves to bring about a stable future that can be passed
on to our offspring. The more “fun memories” you try to accumulate,
the more you rob from your future self. We’re going to die old, frail and
lonely. Aim for impact, not happiness.
Fastest way for young men to become ambitious is to start lifting
weights. Hard to explain. But the pain & suffering that leads to to
rewards (sculpted body & attraction from women), is parallel to being
ambitious & suffering for power & wealth. ‘Tell Son’
CHAPTER 6
“You have power over your mind - not outside events. Realize this, and
you will find strength.”
― Marcus Aurelius
How to raise a son to become a high value man:
I WOULD TEACH HIM THE FUNDAMENTALS OF HIERARCHICAL VALUES . I

would get him to aim for an apex value that's life furthering; Abun-
dance. And teach him to orient himself in choices that will obtain that
value on a path of least resistance. I would teach him to become
disagreeable, so he doesn't become a victim of oppression. I would
make him competent and would tell him to work for everything he
wants. Steering him clear of any inheritance & force him to uptake
responsibility. I would teach him to uphold his integrity. To not pursue
frivolous, lustful gratifications at the cost of it. I would teach him to
pursue women on the basis of his second apex value: Establishing a
family, rather than pursuing them to fulfil his lustful desires. I would
teach him that as man, sexual experience is necessary. But his experi-
ences must come as a by-product of pursuing women with a potential
to become life partners.
His intention is to be clear, honest, & to select women based on the
alignment of his family values. Id teach him that the best men occupy
the paradox. They are ruthless & gentle. Predatory & protective. And
that if he is to become a man of value, it would mean to sacrifice. It
would mean to give a piece of himself to watch the ones he cares for,
flourish.
If you didn’t play your cards right, failing to achieve a position at
the age of 30 where you are no longer at the mercy of misery, then
POWER ASCENSION BIBLE 11
marriage is not for you. Aim to improve your own life alone. Don’t
drag others down with you. If you’re not ready, you’re not ready.
“But my wife will give me the motivation”

“The woman makes the man”
This is all nonsense. Its your responsibility to construct a family that
can solely be looked after by you. If you f#cked around in your youth,
then you’re in no position to demand a decent partner for family. This
is the cost of your poor choices. Pay it.
CHAPTER 7
“The happiness of your life depends upon the quality of your

thoughts.”
― Marcus Aurelius
How to find the motivation to do something.
R EQUESTED BY FOLLOWERS :
I lean heavily towards psychoanalytic theory & Nitzschean philoso-
phy. That means with regards to this thread, I believe not everyone has
the ability to be motivated. And those that do, have multiple personali-
ties constantly affecting their motivation. I'll address accordingly. Niet-
zsche believed not everyone can achieve an aim, that they lack self-
determination; which is a combination of self-control & self-legislation
i.e the ability to write laws in place that will help attain an aim while
suppressing desires that directly/indirectly disrupt it.
This thread assumes you have the ability to set yourself an aim that
generates enough motivation for you to pursue it. Obviously the "how"
of this thread will fail those who don't possess this quality. Some will
disagree & claim everyone possesses it. And yet still fail. Having the
motivation to do something cannot be pinpointed or quantified. There's
infinite amount of reasons on what compels people to do things. But
there is room to work and generate motivation for those who have
none, (assuming they possess the trait in temperament).
You need two ingredients to be motivated enough to achieve

something:
1st - a source that generates motivation.

2nd - to protect the motivation’s longevity.
The 1st is achieved with self-contempt. The 2nd is achieved through

self-control. To be motivated means to act in a particular way that
would IDEALLY achieve something as a consequence of such repetitive
behaviour. This means there needs to be a reason for someone to
behave in such particular way. That reason is purpose or an objective.
Finding a purpose is easy:
A. Take stock of your current state of conditions.

B. Fantasise an ideal state of condition (doesn't matter if
short-term).
Then make decisions that help you move from A to B. Once

achieved, set another purpose, this time with a longer timeframe.
The difficulty is in ACHIEVING the purpose. One way is to live in
contempt or oppression - it develops intensity to escape. For eg: People
who say 'don't work in a job you hate' don't consider the fact that the
job you hate could well be the catalyst in achieving your purpose. Its
also possible to artificially generate a situation of "living in contempt" if
you exeggerate your IDEAL situation. Meaning: set an aim so high, that
it makes your current situation suffer drastically in comparison,
WITHOUT obscuring the reality of achieving it. This is why people in
touch with their dark side such as jealousy or greed, have the ability to
generate the motivation to succeed a purpose or objective.
Dark/negative emotions when concentrated into a desire to achieve,
is an unmatched source of motivation. Once you have enough
contempt of your current situation, it should then generate motivation
to achieve an ideal condition. If it doesn't, then what you have doesn't
suffer enough compared to what you want, OR you're the type that
lacks the self-determination capacity. Assuming you have now a source
of motivation (self-contempt) to achieve a specific aim/purpose; you
then have to protect that motivation from your multiple personalities,
all which come with their own set of urges & aims that directly conflict
with yours.
A man who has found his purpose and generated enough motiva-
tion, can NEVER attain said purpose, if his lust constantly aims to
attain sexual pleasures by putting him in places that seek out women.
This is the essence of shadow integration, keeping your other selves in
check. So motivation needs; Self-contempt as a source to self-legislate
laws in place to achieve a purpose that alleviates that contempt, AND
protection through self-control, which is the integration of your other
disruptive 'selves' through shadow work. For those who have accepted
14 WRITTEN BY UNMODERN MEN, AUTHOR OF @UN…
they are not the self-determined type, aim for daily objectives. Do 1-2
things today for the purpose of making your tomorrow better. When
you get good at this, increase the timeframe. Aim for a week, a month
& so on.
CHAPTER 8
“Everything we hear is an opinion, not a fact. Everything we see is a

perspective, not the truth.”
― Marcus Aurelius
F ASTEST WAY TO EARN RESPECT IS TO DO MORE WORK AND TALK LESS THAN
anyone else in your circle. It's also the fastest way to earn the leadership
title. Applies to all social gathering contexts; house, work, school, etc
Smile, be polite and respectful if you want to genuinely build a bond &
trust with good people. Smile, be polite and respectful if you want to
deceive, manipulate & control bad people. Think about it.
“UM, I’m lost in life. I have a degree in something that my parents
forced me to take which I hate. I’ve now quit my job. I don’t know what
to do.” If you don’t like doing something, then do not do it. BUT, know
that making no progress by doing nothing, is far worse, than making
progress by doing something you don’t like. Treat your degree as a
means to an end. Not the end itself. Then find an end that you’re
passionate about. To find an end you’re passionate about, you need to
first sustain yourself financially. And that means doing the “means”
that you don’t like doing. The cost of finding your passion is to main-
tain your basic form of living, until you find it. This means setting your
emotions aside and taking up the job you don’t like. It means being
patient, and having resilience, until you discover that passion. My
advice would be to find a job relevant to your degree.
If you can, aim for sales. Because the connections and network you
can create with clients and customers is priceless. ESPECIALLY if you
have a degree. Don’t just work the job you hate. Work to become the
best at what you do while you hate it. So people can be mind blown
and say “no one is better than this kid, and yet he hates what he does”.
You’ll be amazed how much you’ll start loving a job you become the
best at. But all this is not the point. That’s all just to buy you the time
and money until you truly find what you’re passionate about. And
that’s done through reading books, allocating time for the future and
connecting with people, and providing value. Becoming the best at
your job will no longer attract ordinary customers. It will attract high
profile customers who want to deal with the best. This is your door of
opportunity to build a connection that could lead to finding your
passion. Reading books broadens your horizon. Coding and internet
related endeavours are the future. This is where your time should be
spent outside of the job you hate, which you’ll become the best at, then
love, then perhaps find your passion through it. Be patient.
CHAPTER 9
“If you are distressed by anything external, the pain is not due to the
thing itself, but to your estimate of it; and this you have the power to
revoke at any moment.”
― Marcus Aurelius
I S AMBITION NECESSARY FOR CAREER SUCCESS ? Y ES . W ITHOUT AMBITION ,

you will be left with a 9-5 job. That is not the same as having a career.
Most people have jobs. Very few people have careers. Because very few
are ambitious. It's ambition that makes you seek upward mobility. It
makes you negotiate your way upwards. It can make you very patient,
and make you work for free, because it will enable you to see the bigger
picture. It makes you hungry, selfish and cunning.
Any ambitious person reading this will know what its like to work
free of charge, leverage slave-like responsibility, negotiate with threats
& use all means to replace competitors. Every non ambitious person
will mock me & tell me that people can still get paid and get along.
Yeah you're not wrong. You can still get paid and be non-ambitious,
work in a friendly environment made up of rainbows & butterflies. But
that's called a job. A place where you rot away working for a boss that
can instantly replace you once you outlive your usefulness.
Ambition is what drives you towards the top of the hierarchy. And
there's two ways to go about it; your own start-up, or choosing a career.
Both are gruelling, painful, competitive routes. No, money twitter is not
an option. I'm talking value. Not exploiting stupidity. Why is it so diffi-
cult to find conscientious, talented employees? Because anyone talented
and conscientious is very likely to be ambitious. They will not stay in
the same spot for too long. And anyone who lacks ambition are in
general, pathetic at their job.
How do I approach hiring? I only hire people with ambition. I

provide just enough upward mobility to keep them for several years.
After that, if they haven't figured out that it is time to leave, I will
encourage them to leave. Because they can do better. If a role opens up?
I will give them that role. But I will refuse to hire people without
ambition.
Women have an excuse not to be ambitious. It's in their best interest
in fact, to cap their ambition and stop pursuing a career. Men have zero
excuse. Every man here has ZERO excuse not to be ambitious. You
were born to secure the prosperity of your future offspring. That is all.
Nothing else. And yet 90% of you pathetically flail around. You are the
reason why slaves should exist. It's for your own good to serve the 10%.
CHAPTER 10
“It is not death that a man should fear, but he should fear never begin-
ning to live.”
― Marcus Aurelius
Become a high value man through purpose, not game.
M EN SPEND HALF THEIR LIVES SEEKING TACTICS TO ATTRACT WOMEN , WHILE

disregarding their core responsibility at the cost of it. The need to fulfil
lust has become so strong, that a mans apex value has become nothing
but sex. Men need to become attractive & understand women. But the
answer is not through game. The answer lies in having a purpose
greater than women. A purpose with the capacity to derail a man &
develop attractive traits as a consequence.
When you select a path towards abundance, you by default will
encounter resistance. You will be forced to contend with obstacles that
either break you or force you to elevate & overcome them. This is hard-
ship. Where attractive traits are forged. For you to overcome resistance,
it will require you to kill parts of yourself too complacent to handle the
brutal forces encountered. You will fail. Then get back on your feet.
Then fail again. Every time you get back up, you shed the undesirable
parts of yourself. You will be forced to become more determined, more
aggressive. You will become more cunning & leverage means to reach
your end. You will become intolerant of anything & anyone that
conflicts with your apex value. You wont play hard to get. You will BE
hard to get. The sheer chaos you confront in the midst of your journey
towards abundance, will transform you to a person that exhibits strong
dominance, disagreeableness and accountability. The kind of traits

women are biologically drawn to. Your transformation arouses
authentic negative emotions in women. It is the basis of raw attraction
that touches on their biological instincts.
Game seeks to address this through fabrication. Women need men,
not grown children. Its fortunate that women are aroused by domi-
nance. Because men can then align their purpose on a trajectory of
pursuing abundance that attains that same dominance as a conse-
quence, effectively achieving their goal while simultaneously attracting
women. Game is for those with no purpose, trying to fabricate their
attractive traits. It superficial, short-term & costly, deviating men
further away from their true apex value. Attractive traits can only be
forged through hardship, whether you're a man or a woman. There's
nothing game can teach you that pursuing abundance wont. And if it
does, its not real. It will draw insecure women that fall for shallow men
with no depth. Seeking tactics to fulfil your lust disqualifies you from
being a high value man. Pursue abundance. The resistance faced, will
make you:
Intolerant
Control your urges
Disagreeable
Focused & hard to get
Outcome independent
Dominant
Detached
Accountable
Attractive.
Play this game instead.

CHAPTER 11
Any responsibility delegated to you by your boss without a pay rise,

takes you one step closer in becoming an inseparable part of his busi-
ness, to which you can infinitely leverage against him later & get what
you want. Be patient. Then leverage to a chok…
T HIS HAPPENED TO BE WHEN I STARTED OUT WORKING IN THE PHARMACY . I

knew what my job description was, and yet I was doing far beyond that
with no reflection in my wage. Every month, I was being delegated a
new responsibility because no one else would do it. But with every new
responsibility, I became more and more inseperable from the operations
of the business. I was the 'go to' for everything. I knew the system, the
particular services, high paying customers, connections with patients &
doctors. I became 50% of the business. When I decided to act, I hit
where it hurt. I did it at a time when 3 employees were resigning. I
emerged from my position, demanded positional ascendency from the
owner & leveraged all my responsibilities as a threat. I became a
manager overnight with a massive pay rise.
When you're given responsibilities through delegation without
recognition or a pay rise, it may seem like exploitation. But that's only
the case if your emotions & pride get in the way of your judgement of
seeing it for what it really is; an opportunity.
Responsibility will ALWAYS substantiate. But you must take
authority & capitalise on it. You need to have endurance & the ability to
remain detached when those above you 'exploit' you. Accept it with a
smile. Disarm them from thinking you're being taken advantage of.
Take the responsibility & become exceptionally competent at it, and
realise that your newfound duty is a weapon that will hurt the business
if you decide to abdicate it. When the time comes, hit where it hurts.
Leverage everything, and get what you want. Make them pay.
CHAPTER 12
How to raise a daughter to become a high value woman.
A SIDE FROM PRESERVING HER VALUE , A DAUGHTER FACES 2 DILEMMAS THAT

should concern a father.
1. To develop her femininity

2. To pursue independence
Choosing 1 makes her vulnerable to abuse. Choosing 2 destroys her

happiness. One choice will always come at the cost of the other. To
protect a daughter, means to raise her to become independant. To not
be at the mercy of any man. To be able to stand on her feet, and look
after herself if necessary.
She must develop a degree of masculine traits to achieve this. A
necessary damage to her femininity. She must know that her pursuit of
independance comes at a great cost; motherly happiness with a
husband. But a cost she should pay out of self-preservation. And to
know when to stop paying it. Independance for a daughter should be
pursued just enough to make her stave off misery. But then to reclaim
her feminine nature and seek to embrace a motherly role. Because
meaning can only be found when she embraces her nature.
True happiness for a daughter is found when she embodies her
feminine role and relies on a man for support. When she seeks to
submit to him & support his ambitions in every way. She must under-
stand that a man to lead her, is in her best interest. That her feminine
nature descends into chaos without a mans order. She should seek to
fortify his leadership, and support his decision & raise their children in
unity.
A daughter must understand that her value is preserved through

sex. And that the more she abstains from it, the more power she has in
negotiation with a high value man. The further she delays it, the more
respect she can demand. She must understand and seek to only be in
relationships where the man, is worthy of being a partner & also a
father. And to stay clear of men incapable of having a fatherly outlook.
Real men respect fathers. A daughter must understand to not leverage
her looks on society. That imposing her will with her beauty is narcis-
sistic. That the more modest she behaves, the higher quality men she
attracts. Her feminine nature must reject arrogance while embracing
humility & grace.
CHAPTER 13
Best advice I ever received from my first boss, Learn rules to break
them.
W HATEVER LINE OF WORK YOU ' RE IN , LEARN THE RULES INSIDE OUT . T HEN
learn the consequences of what would happen if you break them. Then
break them if it means putting you or someone else in a better position.
When you break a rule you will be faced with consequences. Those
consequences will announce themselves to you, and how you prepare
will require you to justify yourself and face probable punishment. What
makes you exceptional, is your ability to voluntarily break rules when
you deem necessary, prepare to justify yourself, and face the punish-
ment with courage knowing that you broke it for a just cause. If you
cant do that, then you deserve no raise or promotion. You deserve no
responsibility. You stand for nothing, in or outside work.
The exceptional, over deliver on their job description, and have the
ability to break the rules when necessary. Then bravely face punish-
ment. Become the best at what you do, maintain your integrity, and be
fearless when breaking rules. Force the bosses to go easy on you. If
your intention upholds integrity, then everything is permitted. Learn
the rules, to have the ability to break them.
CHAPTER 14
The men who say, "Hypergamy doesn't care", lack the intelligence to
screen quality women from gold diggers, and assume all women would
sell their souls to attain the apex man.
F OR WOMEN , A LIMITLESS STRIVE TO ATTAIN THE APEX MAN WILL RISK

costing her loyalty & integrity. But disregarding it entirely would mean
to potentially settle for a man who cant provide, impacting attraction &
dynamics of a healthy relationship.
For a woman, the metric is:
Select men higher on the socio-economic hierarchy, WITHOUT

compromising loyalty & integrity. If these qualities are of no regard,
then its safe to assume she’s seeking abundance of materials from the
apex man, ie gold digger. A quality woman’s pursuit of a highly desir-
able man, lies in the paradox of being attracted to his ABILITY to
generate wealth, not wealth itself. This value motivates her to remain
loyal & uphold her integrity, rather than sell herself to the highest
bidder.
For a man in the hypergamy game, the metric is simple: Differen-
tiate between quality women who understand men of high value, from
the gold-diggers. Her attraction to you should stem from the suffering
you put yourself through, demonstrating your potential & capacity to
provide, not the materials you own. If she’s drawn to your wealth &
possessions, she’s pursuing the apex for the luxuries. And you’re just a
pit stop. Most men fail to screen these women, & in fact go the other
way by showing off their cars & materials, then end up getting burnt
and misrepresent hypergamy with ‘she’s not yours, it’s just your turn.’
No. You’re just too stupid & deserve the poison you picked.
If a woman leaves you mid-relationship, you either: failed to screen
her properly in the beginning, or you lost the touch, got fat, lazy and
complacent. That’s not hypergamy to blame. It’s your fault on both
accounts. (exceptions apply here.)
Hypergamy works in a life-furthering manner when each side
makes sacrifices; If you’re a man, vet women thoroughly. Do not under-
estimate their ability to deceive. If you’re a woman, aim towards the
apex, without compromising your character for money.
CHAPTER 15
Using leverage to get what you want.
T HE MOST PRACTICAL WAY TO REALISE THE UTILITY OF LEVERAGE IS TO USE

the SWOT framework out of its conventional use. SWOT stands for
strengths, weaknesses, opportunities & threats. Each can be used singu-
larly, synergistically & sometimes, one giving rise to another. You want
to apply this model on yourself & on your target seperately. The idea is
to create asymmetry between you & your target just as you would in a
game of chess. Each element of SWOT emerges during asymmetry.
Understand that your strength is your competence. The more
sublime your competence in your line of work, the higher your
strength, the more it generates asymmetry in your opponent, by
creating weaknesses, which are opportunities for you to threaten. You
cannot get what you want unless you create sufficient asymmetry
between you & your boss. And you cant be delusional either. Your
competence must directly contribute in significant value creation before
it can be leveraged. Meaning it has to affect the bottom line. If you ask
too early, without lever, you'll get shut down. You'll show all your
cards, & hand over prophylactic advantage which your boss will use to
crush you next time you undermine him. You have to become best at
what you do, in a domain of high value before you act. So leverage can
only be used when there's asymmetry. Your competence shifts this
asymmetry in your favour by creating a weakness in which if you
become absent, there's significant disruption in the value you provide.
This in fact, is an opportunity for you to threaten. A threat in this
regard means to merely 'influence matters in your favour by force'. It
does not mean to elicit hostile warnings of probable harm. It has to be
subtle, creative & credible.
For a threat to hold worth & be effective, it needs two elements:
1. The threat needs to directly disrupt your opponents wants &

needs, & elicit fear at the prospect of it. This is why
competence is the best form of leverage. Its yours, no one can
take it away from you, and you can dial it up or down
anytime you want.
2. You have to develop an alternative to what you want before
delivering that threat. The stronger your alternative, the
stronger your leverage. The more powerful your threat. Eg.
Have an offer from a firm looking to hire you with better pay
as an alternative if plan A fails.
So the ingredients for leverage is: Your competence to create asym-

metry, & thus a weakness in your opponent. It presents an opportunity
for you to exploit in exchange for what you want. You also have a
powerful alternative to threaten them with, if they choose not to fold.
Competence is only one form of leverage, but a very powerful one.
There are many other forms: networks, resource control, knowledge,
etc, or the nefarious alternative of "not interrupting your opponent
while he makes a mistake" -then leveraging it at the right time & place.
Always be subtle & goal orientated. Never be arrogant or show
your power. Downplay your leverage. Display behaviours that seeks to
maintain your relationship & reputation. Be subtle with your threat.
You want to 'hint' at the negative consequences if your demands are not
met.You can use this technique on anyone to get what you want.
Create any form of value in need (strength).

To generate asymmetry in your favour relative to your
opponent (weakness).
Find what you want (opportunity).
Develop a viable alternative to leverage it (threat).
CHAPTER 16
Every time you meet someone above you, you have a chance to move
up. It’s a rare golden opportunity to encounter those at the top. Here's
how you attract a founder, investor or an executive (FIEs) as your
mentor.
Y OU NEVER KNOW WHO THE PERSON YOU ’ VE ENCOUNTERED REALLY IS .

You don’t know what he knows, what he is capable of, who he knows,
who his connections are. Assume they are the 1%. Founders/In-
vestors/Executives (FIEs) look for specific qualities before deciding to
invest in someone. You need to know WHY you want to be a mentee
under FIEs. You need EVERYTHING mapped out & prepped.
If it’s for an idea: know your strategy, distribution channel, market,
competitors, biz plan etc. If it’s a job seek: know your aim, your plan &
career objective etc. Then you need a 2 step approach.
Provide value that makes you worthy enough to be

mentored.
Receive value in exchange, that will help progress whatever
it was that made you sought out a mentor in the first place.
If you do this, ascension is inevitable. FIEs read body language.

They can instantly tell whether you’ve got it or not. Focus on 3 things:
-Chest out
-Eye contact
-Speak slowly
Nod. Accommodate your words with hand gestures. And don’t
interrupt. Ever. If you do, apologise & let them speak. FIEs LOVE
hearing “I don’t know”. Those 3 words are your best friend. It demon-
strates instant humility. Learn this sentence inside out: ‘I don’t know,
but as far as I'm informed on the matter, I would say...” & deliver your
best thought.
Do not impress outside your domain. Blatantly show off WITHIN
your domain. This is a chance for you to show FIEs your confidence;
that you know what you’re doing & the value you provide. Flaunt your
specific knowledge like it’s backed by 5 hedge funds. It’s not arrogance
when it’s backed by competence. With FIEs, you have to find the sweet
spot where you portray just enough confidence without being arrogant,
while showing just enough desire to be taught without the need to boot
lick. You need to radiate value, without self-proclaiming how valuable
you are. If you bootlick, you are NOT worth investing in. You’re
nothing but a pest. If you’re arrogant, not only are you not worth
investing in, anyone above you would rather see you get crushed, even
those willing to help. This is raw experiential truth. Break rules in your
line of work to provide value.
I once provided a kid antibiotics without a prescription. The dad
turned out to be an owner of a hotel. To this day, he gives me free
accommodation whenever I need it. He introduced me to an accountant
who led me to my mentor. Assume a mentee position without
requesting it. Dont ask them to help you. Ask questions & demonstrate
your desire to learn. Be specific. Then flip the conversation, & try to
subtly teach them something within your domain. This is the push-pull
game you need to play with FIEs.
If FIEs tell you to do something, you need to do it or die trying. This
is the ultimate test that instructs their instinct whether to spend their
time investing in you or not. Go out of your way to double down on
what they told you to do and deliver. Split your time equally in three
ways with FIEs.
33% - Spent on providing value from your domain of competence.
33% - Spent on understanding your FIEs & whether you can help their
line of work in any way. 33% - Spent on seeking value for your growth
& progression. If you’re not in a field of work that provides value for
FIEs, then you should first improve your position before looking for a
mentor, or offer a piece in your idea. You need to be able to provide
substantive value. Its your leverage for becoming a mentee worth
investing in. Just because you scored a FIE as your mentor doesn’t
mean you sit back and take everything they have to offer. Your relation-
ship with them should be a contest of who can provide more value for
each other. It’s this quality, that makes them want to invest in you.
Remember that FIEs have done it all. They've risked everything to
run a company. Systems fall apart without them. Your existence simply
suffers in comparison. Submerge your ego & sharpen yourself up if you
want to attract FIEs.
• • •
My mentor who’s a 46 yr old founder & CEO, told me, FIEs don’t
invest in people unless they;
-Show humility
-Show desire through progress
-Willingness to take risks
-Provide value with an idea or a line of work
-Acknowledge that they know nothing
MENTOR YOURSELF FIRST.

CHAPTER 17
Personal Power. The potential ability to influence a change in

behaviour or course of events by force to attain an objective. My
Corporate perspective & experience on how to obtain it.
P ERSONAL P OWER HAS 6 COMPONENTS :

1. Character
2. Competence
3. Resources
4. Legitimacy
5. Leverage
6. Relational
1. Character
Your identity is how you see, think and feel about yourself. Your
reputation is how others think of you. You control your reputation
through the impression you make on others. This eventually fortifies
your character as your image & people respond accordingly.
Elements of character for Personal Power:
Integrity - For trust

Detached - Ability to not hate the opposition
Submerged Ego
Charisma - To persuade
Tolerance to conflict
2. Competence
Your specific knowledge is what makes you competent. This knowl-

edge can be leveraged to exchange other values in pursuit. It is the
purest form of power that cannot be taken away & can be infinitely
leveraged.
3. Resource Control
One of the most powerful, this position controls a resource the

organisation needs. You can generate resource dependancy from both
tangible (eg. materials) and non-tangible resources (eg. your compe-
tence & connections).
4. Legitimate Position
This power derives from 'licence to do', provided by a governing

body or acedamic institution. The credential obtained can be used to
leverage your position into a senior role (ascending the hierarchy) &/or
exercise what the licence enables.
5. Leveraged Position
A leveraged position is obtained when the value you provide is in

constant demand & its being leveraged for a position that grants you
the authority to exercise your will. Competence &/or specific knowl-
edge gives you this postion. Character maintains it.
6. Relational Power
A. Ties
B. Coalitions
C. Density
D. Centrality
Relational is the most important and underrated component of Power

that strongly relies on character & competence.
6a. Ties
Ties are strengthened through
duration of knowing someone

frequency of interaction
value exchange
vulnerability exchange
The first three creates a bond while the last one creates a covenant of
trust, deepening the relationship.
6b. Coalition
Coalitions are groups of people that work together to enforce influ-

ence. These groups are best formed when interests align, with each
individual specialising in different areas while collectively maintaining
value alignment.
6c. Density
Density measures how well people are connected within a coalition.

The higher the density, the better the control and external influence of
the group. Maintain a list of everyone you need to periodically connect
with.
6d. Centrality
Centrality is a tactic used to maximise your relational power by

strengthening ties with people who are at the centre of the coalition.
Find people who are connected to everyone. You indirectly borrow
their power to influence others in & outside the coalition.
1st - Become competent & develop character.
2nd - Form or join a coalition that is aligned with your objectives.
3rd - Leverage the value you provide to reach central people within
the coalition.
4th - Execute objectives with your personal, positional & relational
power.
CHAPTER 18
A detailed method on how to integrate your shadow.
E VERY TIME YOU ACT OUT IN A REGRETTABLE MANNER , ITS A RESULT OF YOUR
shadow manifesting itself involuntarily. Your central-self that most
commonly embodies the YOU that people know you as, fails to control
it. The regret followed by the urge, is a sign of the shadow in control.
Reflect over the course of your past & identify the moments you acted
out that led to regret. Find patterns in the behaviours that acted out
involuntarily to identify each one.
Pick one of the shadows you are prone to FREQUENTLY: a repeti-
tive behaviour you regret often.The frequency of regret from a partic-
ular behaviour, measures how much your central-self is consumed by
this shadow.This metric also determines the level of harm your shadow
inflicts upon your surrounding.
The more repetitive the regrettable behaviour, the stronger the shad-
ow.Clearly identify this behaviour, categorise it under the 7 sins, give it
a name, an identity & understand its personality. Write down in a diary,
in past experience about this behaviour as if its someone else, explicitly
detailing WHY it acted out, & HOW it acted out. The "WHY & WHAT"
gives the shadow identity. You must give it an identity in order to
enslave it. Write a true story about it based on its past experiences. This
is a necessary process of familiarity with your shadow.
"WHY" the demon acts out is the TRIGGER that brings it to exis-
tence. This could be someone or something you envy, hate or love.
Write down a list of "HOW" it acts out - detailing the behaviour it
displays to get what it wants. Conceptualise the TRIGGER as the portal
of hell. Because it is literally when the demon comes to existence. Now
understand that,
Voluntary exposure to hell - makes you a predator.

Involuntary encounter to hell - makes you a prey.
Example; Leaving the marshmallow on the table - is voluntary

exposure to hell. Removing it off the table, will lead to involuntary
encounter at a later point in time. The former makes you a predator in
control of your urge (shadow). The latter makes you a prey consumed
by it. You must VOLUNTARILY expose yourself to the triggers that
bring about your regrettable behaviours. This is the process of systemic
desensitisation. Then, when you battle with the shadow and begin to
influence HOW it acts out, you begin the process of shadow
integration.
Every round of voluntary exposure to your shadow, should ideally
lead to better control of it.If you waited 5 minutes before consuming the
marshmallow in the first round, you should wait longer the next round.
Eventually you wont feel the need to act on it. Shadow integrated. The
marshmallow test was a social science experiment by a Stanford
psychologist who linked willpower to future success. But its concept
can be extended in shadow integration as it fundamentally tests the
urge of an individual & the ability of the central-self to suppress it.
Shadow integration is a two step process.
1. Open the portal of hell by exposing yourself to the trigger

and confronting the emergence of your shadow.
2. Battle against it by slowly taking away its capacity to impose
its will upon why its been summoned & what it wants.
You will know that your shadow has integrated when you open the
portal of hell, expose yourself to the trigger, only to realise that the
devil has ceased to exist. There's no urge, no desire to fight off. It's just
you, with the devil inside, under resolute voluntary control. Shadow
integration is the process of individuation - where one consciously &
gradually integrates the unconscious aspects of themselves that they
refused to confront and are enslaved by it - into their central person-
ality to achieve individuation & completion. You can only use devilish
means for angelic outcomes, when you're absolutely certain that the
demon you are unleashing, will not turn on you. That you have famil-
iarised yourself to it, that you have given it an identity, & taken away
its power, to use at your own will.
CHAPTER 19
Every man needs to be feared & respected. Prerequisite for a leader.
B EING FEARED AND RESPECTED IS VERY DIFFERENT TO SOLELY BEING FEARED .

And being respected without the element of being feared will never let
you elicit the survival instincts in people, necessary to lead them effec-
tively. When the two co-exist, it creates a synergy that constitutes a
large part of what makes up leadership. Leadership cannot exist
without this synergy. Most men opt to being feared, because it is very
difficult to be respected at the same time. Here's how you attain both. If
you want to be feared, you need to first have your life sorted. You need
have a purpose. You need to know where you are, where you want to
be, and a direction of how to get there. Then you need to devote your-
self to it and become unavailable. Then be very hard on yourself. Men
who are easy on themselves but hard on others are weak, complacent &
hypocritical. You must first be hard on yourself. Then expect the same
of others. This then allows you to cultivate intolerance, which is what
upholds your values & incites fear in those who don't. If you want to be
respected, provide value for nothing in return. Most men dont know
how to do this. And if they do, they ask for something in return. Yes,
providing value SHOULD be exchanged, but only AFTER you have
proved yourself. You have to provide first, frequently, without ulterior
motives aside from putting the other person in a better state then you
found them. This is how respect is obtained. It is not given. It is not
demanded. It must be earned.The combination of being unavaiable,
helping people for nothing in return, while being intolerant to those
without values, is what makes a man feared AND respected.
Each 3 elements MUST exist to evoke both responses:
unavailability
intolerance
compassion
If you're too available, then you're not devoted to your purpose &
therefore cannot be taken seriously. If you are tolerant, then you lack
values and stand for nothing. If you lack compassion, then you are not
fit to lead. Work on all three. Be feared and respected.
CHAPTER 20
Stop reacting & start responding. Here’s how you speak slowly.
Shadow Integration method.
O NE QUALITY THAT SEPARATES A MAN FROM CHILDREN IS HOW HE RESPONDS

to interactions. Any time someone interacts with you, you have two
choices; you can either react, or you can respond. A response is a
thought out reply. A reaction is emotional. A reaction is urge driven. Its
when you instantly reply without thinking. Its very easy to identify
those who are impulsive simply by looking at this trait. Its a trait that
frames you to be weak through several subliminal effects. If you react,
you communicate that you have no urge control and that you act on
emotions. This assumes you to be unreliable & not dependable.
Whether you like it or not, high-end professional people will notice
these small details in your behaviour. A dead give away of a reactive
man is when he talks fast. Talking fast shows that you dont think &
operate on other people's time while not respecting your own. It also
makes the credibility of your dialogue shaky at best. Because it indi-
cates no thought was provided.
If you want to thoughtfully respond, you need to speak slower.
Using the shadow integration method, its easy to identify the trigger
point of the urge that seeks to react instantly, preventing YOU from
responding effectively. Trigger: every time you interact with someone.
If you have a office job, you could interact with 20 people a day. If
retail, it could be in the 100's. Every single one of these interactions are
trigger points for your 'reactive' urge to manifest. Every encounter is an
opportunity to slow this reactive urge. Begin at the start of the day with
the first person you interact with; pause for 3 seconds before respond-
ing. Don't worry about thinking what to say. Make the pause a habit
first. Count the people you successfully pause with in the day & write it
down. The aim is to pause with every single person you encounter
every day.
Every time you successfully pause in a interaction, you weaken the
'reactive' urge and slowly set the foundation to respond thoughtfully.
The void the pause creates, will provoke thoughts by default. Keep
count & do this for a month, and you will see a difference in your
ability to respond, over your urge to react. I have used this method
myself and taught it to several others at work who now talk slower and
regularly respond with their best thought out opinions. When you've
reached a stage where you involuntarily pause before speaking, and
involuntarily think about what the other person said before replying,
your 'reactive' urge has then successfully been integrated in your
behaviour. You will have full control over its manifestation.
How people frame you will begin to change. They will take your
opinion seriously, operate on YOUR time & you'll control the tempo of
the interaction, which adds to your credibility, dominance & leadership.
CHAPTER 21
Coward & weak is the person who improves themselves for their part-
ner, or parents, or god. They lack the ability to withstand temptation on
their own, resorting to rules imposed by others or by some metaphys-
ical power to cowardly restrict their own free-w…
A TTRACTIVE & WORTHY IS THE PERSON WHO DEVELOPS THEMSELVES FOR THE
sake of their own divinity. They negotiate with their future self to
escape their own contempt of poor choices, to raise their quality as a
human being by making unrestricted acts of right from wrong. Our
element of faith is so tragically reversed. You eliminate the essence of
free-will when you put your faith in God in order to request help &
forgiveness, rather than rely on yourself to transcend for your own
moral becoming. We weren't given free-will only to succumb to a set of
religious rules. Those who restrict their free-will by codes set forth by
saints & prophets are afraid, & seek to cloak their own potential
wickedness. They have no understanding of self.
The mere consequence of your wretched choices should make you
reconsider your being & self-understanding. Not fear from god or reli-
gion. If you're doing the right thing in fear of punishment, then you’re
more evil & wicked than you think. Don’t ask god for help. God needs
your help. God needs men to turn this world around. Men who do it
for nothing in return. Who don’t seek recognition for their nobility.
Who show courage & display unrestricted free-will, yet still do the
right thing. If you're going to change, change for yourself. No one else.
Respect God. Act as though he exists & pray when grateful. But never
request his help & never fear him. Seek to help him by becoming a man
of nobility & character. Because he needs us.
CHAPTER 22
I have never come across a moment in my professional career where I

have found arrogance to be useful. It costs you every time you employ
it. But there are times when the benefit of being arrogant outweighs the
damage it does. Restricted to certain condit…
A RROGANCE IS THE QUALITY OF BEING ' UNPLEASANTLY PROUD AND

behaving as if you are better, or know more than other people'. This is
the actual definition of it. And it means the only time arrogance serves
well is when being unpleasant & up yourself, works in your favour.
Arrogance makes it easy to repel people you don't want to associate
yourself with. If you're a leader or in a position of influence, its very
easy for your pleasantness to be mistaken for availability, in which
everyone would flock to abuse it with no regard or respect. Allowing
everyone your time will devalue your credibility down to those who
have none. So it makes sense to be unpleasant around those you don't
want to waste time around. It also makes others work hard to get your
recognition & availability. If you've worked hard to get to where you
are, not everyone has the right for your availability.
Arrogance insulates you from those who seek clout & extract value
off you. Its a useful tool to employ to preserve your time. But even
then, you risk repelling people of value. Arrogance is useful when coer-
cive leadership is required. There are moments where circumstances
demand swift decision making & action. People under pressure or a
threat, often freeze & become indecisive out of fear. Arrogance will tilt
power to you by eradicating resistance. Arrogance is intimidation.
Anyone in a leadership position knows how useful that can be when
unnecessary resistance is faced. It is also a trait that projects confronta-
tion. This combo makes arrogance very effective when those inferior to
you cluelessly resist your leadership. Arrogance ONLY works if you

have the credibility to pull it off. You must have the reputation first, a
value you provide, before being selectively arrogant. There's ALWAYS
damage that accommodates arrogance. The permissible reasons
discussed above simply maximises the benefits. Arrogance RARELY
pays off. Even with those who are arrogant towards you.
99% of the time, you will humble a credible arrogant person with
your humility instead of mirroring him.Those who dont humble up, are
those who have nothing to provide aside from unmerited superiority.
Lastly, don't use humility as a virtuous quality. Use it to filter out the
fake from the credible. Its an effective weapon against arrogance. Those
who are credible will be disarmed. Those who have nothing will
double-down and take advantage.
CHAPTER 23
Why Integrity allows you to break rules.
I NTEGRITY IS ABOUT DOING THE RIGHT THING WHEN NO ONE IS WATCHING .

This means a person who lacks integrity, only behaves in ways that
maximises his perceived value in front of others. Audience is all that
matters to him. Take away the audience, and you are facing a person,
within the realm of the unknown; you dont know the potential of HOW
he could behave, what he is capable of, because he lives without a code.
His alternating behaviour depending on the presence of an audience,
indicates his honesty to be disingenous, his self-interest to be harmful
and his motives to be expedient.
People with no integrity require social systems that enforce laws to
abide by. They have to be contained within a sphere that limits their
selfish pursuits from ending up harming others as a consequence. This
is why obedience is for those with no integrity or self-control. They
must abide to laws. Its in their BEST interest, because unchaining them
would most likely lead to their instability & collateral damage to
others. Those with integrity do the right thing when no one is
watching.
IRRESPECTIVE of an audience, they have the ability to self-legislate
themselves to act in a life-furthering manner. They can face hell, take
the heat & not be consumed by it. A man with integrity has a reputation
that radiates credibilty & trust. He can be TRUSTED to hold a gun. He
has faced temptations when no one was watching, & yet defied his
desires to maintain his integrity. He requires no obedience. Because
temptations have no impact on him. When he breaks the rules, he will
do it for a just cause, likely to benefit those around him. He is not accus-
tomed to break rules for selfish pursuits. That is why a texan father
ends up not charged for murdering a molester. A biblical example of a

man with integrity, completely integrating his shadow of hell, to take
away an evil soul for the greater good of the society, & fulfilling
retribution for his daughter.
When a man of integrity breaks the rules, his reputation will
precede him for everyone to know that his insubordination is justified.
And that makes the system go easy on him. And others admire him.
1. Develop Integrity.
2. Integrate your shadow.
3. And be fearless.
CHAPTER 24
Intolerance is a trait of a leader who elevates everyone around him. If

you want to lead, you must become intolerant.
K NOW THAT THE DEGREE OF YOUR TOLERANCE IS DISPROPORTIONAL TO THE

quality of your leadership. The more tolerant you are, the lower the
quality. Because its not easy to uphold strong qualities & values. Toler-
ance leads to erosion of your high standards. Your responsibility as a
leader is to create a culture where, whether its your followers, employ-
ees, family, can grow and become exceptional in what you're directing
them towards. You need to protect this culture & cultivate it. The
protection of this culture will depend on your conviction to your lead-
ership objective
the values you need to uphold to attain this objective

rejecting values that directly conflict with the attainment of
your objective
Every time you compromise your leadership by accomodating

lesser values through tolerance, you not only weaken your own convic-
tion, but you disrespect those who follow you, who rely on your
resilience to maintain the coherence & integrity of the culture you seek
to build. If you seek to build a family in hopes of raising children that
can competently take charge of what you've built in abundance, and
carry out your lineage, then you cannot be tolerant to those who your
children befriend, who lack your values & damage them with their
own. If you seek to run a group of employees with the intention of
delivering exceptional service in a domain, then you need to discrimi-
nate on competence, and be intolerant to anyone that does not comply
with the competitive, harsh atmosphere necessary to deliver your

objective. You do people a favour when you become intolerant. You
help them reveal their values and how much they suffer in comparison
to yours. Its a wake up call that will motivate them to raise their stan-
dards or remain average. Its a common misconception that leaders
need to be tolerant & accepting. When in fact, it's a leaders duty to filter
out the top quality people by forcing them to qualify for the standards
he sets, preaches & acts upon. It'll be up to the rest who want to ascend
& join him.
Objectives can only be achieved by self-legislating laws that help
you attain it. These laws become your values. These values set a stan-
dard, which develops a culture. Anyone who falls short of it, should
not be tolerated. Leaders protect their own through intolerance. The
stronger the culture, the more you can lead with influence, the more
those who follow you will admire you. The weaker the culture, the
more you have to lead with authority, the less people will admire you.
Protect & strengthen the culture you build through intolerance.
CHAPTER 25
There’s 3 ways to use power in leadership.
W HETHER YOU LIKE IT OR NOT , EVERY HUMAN INTERACTION IS BASED ON

negotiation. The person who wins the most negotiations, has the most
power. To use power, means to influence, compel or do both. Here’s the
breakdown.To influence means to encourage someone to do what you
suggest. Explain why it should be done, and the benefits of them doing
it. The benefits then, should outweigh the reasons of not doing it. If it
does, you’ve met their asking price. If not, you’ll need to offer more.
The more leadership qualities you possess the less you have to raise the
benefits of why someone should do what you want them to do. If
you're known for your competence, courage, vision & character, your
mere presence can end up influencing them to comply at your will. This
is why the influence element of power is developed from the inside,
through leadership qualities and building a reputation around it.
A reputation is the vehicle that delivers your credibility to set condi-
tions in your favour, before your arrival. Build one. Compulsion is the
callous element of power. Basically, its “do this or else”. To compel
others, you need leverage: something they value, which you have
direct/indirect control over. The sole use of compulsion is discouraged
if you want to be an effective & admired leader. It is worth noting that,
the stronger your capacity to compel through leverage, the less you
need to offer benefits to get someone to comply through influence. So if
are not admired as a leader, the more you're able to compel, the less
resources you expend through influence. This form of power is often
used by those at the top of the organisational hierarchies. They leverage
money, connections, assets, lawsuits & contracts, to deliver desired
objectives. It doesn’t require competence, character or honour. But it
doesn't necessarily mean its evil. Its possible to be good & corrupt at
the same time. Because you will find, in order to survive in any compet-
itive field, you will have to engage & employ the tools that the immoral
& the expedient use. The most effective way to utilise power, is to influ-
ence and compel at the same time. This means you need to possess
leadership qualities while also having the capacity to leverage & use
what other people value, against them.
The combination is delivered in this manner:
Influence - EXPLICITLY laying out the benefits if they did as they're
told.
Compulsion - IMPLICITLY laying out the consequences of them not
doing as their told.
The idea is to tilt them towards what you're suggesting, by
magnetising them to the benefits if they comply, while also eliciting fear
at the prospect of not complying. An effective leader doesn't threaten.
He frames it in a way that declares 'choices have consequences'. Never
use one method without the other. When commanding others, get into
the habit of explaining the benefits of them complying, AND (implic-
itly) the consequences of not complying. Resistance towards your order
will drop, which will only magnify your reputation with power. This
thread assumes the person reading it seeks to lead others to good ends.
The methods employed are obviously manipulative. But certain
manipulations are necessary to lead those who cannot see. Effective
leaders understand this.
CHAPTER 26
Men who ascend in life not only rely on competence, but also play
the politics and develop a character for it. Here’s how you ascend in
any workplace.
P OLITICS EXISTS IN ANY PLACE THAT REQUIRES MANAGEMENT OF PEOPLE .

Whether it’s corporate, retail, social event, or family. The two are practi-
cally inseparable. To reject politics, means to reject power. To reject
power, means you accept becoming a potential victim Time & time
again, I’ve seen young industrious, honest men with integrity, get
crushed, demoted and made redundant because they've refused to
acknowledge the political landscape they worked in. Truth is, politics
does not favour competence. It favours interest.
If you want to move up the ladder, or ascend in any workplace, you

must apply 2 strategies:
1st, become perfect at what you do.

2nd, leverage your perfection to join or build your own
coalition.
All individuals within any tribe (from apes to elites) need coalition
for power. Coalitions are groups of people that work together to
enforce influence.These groups are formed upon interest alignment.
The reason why you get overlooked or made redundant despite
working exceptionally hard, is because you were subject to a coalition
that moved against you. To join a coalition, you have to first identify
who the leader is.Then you must align interests with them while still
delivering on your job description. Your interest alignment is what
gives you power within the landscape of the workplace, and safeguards
your position.
Align interest with the coalition leader by:
Providing value in your domain of competence relevant

to them
Prioritising the work they delegate to you above anyone
else's
Giving them the illusion of building your reputation
Don't concern yourself with others in the group.
Strengthen your ties with the coalition leader by never giving
them the feeling that you can replace them
Protecting their work, position and interests
Submerging your ego & absorbing abuse
Develop tolerance to conflict
Exchange vulnerabilities (bonding)
You want to be in a position where if a layoff is to occur, you have

built a concrete foundation with the person in charge to retain you. This
can only be fortified through emotions (bonding), interest alignment &
competence. Its human nature to favour. Become the favourite. Joining
a coalition is how you build political power within the workplace that
fends off those who threaten your position in layoffs, while also giving
you the advantage to take up management positions during promo-
tions. Its also a prerequisite to being recognised by bosses. If you fail to
join a coalition, know that you will always be subject to potential
redundancy &or positional stagnation. Doesn't matter how much value
you provide, if you cannot align interest with those above you, you'll be
forced to join those below you.
If you cannot join a coalition, you'll need to resort to cunning/cal-
lous means to protect yourself; Finding weaknesses of managers &
employees to leverage & secure/ascend your own position. This is an
acceptable method if their political interests lead to your demise. If you
do exactly as this thread says, you will ascend in ANY setting that
requires managing people. Don't forget that talent gets you through the
door, but character keeps you in the room.
BUILD A CORPORATE CHARACTER:
Dont be disrespectful. Even to those who disrespect you. Many

people in high up positions are rude and arrogant. If you want to
connect with them & move up, show them that their arrogance does
not bother you. Take the abuse. Then leverage it.
DONT RECIPROCATE ARROGANCE.

Be detached. There's no room for emotions at the top. Stay objective

& pursue value creation for both parties. Being attached means being
dependant. Dependence is a weakness. You can not be relied upon.
Nothing but a liability.
Be protective & loyal. Be loyal to those above you in order to
ascend. Protect those below you to fortify your leadership. These quali-
ties should not be compromised under any circumstances. Be efficient.
Don't fool around the workplace. Don't engage in gossips. Dont use 10
words when 2 will do. Get in, deliver on your job description beyond
what's expected, then make moves that build connection with those
above you. Only if you have time, help those below you. Be neutral
with friends. Be neutral with opponents. Provide value to allies.
Provide value to enemies. Respect both equally. Forget emotions. Align
interests & look for win-win situations. This is how corporate men
operate.
CHAPTER 27
Men need to integrate their shadow. Here's how.
I NTEGRATING YOUR SHADOW EFFECTIVELY MEANS TO HARNESS THE

malevolent side of your being, and yielding it to a noble end. Not
everyone has the ability to integrate their shadow. It requires strength
in character, & resolute integrity. To integrate your shadow, you must
first understand that: Morality is the act of doing good, and cannot
coexist with self-interest. Immorality is the act of malevolent creativity.
Amorality is acting in interest, with no regard to good or evil. A person
doing a moral act cannot expect any benefit from it. But when both
parties benefit; it becomes an amoral act. If the act leads to the recipi-
ents harm, then its immoral. True morality is extremely rare. The
morality set out by religious & traditional customs imposes men to do
good for a God-given reward, & supposedly prevent them from devi-
ating off a path that could lead to hell. It makes men uphold a pseudo
morale while rendering them naïve through obedience. The problem
with moral obedience is that it prevents you from visiting hell. But in
life, its often hell that visits you. Involuntary encounter of hell, makes
you a prey. Voluntary confrontation of hell makes you a predator.
Men must reject morality to escape obedience. Its foolish to assume
that morality always leads to a good outcome. Giving money with no
expectation of a return (a moral act), to a child who's shining shoes, will
almost always derail him. Whereas making him work for it (an amoral
act), will make him competent in the future. Its a common misconcep-
tion that amorality is evil. But choices that lead to the best interest of
both parties, are the most life-furthering act a man can make. A
morality is exempt from obedience, and when exercised righteously, it
becomes the antidote to immorality. The first step in integrating your
shadow is to reject morality. To reject morality, you must replace it with

amorality. To righteously act in a amoral way, you must develop
integrity.
Integrity is the backbone of guiding amoral actions towards life-

furthering values. Integrity enables a man to exercise self-restraint &
abstain from engaging in opportunities that would allow him to get
away without consequences. Combined with amorality, he can become
disobedient, look out for his & others interests, & develop self-reliance.
An amoral man of integrity who refuses to be obedient, is a man who
can integrate his shadow. The essence of 'having the unrestricted option
to do, but choosing not' is what gives him the power to confront hell,
take the heat & not be consumed by it. The cost of integrating your
shadow, means to lose your compass of religious obedience. A
dangerous but necessary transition to win the spiritual war. Something
religion will never teach you. And that is why we are losing.
The difference between a moral religious man & an amoral man of
integrity, is that the former obeys commandments, and that the latter
self-legislates his own commandments towards a higher power that can
deliver good from evil. An amoral man of integrity seeks to address his
interest while looking out for the interest of others. He is unchained
from obedience & will do what it takes to achieve a noble end. He is a
predator, waiting to hunt malevolence, and obliterate it. He will
harness the sin of wrath, for he knows that when evil takes by force, he
can only restore it by force. He will harness the sin of envy, if it means
to transcend his life to a higher standard of living, without being
consumed by resentment. He will harness the sin of greed to seek abun-
dance, but then to provide to those in need, before the allure of lavish-
ness derails him. He will harness the sin of pride, to walk among those
who are pathologically narcissistic, while keeping his humility intact.
He will harness every quality in the dark triad to make the malevolent
pay, and bring about a benevolent end for himself & those he cares
about. He knows his shadow already stretches down to hell. Futile to
deny it, he embraces it under voluntary control.
The best men occupy the paradox. They yield satans trident spear to
destroy evil. They voluntary confront hell. They don't need obedience
to keep them upright. They don't need religion. They are gods warriors.
Self-legislate or perish.
CHAPTER 28
Becoming a high value man, through shadow integration.
I F YOU OFTEN FIND YOURSELF ACTING OUT IN A WAY THAT MAKES YOU
regret it later, it means you have a limited understanding of what the
driving forces are behind your behaviour. To stop acting out in weak,
uncharacteristic manner, you must integrate your shadow. Conceptu-
alise yourself as having multiple personalities. Because if there's a side
to you that regrets your own actions, its possible that you're not entirely
in control of who you are. Its possible that those other personalities are
desires that work against you.
In your conceptualisation, you want to give these personalities an
identity so you can hone in on their character. To do this, select the
cardinal vices of humans, taught in christianity, to label your other
'selves' - pride, greed, wrath, envy, lust, gluttony & sloth. Your regrets,
or actions that are uncharacteristic of you, are largely driven by these
vices. The magnitude of each vice acting out is different in every
person. And a persons ability to suppress each one from acting out also
varies greatly. Your aim is to exercise suppression. The part of you that
finds these random acts of behaviour uncharacteristic is the conscious
you, the central core of your personality - the 8th identity. Like a nation,
the 8th is the governing body that legislates everything for the nations
growth to prevent anarchy. The stronger the 8th, the weaker the 7
personalities, the more integrated & grounded you are, like a proper
functioning nation. The weaker the 8th, the more powerful the 7
personalities. Your shadow, is effectively these repressed 7
personalities.
Most people repress their shadow - forcefully denying their exis-
tence from awareness. This only makes the 7 personalities come back
with a vengeance to undermine the central self. Shadow integration is

the act of consciously SUPPRESSING the desires AT WILL. Repressing
means to deny its existence. Supressing means to embrace its existence
only if it plays by your rules. Given that the human condition stretches
down to hell as well as it reaches up to heaven, we are left with no
choice but to emrace our shadow. You have the opportunity to integrate
your shadow, every time it manifests itself. If you felt greedy, and
unjustly took something from someone, & regretted it later, that was
your shadow manifesting. Next time you suppress it, you learn to inte-
grate it. The more you learn to suppress the uncharacteristic parts of
you, the closer you get in integrating your shadow.
This is essentially what integrity MEANS - the latin meaning to
'complete' - the ability to do, but choosing not to - the stable paradox - a
man of character. Only upon shadow integration, where you have fully
self-legislated your 7 personalities with the central you (the 8th), can
you then yield your dark desires towards benevolent ends.
The manifestation of your shadow will no longer be random, but
controlled. ONLY then, can you harness wrath to destroy evil, envy to
become a worthy contestant, greed for growth to provide. You will
select AT WILL, to manifest parts of your shadow when you deem
rightfully necessary, & keep the other parts dormant that yield to no
noble end.
A stable paradox is the man that can do both good & evil to deliver
good FROM evil. A man cannot do this, unless he has the ability to
suppress his dark personalities at will.
Suppression leads to shadow integration - A stable paradox. Alter-
natively, an unstable paradox is a man enslaved by his 7 personalities.
He is in constant regret of his actions, constantly promising himself he
will 'change', but he continuously succumbs to his 7 desires. Weak,
lacks integrity & central self. Unworthy. Then you have religious
conventions teaching us to become morally obedient, stripping away
our capacity to occupy the paradox. It has taught us to repress our
shadow, so when it manifests, it undermines us. It has taught us to
cowardly seek the divine through subordination. If we want to win the
spiritual war, we need to fight off the spirits within us. We cannot do
this by adhering to religious, traditional means. We cannot integrate
our shadow through moral obedience. And if we cannot integrate our
shadow, we cannot win the spiritual war.
Identify your personalities (shadow). Watch like a hawk when they act
out. Embrace them into consciousness by suppressing them next time
they emerge. Then yield them to noble ends. Become a force to contend
with. Self-legislate the 8th or dance with the 7 devils.
CHAPTER 29
D ON ’ T PRAISE THE COMMITMENT OF A MAN WHO HAS NO OPTIONS . A DMIRE

the man who can have whatever & whoever he wants, but then
commits to one.
One of the foundational qualities of a man is commitment. Because
commitment means to sacrifice. If a man cannot sacrifice, it means he
wants everything. Those who want everything operate on urges &
desires. If you operate on urges & desires, that means you disqualify
from every quality that makes you a leader. You can’t be trusted, you
have no loyalty. The value you provide serves no one but yourself. You
are as unreliable as your urges acting freely at will.
The problem with commitment, is that the level differs depending
on the condition surrounding the man. The better off a man is, the more
options he has, the more commitment tests his character, & thus, the
harder for him to commit. This means commitment is not confirmed
until a man reaches a position in life that provides him at least a
generous level of abundance. When measuring the level of commit-
ment, the man who is forced to make ends meet, is on a different wave-
length compared to the man who doesn't.
Urges & desires all get set aside when you are forced to work to
have food & shelter. They only come out to play when the necessity to
pursue basic living is no longer mandatory. The significance of commit-
ment is disproportionate to a mans necessity to make ends meet. This is
why its in your best interest to seek a degree of abundance before being
with a woman. You first need to understand yourself & your ability to
commit under conditions where you have options. This is assuming
you care about integrity & the quality of your future family. This is also
why it is better for a woman to find a man who has reached a
respectable level of independence over a man who hasn't. For the same
reasons, she has a chance to explore how committed that man is given
the options he has.
Commitment defines a man. There's no longevity of your bloodline
if you cant make the sacrifice that will involve letting go of the options
you worked hard for. That level of commitment speaks volumes. It
indicates you did it for something greater than just wanting it all.
CHAPTER 30
A mans will to power, and the attainment of his apex value.

Nietzsche.
N IETZSCHE BELIEVED TO ACHIEVE WILL TO POWER , YOU REQUIRED TO HAVE

self-determination. Self-determination is made up of self-control & self-
legislation, exempt from established values & moralities, where your
own value creation sets laws that lead to transcendence. To have self-
control, you must organise your values in a hierarchical structure, and
seek to pursue an apex value.
The apex value is a strong desire that possesses you to attain a will,
at any cost. Nietzsche believed the apex value for man, to be abun-
dance. Upon cementing the apex value, you pay the cost by denying all
gratifications pursued by erratic internal drives inside your soul. In
order to deny with conviction, your burning desire to attain your apex
value must be greater than all other values in pursuit. You then self-
legislate; apply laws to your apex value, to structure a path of least
resistance to obtain it. This legislated path will kill undesirable parts of
yourself, unable to encounter the hardship faced while attaining the
apex value, leading to your transformation. Your duty after attaining
your apex value is to provide for society. Upon succession of will to
power, you have a newfound existential obligation to give back to
mankind. Societal improvement becomes a testament of your purpose
& your worth. Find your Apex Value. Make it desirable enough to prac-
tice self-control and generate contempt to force you to self-legislate a
path to attain it. Become self-determined. Self-determined men, run the
world.
CHAPTER 31
“Many women prefer the bad boys who will use them, abuse them and
toss them aside like dirt while eschewing the well intentioned
nurturing white knight”.
T HERE ’ S TRUTH TO THIS . B UT THE UNDERLYING REASONS ARE DEEPER FROM

an bio/emotional standpoint.
1. Attraction works when a woman’s negative emotions are slightly
more elevated than her positive emotions, yet both must be simultane-
ously stimulated.
2. The choices “bad boys” make, and how they conduct themselves,
radiates unfazed carefree attitude, dominance, outcome independence,
no neediness whatsoever&determination.
3. These behaviours stimulate negative emotions in women;
mild fear & anxiety,

insecurity
uncertainty
curiosity
Along with positive emotions of excitement, hope & desire.

4. The mixed emotions a woman feels from the ‘bad boy’, is far more
powerful than the isolated positive emotions she feels from the white
knight or ‘nice guy’. This is because negative emotions are strongly tied
to a woman’s survival instincts.
5. On a biological level, she knows that the ‘bad boy’ will do a better
job at protecting her, overcoming adversity & getting what he wants
out of life, extending this elevated state of living on to her (& poten-
tially, her children).
6. Women run into problems because ‘bad boys’ have a host of bad
behaviours (selfish, abusive, sex-orientated, careless, narcissistic) that
accommodates the attractive traits. They are in essence low value men
being perceived as high value.
7. But despite these problems, their perceived qualities remain more
valuable to women than the nice guy, who manifests isolated over-
whelming positive emotions (i.e. boring), no life-furthering qualities &
thus is likely to be a victim of misery.
8. The question isn’t WHY women pick ‘bad boys’. It’s the right life-
furthering choice. left culturally/parentally/religiously unconditioned,
women will pick these types of men DESPITE the resounding risk &
the potential cost to their dignity.
9. No women in their right mind wants to get used, objectified &
tossed aside. Their (mixed) emotions simply clouds their judgement to
assess risk accurately. And the white knight presenting infront of her is
a life-limiting choice, making bad boys look even more so desirable.
10. The worst thing a man can do, is hold this emotional response
against them like the ‘manosphere’ does, taking advantage of this
innate emotional weakness. Men should instead develop to become
what women innately desire;
11. Pursue power, become competent & disagreeable. Be self-deter-
mined & self-legislate towards a purpose far greater than women.
Doing this will force you to behave in a way that ignites mixed
emotions. It will be involuntary, real & authentic. 11/11.
CHAPTER 32
Psychopathic traits you should develop to protect yourself & get

ahead in life. Integrate your shadow.
P SYCHOPATHY IS LARGELY HEREDITARY , BUT SOME OF ITS TRAITS ARE ON A

spectrum. This means we all, to a degree encompass psychopathy and
certain traits can be voluntarily developed. If your intention is to get
ahead in life & rise above others in your line of work, you will be forced
to work in a competitive field, not a cooperative one. Contest requires
callous attributes to what the average person possesses. Competence
sometimes is not enough in a competitive field. There will be resentful,
envious people waiting for the right moment to use dirty tactics to tear
you down. You have to equip yourself with traits that can defend &
inflict the same amount of damage. Using psychopathic traits to get
ahead comes at the cost of your integrity. This is a disclaimer that the
purpose of developing these traits is to employ it only on those willing
to use them against you. This is shadow integration.
People think psychopaths have no association with emotions. This
is simply wrong. They lack emotions, but they fully employ it as it is
their portal to which they can exploit & conquer their victims. They
manifest it themselves anytime at will, for objective selfish purposes.
1. Lack of empathy
The competitive field provides value on the basis of competence,

not empathy. Detachment from emotions is a necessity. Emotional
people fail to make harsh decisions in the best interest of the business,
because of the ramifications it has on 'nice people'. You need to control
your desire in having to care for others. You're not in such position
until you care for yourself first. Then you can extend that privilege to
those who deserve it & lead them. Empathy is the enemy of contest, a
precursor to success.
2. Manipulation
You are being manipulated when a request is accommodated with

emotions. They will play victim if you refuse, or rejoice if you ask for a
favour, only to leverage it against you after. Psychopaths avoid to ratio-
nalise because it exposes their manipulations. Understand emotions if
you want to manipulate. If you cant manipulate other people, you're a
victim of anyone who can. Learn the empathy triad and exercise it at
will to manoeuvre & influence others. And identify when it's being
used against you.
3. Empathy Triad
Cognitive -To get people to do tasks you want to do that pertain

risk.
Emotional -To bond with others to reveal weaknesses in order to
leverage.
Compassionate -Best used by instigating a problem, sympathising
with reaction, & then offering an ideal solution. Observe those who are
easily irritated. They are the easiest to apply the empathy triad on &
manipulate. Never get irritated yourself. Remain objective, calm and
goal-orientated. If you expose your emotions, you are subject to manip-
ulation.
4. Detached
You can never offend a psychopath or get under his skin. He will
never take anything personally and remain focused on his objective.
Treat compliments & insults the same. The former is to make you
complacent. The latter is to throw you off.
5. Self-Interest
Every negotiation, every action you make should yield maximum

self-interest. Your positional ascendency will almost always come at the
cost of someone else's. Don't think they wouldn't throw you under if
they get the chance themselves. You come first.
6. Indifferent
Psychopaths never reveal their interest. They in fact display behav-

iours that goes against their interest just to mislead others. This is para-
mount to negotiation & getting what you want. Act as if you're

outcome independent. When you show interest, you are taking a posi-
tion. When you show conviction to a position, you become entrapped.
The more conviction, the more entrapped you are, the more your posi-
tion can be leveraged against you. Hide your true interests when nego-
tiating.
7. Leverage
Use leverage to weaken people's position if they are willing to do

the same to you. Your competence is your strength that can leverage
them to a chokehold. Their weaknesses are opportunities to exploit &
leverage to your means. If you know they act in bad faith, don't
confront them. Be patient & befriend them. Share false vulnerabilities to
create a covenant of trust & loyalty, then leverage their own vulnera-
bility to force them into subordination. Make them pay.
8. Charm
Charm is the vehicle used to deliver these methods.
Give compliments when they least expect it

Tell them what they want to hear
Fake a vulnerability to bond
Seek consensus over truth
Don't get offended, ever
Pretend to care & listen
Memorise names
Those who ascend in competitive fields, concern themselves with

human capital, value exchange & leverage. They lack emotions, & yet
have the ability to use them to counter-manipulate others to their end.
If you cant do this, you're a victim of anyone who can. No exceptions.
Become a stable paradox. Equip yourself so you can obliterate those
who stand against you in bad faith. Only look out for yourself. Only
help others when you reach a position that disallows people to leverage
your care as a weakness against you. Because they would.
CHAPTER 33
Someone flirting with your woman is not the issue. Her flirting back is.
Don't control women. Raise your standards & set your boundaries. You
want character, not just obedience
T HE MORE YOU CONTROL A WOMAN , THE MORE YOU TEST HER OBEDIENCE
and the less you reveal her true character. The more you control, the
more you communicate to her that you’re not the man you should be,
and so you control her in an attempt enforce devotion. Controlling your
woman indicates distrust, weakness, & a lot of time on your hands. Its
a habit of weak men who lack purpose in life. You shouldn't care about
documenting her every move. You should simply communicate your
values & your intolerance if she fails to uphold them.
Men's control should stem from protection, NOT from her ability to
withstand temptation. There's a distinct difference between the two.
Protection requires control, & therefore obedience. Resisting temptation
requires observation, & therefore demonstration of character. If a man
fails to control a woman when protection necessitates it, then he is no
man. If a man documents every part of a womans life, then he has no
purpose, or worse; SHE is his purpose. Nothing short of weakness.
Controlling her, tests her obedience.
Letting her decide, tests her character. Letting her decide AFTER
you've made your values clear to her, will test her devotion to you. If a
woman is obsessed with you, control is unnecessary. She'll go out of her
way to uphold your values. It’s in your best interest to allow the signifi-
cance of her character to reveal itself. You want a relationship where
devotion, attraction & admiration is real. Her character under pressure
reveals who you’re in bed with. Not her obedience handcuffed to do
what you command.
Stop caring about women in a controlling manner. Set your stan-

dards. Set your boundaries. And be intolerant. The rest is up to her. Let
character determine devotion. Not obedience.
CHAPTER 34
If you want to know whether someone can change for the better,
observe whether they shift blame or accept accountability. Do not help
those who can help themselves. Men need to stop empathising.
I TS A MAN ’ S DUTY TO PROVIDE AND HELP OTHERS . B UT HOW HE GOES ABOUT

it can deliver positive impact or inflict further damage. To alleviate
suffering means to feel emotional concern. But 'help' that derives from
emotions rarely substantiates as value. You see someone in need of
help. You;
1. Sympathise - convey concern for them.
2. Empathise - put yourself in their position to feel their concern.
3. Become compassionate - Prompted to take action & alleviate
their concern.
Men must act on 3, but withhold expressing 1 & 2.
Your feelings towards someone is manipulated depending on their
behavioural response to you; you will tend to sympathise/empathise
more with someone who is polite or tearful. This is primarily why
women cry. Conditions shift in their favour when they invoke empathy
in men. If you see someone portraying the symptoms of suffering
through crying, sadness, or being hurt; Find out why before you react.
Then find out if it was self-inflicted. Because most of the time it is. If its
not, help them where you can. If it is.. then there's a cost.
The cost of helping someone who self-inflicts their own misery, is
the risk of wasting effort & resources when they take you for granted &
do it all over again. If you don't gauge their propensity for self-damage,
you will be dragged down into their own hell they've created. If you
want to determine whether someone makes their own life hell, assess
whether they consume more than they produce. If they provide no
value & are immersed in consumption, they deserve no help. Then

assess whether they hold themselves accountable through behavioural
change. Whether someone is able to change or not, depends if they shift
blame or accept fault. If they shift blame, do not argue or try to
convince them. They revoke their right to receive any kind of help.
Indiscriminately helping someone is why 'bad things happen to good
people'. They MUST accept fault, then seek to rectify it.
Helping someone with the majority of the aid coming from you
RARELY leads to a positive outcome. It almost always gets taken for
granted & later breeds resentment. If you want to help someone, help
them carry their own burden. Forcing them to rectify their own self-
inflicted misery keeps them honest; because if they want to change,
they must act & rectify their own short-comings. They don't get to drag
you down to their level. They merely have the privilege of your guid-
ance to better themselves. You have two choices. Let your sentimental
emotions help someone, then get manipulated & burnt by them. Or
reserve compassion to those willing to earn it by holding themselves
accountable, seeking ways to rectify their own problems with or
without you. Very few deserve help.
CHAPTER 35
Men must know how to tactfully deal with adversaries. A thread on

workplace diplomacy.
I N EVERY LINE OF WORK , YOU WILL HAVE PEOPLE THAT WILL EMERGE AS
obstacles. There's no competitive workplace that does not accommo-
date lies, jealousy, betrayal & resentment. These are natural responses
that are employed by people who fall short in the competence depart-
ment. Many say that you should not be afraid to confront those against
you & just say what you think. I've seen many stubborn men pay the
price for this type of primitive thinking. Truth is, diplomacy is a neces-
sity, if you care about your reputation, leadership & your future.
To effectively address these 'enemies', you have to separate them
into 3 types.
The Irritant - Gets under everyone's skin.

The Emotional - They inflict damage because they cant have
what you have.
The Practical - They want something you have & they can
get it.
The irritant in the workplace is very easy to identify. They are miser-
able, hate their job, & lack the ambition to do anything about it. They
show up & work for the weekend. And naturally, when one reaches
such dismal stage in life, they'll seek to fulfil the void with drama. The
irritant starts drama with anyone. And finds other irritants to become
good friends with. Interacting with them brings no value. It is costly for
your reputation & drags you to their level. Better to absorb their
attempt at annoying you through silence than addressing it.
The emotional enemy wants what you have but cant get it. This
could be because they lack the credentials or cant obtain your specific
knowledge. They are usually driven by envy, which should ideally fuel
contest for better worth ethic, but instead turns into resentment. The
emotional will lash out until they get a reaction out of you. Limit inter-
action as much as you can & treat them like children. Not in a conde-
scending way. But cater to their emotions. Share fake vulnerabilities,
elicit trust & never express enjoyment in your work. The idea is to
contain them. Share (fake) qualities that they value and lead them to
believe that they are important. If you don't microdose the emotional
with their own poison, their resentment will only grow, enough to jeop-
ardise their position just to sabotage yours.
The practical enemy is the predatory type. They want what you
have, and they have the means to take it off you. They possess the
competence, cunningness & ambition to get what they want. If they are
low on neuroticism, you wont see them coming. They'll plan in silence.
To identify these types, first screen the organisation for those with your
credentials, or those with your specialty. Then locate them within the
hierarchy; whether they are at your level or below. In general, it'll be
those below you that will come at you. Then measure their competence
& cunningness. Do they work as hard as you? Amount of hours, degree
of responsibility, their ability to generate profit. If a practical enemy sets
their eyes on you, you will have to stay on top of your peak perfor-
mance at work. Are they willing to break rules & be expedient?
A man who is willing to break rules & be expedient, cant imagine
another man wouldn't. This means he is expecting you to play dirty.
And if you don't, you will lose. The battle is played on 2 grounds:
Competence & cunningness.
Practical enemies are driven objectively. That means its not about
you, its about what you have. If you can address their interest by
exchanging value, you can befriend them. This is harder than it seems,
especially if they're below you. If you're both on the same level, You
need to find differences between the two of you, then provide value
that helps him grow, while getting value that helps you grow. If he is
below you, you have to provide value that diminishes his threat of
coming after you. If you want to eliminate the threat of a practical
enemy, you have to take them under your wing, and build their reputa-
tion. And do it loudly. You want people to know that you are working
together. You want to 'oversee' & 'look out' for them. Keep them nice &
close. Don't drop your performance while befriending them.
Maintain your positional power by outdoing everyone while at the
same time, telling your new 'friend' that you're there to help & its okay
to rest up. This supportive behaviour will elicit complacency in them.
You want to emerge as a leader for them. That you acknowledge their
ambition, & want to empower them, build their reputation, but also
look out for them.
Create an aura of comfort. When they're drunk on empowerment at

your will, then you're in control. Not them. If you maintain this rela-
tionship long term: (exchange value, be supportive, build their reputa-
tion & show off alliance) you will deteriorate the predatory element in
your practical enemy. They will become your friend. You will grow
together, with you in control.
CHAPTER 36
Your 9 to 5 job can transform you into a man of value. Stop working for
the money. Work for authority. This is a lesson from my dad. A life
hack.
Y OU SPEND AT LEAST 40 HOURS A WEEK AT YOUR WORK TO MAKE MONEY .

Thats over 2000 hours a year. If you want these hours to mean more
than just money, & help you develop your character, then your
approach towards work must change. Its an overlooked topic that
industriousness has tremendous mental & psychological impact on
men and their transformation of becoming high value. Here's a step by
step blueprint on letting your job mould your character. If you want
your job to infiltrate your personality and mould you into a man of
value, you need authority.So the first step is to assess the landscape of
your job & whether you are able to attain this authoirty. If you're in a
work environment that makes you a supplicant to every person, quit
your job.
I never recommend rash decisions, but working in a place where
you are NOTHING but a subordinate, with ZERO opportunity to move
up, is psychologically damaging to your manhood. If you have no
family responsibilities, quit your job & experience the necessary hard-
ship of what it feels like to be jobless. Look for a job that gives you
room to escape subordination. Because then you can strive to attain
authority. Authority in your job is the secret. Righteous authority that
cannot be rebelled against, is the backbone of what makes us men.
Because when someone does what you tell them to do, you radiate
every quality a man should possess; dominance, confidence, compe-
tence, respect, trust, fear, leadership.
There's 2 ways you can attain authority in a job that permits it:
Credentials - You have a licence that allows you to practice a

specific job description no one else can.
Seeking responsibility in a valuable domain.
1 is easy, so I'll focus on 2. To attain authority through responsibility,

don't just blindly drown yourself in a barrel of favours by taking on
every task in the workplace. It's very easy to be seen as a slave, not
knowing your own worth when you do more than you get paid. You
need to be strategic. Look at your job description. Find out which
domain makes the business the most amount of money. Then seek
responsibility around that domain. The aim is to become so competent
& efficient in that specific domain, that the next best worker, simply
suffers in comparison to you. This will permit you to attain an authori-
tative position. Because if you can extract the most amount of profit in
the shortest possible timeframe, then you are holding a position of
responsibility that's extremely valuable, that which no one can perform
better at than you. So if its:
Serving customers- Find a way to make the most amount of sales
while they admire you.
Ordering stock- Master efficiency ratios to optimise the inventory
turnover.
Bartending- Learn a new drink a day while making the most
amount of drinks in the shortest timeframe.
It DOESNT MATTER what the job is. If there's room to improve,
and you can leverage the improvement to cement a position of author-
ity, then you've reached a stage where your job, will mould your char-
acter to become a man of value. You will BY DEFAULT, experience
dominance in the workplace, which will inevitably extend itself in
other areas of your life, when you begin to practice that same authority-
attaining method. You will gain confidence when you realise you
outperform anyone in your line of work. You will then be respected for
your authority, and feared when things dont go your way. Why?
Because your way extracts the most amount of value in the shortest
period of time. This cannot be argued against.
EVERY quality will be organically experienced & embodied. Not to
mention the attention of high value people you will draw. You'll start
popping up on the radar of ordinary customers that are actually high
profile people (investors, executives, etc). They will appreciate your
work ethic. You will be treated differently. You will be known. Word
will get around. All it takes is one executive, one boss to recognise your
efficiency, your perfection. Then a greeting turns into a talk, which
turns into a coffee, which turns into a connection. Which can change
your life. DONT underestimate this. Look at your 9 to 5 & let it psycho-
logically transform you into a man you want to be. If it cant, then quit.
Find a job where you can attain authority. No course, no content, will
EVER compare to occupying a position of authority 2000 hours a year
while earning money for it.
CHAPTER 37
If you want to get ahead, your private life must seperate itself from
your public life, in all aspects of who you are.
Y OUR INTOLERANCE TOWARDS OTHERS IS WHAT PRESERVES YOUR VALUES AND

integrity. But it’s also your intolerance that ruins your popularity. To
speak your mind and convey the beliefs you uphold is always a tactical
error, for most people will not share your values, and so they’ll secretly
despise you. You must remain intolerant, but not exhibit your intoler-
ance to others. You have to seek to buy your popularity, at the cost of
manipulating your beliefs to what best fits your surrounding. The more
you express your intolerance and high standards, the less popularity
you will accrue, at scale. The cost of not being popular among your
surrounding, is the loss in opportunity to leverage word of mouth, and
by extension, a credible reputation. Your beliefs, your philosophy, your
principles, MUST therefore differ publicly, to what they are privately. I
would not be who I am with you on here, if I was not anonymous. I am
not who I am outside my home. I become what best satisfies others. So I
can bend them to what best satisfies my needs. Your values, beliefs and
philosophy in life, must remain flexible to change outside your home.
Conveying your values to others does not matter. Charming others
with values that appeal to them does. Very few in your life, will earn
the right to be exposed to your true values and beliefs. Family & blood.
Play the game with the rest.
CHAPTER 38
How to present yourself as a man who is worth investing in.
A NYONE WHO PLAYS THE STATUS GAME IS NOT WORTHY OF ANY

seriousness. But that does not mean, those who are serious & compe-
tent should look & behave in a cheap manner. People are watching. To
be worthy of investing in, you must show degree of status. It’s the
world we live in. Be relaxed and still. Nothing should faze you. Your
reaction to good news, should be equal to bad news: neutral. Learn to
downplay an achievement, while remaining calm when encountering
failure. It shows resilience towards hard times, & self control during
good times. Control your emotions. Or at least mimic the emotions of
the person you’re talking to. Emotions are the portal in which regret-
table behaviours emerge. You instantly lack reliability when you uncon-
trollably release your emotions. Read my shadow integration threads.
Maintain respect. Don’t swear. Profanity instantly makes you look
cheap. It makes you look weak & not in control. “Can’t trust a man who
doesn’t swear” is trash nonsense. Truth is, you can’t rely on a man who
fails to control his words at the right time & right place.
Speak confidently but calmly. Maintain high degree of confidence
within your domain of expertise. But show humility outside it. Speak
calmly, allow hand gestures to accomodate your point. Look in their
eyes and pause before you answer a question. Dont dilute your worth
by seeking approval. Be there to negotiate. You’re not looking for hand-
outs. You’re looking for value exchange. You are willing to give and
receive according to the value you provide. Rejection is usually a sign
that you still lack in providing value. Don’t go personal, and don’t ever
take anything personally. If you’re criticised, don’t find excuses, make
them elaborate. If they go personal, reroute and make it impersonal. Be
the grown up in the room who seeks conflict resolution. Dispose any
clothing with diagrams and superheroes on it. If you wear skinny jeans,
you’re a woman. If you wear unfitted clothes, you’re a child. If you
wear a pink shirt, check testosterone. All this should go without saying.
High status behaviour should be your default approach with
anyone. It compliments your ability to provide value. Rejecting it
because “superficial people play status games”, is a dismal excuse to
not look sharp & capitalise on potential opportunities. Look & play the
part.
CHAPTER 39
If you want to behave in a way that serves your best interest, you will
quickly find that it’s good to be brutally honest with women, and not
so honest with men. There’s context to this.
Y OUR BEST OPTION WITH FEMALES IS TO BE HONEST WITH THEM . L YING TO

them to have sex is a inevitable disaster. It just doesn’t work. Better to
be upfront and honest about what you want. Honesty does not work
with other men. Why? Because you’re not always cooperating with
them. There’s always a degree of competition. And with competition,
comes defection. Whereas you NEVER compete with women. The
context is applied depending on what games you’re playing.
Honesty is a tactical error in zero sum games. Honesty serves your
best interest in positive sum games. All games with women should be
positive sum. Playing zero sum with them is just too much of a
headache and nuisance once they find out. If you want sex, best to be
honest and sell your intention that yields positivity for both. Deception
here just comes back to bite you. All games with men can be positive or
zero sum. It really depends on the path you’re on. If you’re on upward
ascension, most games you play will be zero sum. If you’re just a
chilled guy who watches netflix, goes out with friends to bars and
clubs, then you prefer win win. You can tell a lot about where a guy is
headed simply based on the games he plays with people. Most guys in
this society play win-win with men, and play zero sum with women.
This is big mistake, and damages society at large.
Men need be involved in more competition games. Deceit, defection
only teaches them to grow more powerful. Doing this with females just
breaks them and creates more feminists.
CHAPTER 40
People who think the economy should be left alone to self-correct itself
without government intervention, have little understanding of what
happened in the Great Depression of 1930’s.
P RESIDENT H OOVER & THE REPUBLICANS APPLIED THE SAME ECONOMIC

thinking;
Hoover’s administration had faith that the markets would “correct”
overtime and the economy would recover by itself without mone-
tary/fiscal policies. They were wrong. The homeless piled up across 8
shack towns across the country and called the towns Hooverville The
name was a tribute to publicly recognise the inaction of the president in
response to the crisis. 100 years later, we have people who still think
government inaction is the correct response. This is false.
For the economy to self correct itself in crisis WITHOUT government

intervention, the following points must occur;
1. Unemployed workers can easily retrain/change industries &

move geographically to find new jobs. This is false.
2. People with poor education can feel confident in going back to
technical colleges/apprenticeship to take new jobs. This is false.
3. People with high qualifications feel comfortable experiencing the
sunk cost in all those years of education to now switch jobs. FALSE.
4. When one or both income earners become unemployed, they are
ready to downgrade their living standards and accept lower paid jobs.
FALSE.
5. Families are comfortable, downgrading their homes, cars, loca-
tion, children’s school. FALSE.
6. Families who have connections with friends and family are

completely comfortable in severing those ties and relocate for better
living. FALSE.
Humans ARE NOT designed to be proficient economic agents. Point
of Distinction; If the economy experiences a short term problem,
government intervention almost always make matters worse. Govern-
ment should intervene ONLY when the economic & social benefits
outweigh the economic & social costs. This is not true in 2021.
Today, The US Government is taking extensive control of the econ-
omy, that it is becoming central planning. Central planning is the road
to serfdom. The US Government have intervened in matters they
should not have, in ways that have made it worse for their civilians.
Crony Capitalism will destroy anything that’s “free” in the market
economy, while the political polarisation will ensure the gap between
the rich and poor grows significantly. Very few realise, the ultra right
capitalists & the progressive left want the same thing.
CHAPTER 41
Men need to know when to take responsibility. They also need to

know when to refuse it.
T HE WORD RESPONSIBILITY IS BEING USED AS IF ITS A MANDATORY QUALITY

for men to possess. It's not. The conditions that make up the responsi-
bility is what determines whether it should be upheld or not. If a man is
to take responsibility, he should first determine which domain it falls
under. If its family, unless they reached a level of disownment, respon-
sibility meets no conditions. It's a mans duty to carry as much as
responsibility to alleviate his family's burden.
Outside family, responsibility should have at least one of 3
elements in exchange for upholding it:
1. An incentive
2. Authority
3. Leverage
Ideally you want responsibility to beget all three. Most of the time,
you start off with only one. Your new found duty must be rewarded in
one way or another. Theres no reason to uphold anything unless you
are rewarded. Its a waste of your time, effort & devalues your worth.
You might learn a thing or two, which can be valuable, but overall, it is
value exchanged for nothing. Responsibility should give you authority.
Authority to control, delegate & make calls on what you are responsible
for. If it doesn't, then you're not disagreeable enough to negotiate condi-
tions that fairly exchanges value.
Authority is valuable. It turns you into a leader. Responsibility must
be negotiated for an incentive or authority. If fails to return either, its
exploitation. And you should reject it. Being exploited in this way is a
good indicator that you're too agreeable, and people end up easily
extracting value out of you. Only one condition merits upholding

responsibility despite the absence of incentives/authority; If the
responsibility given, is very valuable in of itself, & can be leveraged
against the person giving it. This is the cunning method that forces a
return in value.
CHAPTER 42
A man of value forces others to earn his loyalty & commitment. He

doesn't just give it by default. Valueless men offer it upfront and in
perpetuity. Big difference.
M EN WHO PROVIDE NO VALUE ARE BLINDLY LOYAL . T HEY ' LL DO ANYTHING

for a woman. They'll work forever for their employer. Without ques-
tion, unconditionally. This is not loyalty. It's the fear of losing a person
that finds you valuable, when in reality, they're just using you. Men of
value have no obligation to loyalty. If a woman does not support him,
he'll leave. If an employer doesn't reward and enable upward mobility,
he will quit. He owes no one anything. Because he provides the value,
not them. Loyalty is like respect. It has to be earned. You don't just
hand it over. The fundamental reason why weak men show strong
loyalty is because it fills their insecurity of not being wanted. Compe-
tent men KNOW they are wanted. They reciprocate selectively.If you're
a woman, a good metric that determines whether you are partner mate-
rial, is to see whether you can earn the loyalty of a man with plenty of
options.
Men with plenty of options worked very hard to occupy such posi-
tions. This excludes the trust fund boys.The question becomes; what
can you offer a man with value, to earn his loyalty in a undivided
manner? It's not going to be sex. It's not going to be looks. You'll have
to offer something far more valuable, deeply intertwined with his
purpose to earn his loyalty. If you're an employer; your best workers
will be the most ambitious and will want upward mobility with stacks
of rewards and bonuses. If you fail to meet this requirement, you will
fail to earn their loyalty. They WILL leave. They KNOW they can find a
job elsewhere.
Disclaimer; there are many men who think they are valuable and as
a consequence, feel that they don't need to be loyal. These men are
poisonous. They are narcissists who haven't achieved anything to prove
their exemption from loyalty. They've likely inherited their position.
You have to instinctively understand, when you have earned the right
to not be blindly loyal, it doesn't mean you have also earned the right to
ABUSE that privilege. You have an obligation to give your loyalty to
those who strive hard to earn it. Narcissists don't get this. The point of
this thread is; loyalty is NOT a virtue. It's not a good quality. It only
becomes a good quality when YOU are worth something. It's a tool
used to transfer your value to people who have value.It's not a quality
to be used to silence your worthlessness. This wasn't exhaustive. But
you get the idea.
CHAPTER 43
The overlap between narcissists and self-determined men is very high.

Women have markers that immediately identify “high potential for
success” in men. The problem is that those markers exist in both
narcissists with no potential, and self-determined men.
S O A RESPONSIBILITY WOMEN HAVE FOR THEIR OWN SELF - PRESERVATION , IS

to not rely too heavily on those markers. And they have to cross-
examine men in areas that have NOTHING to do with success. Areas
that have nothing to do with success BUT separates good men from
narcissists;
- Looks after family
- Does not announce good deeds
- Helps the helpless
- Does not ridicule others in public
- Upholds high integrity by default
- Honest/Loyal by default
What do I mean “by default?” Upholding certain values until you
are given a reason not to. Good men can be dishonest and disloyal. But
not by default. They always have a just reason when turning that
switch on. Not all successful men have these traits. But all good men
do. And most narcissists lack it. To verify that a man is self-determined
and purposeful, and distinguish him from narcissists, he must possess
these traits.
CHAPTER 44
Treating clients/customers is a lot like treating women, you don’t tell

them how grateful you are, or how you wouldn’t survive without them,
or how they contribute to your success. This information should
remain undisclosed.
I LITERALLY WALK INTO BUSINESSES AND I SEE THE FOLLOWING

commandments:
1. The customer is the most important person.
2. The customer does not rely on us, we rely on the customer.
3. The customer does us a favour by requesting our service.
4. Do not match wits with a customer.
These commandments are the worst way to run a business in my
opinion. It just demonstrates how desperate we are because we have
nothing to offer that outdoes our competitors. Customer is king when
you have nothing that outshines your competitor. Once you have that
edge, and no one can do what you do, customers are not the king
anymore. You are. Treat them like they need you.
You should express:
1. You are the most important person. Without you, the customer
gets nothing.
2. You do NOT rely on the customer. The customer relies on you.
3. You do the customer a favour.
4. You should outwit the customer. Not match them.
Treat customers/clients like women, and they’ll be all over your
business. These rules assume that you have perfected your craft and
outdo any other competitor. These rules don’t work if your service is
shit. The first thing I do when I consult in new businesses is go through

the mentality of the employees. I can immediately tell how soft they are
by the degree of abuse they get from the customer. Once you show the
customer (respectfully) you are king, they immediately get put in their
place. They no longer abuse you. They treat you with respect & become
grateful. I’ve seen this happen over & over. Treat customers like gods
and they’ll walk all over you, like women.
CHAPTER 45
“UM, how does one become confident being raised under a single
mother?”
T HIS IS A LOADED QUESTION . I’ M GOING TO APPROACH IT IN A LINEAR

manner; how being raised by a single mother directly impacts a boys
confidence. The problem with confidence at its most simplistic sense, is
that it can only develop through something you’re good at it. To be
good at something, you have to practice it over and over, and absorb
the failure, pain and hardship until you overcome it. Nurturing,
protecting, praising, is primarily what mothers do. The way they are
wired to raise children, is catastrophic when NOT balanced by disci-
pline, ruthlessness and punishment provided by the father. Which is
less catastrophic for a boy, when not balanced by a mother. A boys
confidence and a “mothers way of raising” is inversely proportional.
The closer you are to your mother as a boy, the less likely you will
develop confidence. The absolute lack of confidence, is the absence of a
father. In general. The absence of a father means you are likely to not
receive discipline, hardship and punishment. You’re unlikely to be held
accountable. And if you’re not held accountable, then failure becomes
okay. When failure becomes okay, striving for success becomes unnec-
essary. And you are still loved as a failure, by your mother. As a result,
confidence is an afterthought. You haven’t achieved anything remotely
difficult to be confident about.
If you’re raised by a single mother, your objective should be self
imposed slavery. Organise your life on a path that seeks to achieve
something extremely difficult, and block out anyone (including your
mother) who becomes an obstacle on that path. You have to learn to
discipline yourself. Be hard on yourself and punish yourself for your
failures. You have seperate your psyche, and father yourself so to

speak. I speak in general. There will be single mothers who spectacu-
larly adopt a fathers role to raise a battle hardened son. But most will
not. I also speak from a perspective of having a tyrant of a father. Who I
absolutely love. He’s discipline and punishment was next level. And
when I look back in retrospect, I only had wished him to be more tyran-
nical on me. Because he was doing it for me. Also, confidence is
contagious.
When you’re confident about one thing you’re good at, your confi-
dence immediately spills outside the domain of competence, even
BEFORE you choose to become good at something else. Positive feed-
back. It begins to reinforce your excellence.
CHAPTER 46
The consequences of speaking the truth is directly proportional to

the degree in which people lean toward ideologies. This is why,
speaking the truth, in certain cases, is a tactical error. If you want to
make an impact & not be silenced, then understand :
T HE SEVERITY OF PUNISHMENT AND THE CONSEQUENCES OF SPEAKING THE

truth, relies on the political polarization of a society. The higher the
polarization of political ideologies, the higher the consequences of
speaking the truth. We live at a time of high political polarity. "Speak
the truth, no matter what the consequence" is a mistake during times of
high political polarization. Calling it like you see it is detrimental to
your reputation. What offends the enemy, erodes your power. In chess,
when the opponent launches a kingside attack, the answer is rarely
employing a queenside attack. The highest chance of success is
launching a central attack as a response. Much the same way, in a
society that's highly politically polarized, centrism is the answer. Bury
all your right-wing views. Never condemn leftist views. And only
express neutral views. Play the left, play the right.
If you purpose in life is to impact others in a positive way, it will
require you to speak the truth. That's inevitable. In a politically polar-
ized society, speaking the truth will get you silenced. The endure this
phase, omit the truth. Speak as they want to hear. and ffs don't be
emotional.
CHAPTER 47
If you’re agreeable, your probability of moving up any domi-

nance/competence hierarchy is very slim. Your best chance is to take a
break in solitude and learn to become disagreeable.
A GREEABLE PEOPLE ARE MORE OBEDIENT AND TEND TO OCCUPY COOPERATIVE

landscapes over competitive. Cooperative landscapes do not provide
the opportunity for ascension as competitive landscapes do. Agreeable
people tend to have more faith in chance and fortune. They are likely to
be more religious. They are more likely to be oppressed and hard done
by over their disagreeable counterparts. Agreeable people are likely to
be more sympathetic and channel cause for action through empathy.
Consequently, they are more likely to be exposed to resentment and
jealousy. Agreeable people have a higher chance of being exploited
than disagreeable people.
Women are more agreeable than men. Men have a responsibility
here. Disagreeable people tend to break rules more often, for better or
worse. They tend to be more skeptical and question conventional
norms. When necessity calls, disagreeable people are more likely to do
things they shouldn’t do, whereas agreeable people are more likely to
hope for better days than break rules. Disagreeable people within hier-
archies are closer to the CEO in proximity relative to agreeable people.
Disagreeable people are more utilitarian and appear to have
different set of values for private and public life. Agreeable people have
the same values in private and public life. Honesty appears to be a trait
more common in disagreeable people than agreeable people. The more
you get along with everyone, the less likely you are honest and truth-
ful. A disagreeable person occupying a competitive landscape within a
hierarchy, is more likely “to get along with everyone” as a tactic to
succeed in public life. There’s utility in selectively becoming agreeable

in certain cases. And this contradicts the tweet above. Whereas an
agreeable person would authentically try to get along with everyone in
their public or private life without tactical reasons, primarily to fit in
and receive validation. Disagreeable men are more attractive than
agreeable men. Agreeable women are more attractive than disagreeable
women. Having the ability to be exceptionally competent within a
domain and increasing the rate at which you say “no”, will increase
your negotiation power. My observations. In general.
CHAPTER 48
People who are asked “how are you?” and simply respond with “good”
without reciprocating the question, tend to be disagreeable, more self-
centred and less caring what others think of them. They are also more
honest, to the point, and feel no obligation to.
I’ VE TESTED THIS WITH EVERY NEW PERSON I MEET IN MY CAREER . “H OW

are you” is one of the most effective questions someone can ask to
investigate the level of authenticity in a person. If they don’t ask back,
they are authentic and do not live to be accepted or pleased by others.
But they can also be very rude and arrogant. If they do ask back,
followed by several more questions in relation to “how are you?”, then
they are either, authentic and just naturally a people person, OR they
have an objective and their approach is to charm you first. In my expe-
rience, most people who DONT reciprocate the “how are you?” are
usually more successful than the ones that do. It’s an immediate
implied communication that they are here to cut through the BS, and
get what they want. The quicker and more efficient you are with these
types of people, the higher success you will have connecting with them
in the future. Do not ask about their personal life. Keep it entirely
interest driven. Often once you deliver efficiency and impress them,
they end up opening up a conversation with you. They implicitly
understand that you both value your time. That’ll be your opportunity
to connect.
CHAPTER 49
If you’re not in a dominant position ready for marriage, you are not
ready for dating. In fact, dating will only put you further away from
being ready. It will slow you down. Women only slow you down.
E VEN THE ONES THAT PROMISE YOU TO HELP ACHIEVE YOUR GOALS . I T ’ S
total bullshit. They will want your attention, time, cuddles, all the time.
If you don’t give it, you’ll have to put up with their moods, anger &
frustration. “But dating is necessary for experience!” If you want expe-
rience, then speak your intentions. Be man enough to get a girl in your
bed while being able to promise that you can’t commit to anything. Do
not lead them on. Also consider the fact that your “need for experi-
ence” comes at the cost of racking up body counts for girls. I’m not
saying experience is not important. But add the tally on women who
don’t already respect themselves; usually liberals. Stay away from
conservatives. All this frivolous shit is irrelevant. What matters is
reaching your aim; being at the mercy of nothing. Then what matters is
family; extending your bloodline. Everything else is a distraction.
Messing with women before reaching your aim just makes you
weak and pathetic. Also makes you unworthy of family. You’ll be
remembered as the father who couldn’t provide comfortably because
he was too busy getting his dick wet in his youth. Not being able to
commit to one woman AFTER reaching your aim, makes you just as
pathetic and weak. If it wasn’t for that condom, you’d be manufac-
turing offsprings you wouldn’t even know about. Balls to make kids,
but none to raise them. Deadbeat dad. Death is better.
CHAPTER 50
When you’re really hard on yourself in everything you do, you start to
inevitably raise the standards around you. Some will observe & try to
match your standards without the need to tell them. Some will require
to be told. Others will ignore & resent you .
Y OU BECOME AN INSPIRATION TO THOSE WHO TRY TO IMMEDIATELY MATCH

your standards. You become a teacher to those who require to be told of
your new standards. You become an opponent to those who resent your
standards. What happens next is a divide. Those who are against your
new standards will be enemies of those who welcome it. Your job as a
man, is then to take out the trash before it taints the newfound culture
you’ve established. If you don’t, then you risk undoing it all. This “pro-
cedure” applies within all contexts. Within organisations, you MUST
manage out the trash towards the exit.
In families, you MUST set unbreakable rules to your loved ones if
they wish to be a part of the family. It is this very procedure that
requires a man to be harsh, cunning and callous. Because dealing with
those who resent your standards will not be a straight, congruent,
honest endeavour. They will come at you in all available, expedient
ways. Men incapable of darkness, will always spoil the culture they try
to create by not having what it takes to take out the trash. They will
always been seen as failed leaders. Purity requires cleansing with hell.
At least in my own experience. Without fail.
CHAPTER 51
Patience forces the impulsive to make errors.
90% OF THE TIME , YOU GET THE UPPER HAND IF YOU ’ RE PATIENT . T HE OTHER
10% is understanding why patience makes things worse and knowing
that you must act. When does patience become a tactical error? When it
allows opposition to power consolidate, secure a position, use up
resources, lobby popularity. In all other cases, patience forces errors
made by others. The reason patience has a high success rate is because
the opposite; *impulsivity* is driven by emotions. Emotional decisions,
historically, have high failure rates. The difficulty lies in knowing when
not to be patient. And that dilemma is determined by whether being
patience enables competitive advantage or not. Failure to act will force
you into a inferior position.
CHAPTER 52
A man of value forces others to earn his loyalty & commitment. He

doesn't just give it by default. Valueless men offer it upfront and in
perpetuity. Big difference.
M EN WHO PROVIDE NO VALUE ARE BLINDLY LOYAL . T HEY ' LL DO ANYTHING

for a woman. They'll work forever for their employer. Without ques-
tion, unconditionally. This is not loyalty. It's the fear of losing a person
that finds you valuable, when in reality, they're just using you. Men of
value have no obligation to loyalty. If a woman does not support him,
he'll leave. If an employer doesn't reward and enable upward mobility,
he will quit. He owes no one anything. Because he provides the value,
not them.
Loyalty is like respect. It has to be earned. You don't just hand it
over. The fundamental reason why weak men show strong loyalty is
because it fills their insecurity of not being wanted. Competent men
KNOW they are wanted. They reciprocate selectively. If you're a
woman, a good metric that determines whether you are partner mater-
ial, is to see whether you can earn the loyalty of a man with plenty of
options.
Men with plenty of options worked very hard to occupy such posi-
tions. This excludes the trust fund boys.The question becomes; what
can you offer a man with value, to earn his loyalty in a undivided
manner? It's not going to be sex. It's not going to be looks. You'll have
to offer something far more valuable, deeply intertwined with his
purpose to earn his loyalty. If you're an employer; your best workers
will be the most ambitious and will want upward mobility with stacks
of rewards and bonuses. If you fail to meet this requirement, you will
fail to earn their loyalty. They WILL leave. They KNOW they can find a
job elsewhere.
Disclaimer; there are many men who think they are valuable and as
a consequence, feel that they don't need to be loyal. These men are
poisonous. They are narcissists who haven't achieved anything to prove
their exemption from loyalty. They've likely inherited their position.
You have to instinctively understand, when you have earned the right
to not be blindly loyal, it doesn't mean you have also earned the right to
ABUSE that privilege. You have an obligation to give your loyalty to
those who strive hard to earn it. Narcissist don't get this. The point of
this thread is; loyalty is NOT a virtue. It's not a good quality. It only
becomes a good quality when YOU are worth something. It's a tool
used to transfer your value to people who have value. It's not a quality
to be used to silence your worthlessness. This wasn't exhaustive. But
you get the idea.
CHAPTER 53
Women can pursue a career starting in their early 20's, work really hard,
then fail at attaining a high career job, and still take that failure as a
blessing. Because they can at least settle back & embrace their biolog-
ical nature as mothers/wives. Men do.
I F YOU ' RE A WOMAN AND YOU ' RE DEVASTATED FOR NOT GETTING INTO THE
career you wanted, that's a BLESSING. It's a curse for a woman to want
a high end career. This is NOT something to want as a woman. You
didn't waste your 20's either. You did what was the best alternative;
setting yourself up as much as you possibly could. But failing to attain
your career is an opportunity to embrace the path you were born for. If
there are no good guys within your immediate surrounding, you wont
find any at the clubs or the bar. And looking for men is not the task of a
woman either. Maybe @ThinkInPeach can shed some light on this, but
my advice is, go back to what you were pursuing.
There's only two ways you should AIM to make this end for you;
Either the right guy finds you and you settle. Or if there are none,
continue on your career path to at least become independent, WHILE
hoping you get found by the right guy. Parents wont be around forever.
And it's also the case that all the "right" guys are working hard. You
won't find them in social settings. Not the high achievers anyway. They
are probably doing 60-70 hour work weeks, spending time with family,
working on a side project. It's also those same guys that would find
women like you *seeking independence through work* more attractive,
than women who do nothing in their 20's but party and go out with
friends. Don't let any guy tell you otherwise. Women who are educated
& work are far more attractive than women who pile on make up all
day, do nothing but go out.
Failing to attain a high end career for a woman in her late 20's is a
blessing. Failing to attain a high end career for a man in his late 20's is
(reversibly) devastating. Men have one option = attain enough power
to comfortably provide for family Women have 2.The difference is,
women are on a time restriction. Women must make the decision to
switch paths when the opportunity arises (a decent guy becoming
interested). They should also look for this opportunity as early as 20.
There's less decent men out there. Start early.
If you're a father, this is the best advice you can give to your daugh-
ter. There's nothing else she should be doing in her 20's aside from
furthering her education/career pursuits. That path should only end,
when a man is capable enough to take the burden.
CHAPTER 54
The most important transformation you can make as a man, is to learn

to apologise over your action, than to ask permission trying to execute
it. If you don’t have the courage to confront punishment, and emerge
out of it as a better being, then you’re just.
T HE COST OF SHOWING COURAGE AND CONVICTION IS TO RISK WRONGDOING

and face probable punishment. If you truly want to determine your
character as a man, it’s a cost worth paying. Children ask for permis-
sion. Men decisively act and face the consequences of their actions. I
instinctively don’t like men who ask for permission. I favour interns
and associates who act, then apologise. I can see courage in them. I can
see where it will take them in the future. There’s absolutely nothing
worse than a man lacking the courage to face wrongdoing. Fact is, the
significance of your character is only revealed upon adversity. And men
who suddenly encounter adversity are simply prey animals. But men
who confront adversity are predators.
Asking for permission is like taking out insurance to not even
encounter adversity. It makes you worse than a prey. Not only will you
not face the potential ramification of your actions, but you offload the
decision to an authoritative figure. You disrespect your own conviction
for someone else’s protection. If you read this, please don’t be stupid by
engaging in permission-less harmful decisions to make a point of your
decisiveness.
Make a net assessment of the choice your about to make, the good
you’re about to do, act & face the consequences courageously with your
head held high. What becomes of you under the process of facing
punishment, will depend on your ability to set your ego aside, apolo-
gise and emerge out of it with a scar that will remind you of the lesson,
but strengthening your conviction & decisiveness. F#ck permission.
CHAPTER 55
The most important transformation you can make as a man, is to learn

to apologise over your action, than to ask permission trying to execute
it. If you don’t have the courage to confront punishment, and emerge
out of it as a better being, then you’re just.
T HE COST OF SHOWING COURAGE AND CONVICTION IS TO RISK WRONGDOING

and face probable punishment. If you truly want to determine your
character as a man, it’s a cost worth paying. Children ask for permis-
sion. Men decisively act and face the consequences of their actions. I
instinctively don’t like men who ask for permission. I favour interns
and associates who act, then apologise. I can see courage in them. I can
see where it will take them in the future. There’s absolutely nothing
worse than a man lacking the courage to face wrongdoing. Fact is, the
significance of your character is only revealed upon adversity. And men
who suddenly encounter adversity are simply prey animals. But men
who confront adversity are predators. Asking for permission is like
taking out insurance to not even encounter adversity. It makes you
worse than a prey. Not only will you not face the potential ramification
of your actions, but you offload the decision to an authoritative figure.
You disrespect your own conviction for someone else’s protection. If
you read this, please don’t be stupid by engaging in permission-less
harmful decisions to make a point of your decisiveness.
Make a net assessment of the choice your about to make, the good
you’re about to do, act & face the consequences courageously with your
head held high. What becomes of you under the process of facing
punishment, will depend on your ability to set your ego aside, apolo-
gise and emerge out of it with a scar that will remind you of the lesson,
but strengthening your conviction & decisiveness. F#ck permission
CHAPTER 56
Cunning intellects at a professional level never want to take credit for

their strategies. Ever. They are completely detached from their ego and
status. They rather nobody know that they obliterated an opponent.
This is cunning played out in a professiona…
M OST NEGOTIATIONS WITH OPPONENTS AND COMPETITORS ARE ZERO - SUM .

It's never acknowledged that way because one party always crafts the
negotiation in a way where it appears to be a win-win situation.They
gift-wrap the terms before presenting it. During high stakes negotia-
tions, you generally take two approaches against opponents; you either
ardently convince them that the negotiation is in their best interest
when it's not, or, you help accelerate the destruction of their own busi-
ness errors. These are cunning tactics that get occasionaly employed. To
avoid unfavourable repercussions, those who employ it successfully,
avoid taking credit for it. And so they can repeat the same tactics over
& over again without the preceding reputation reaching oblivious
victims.
Cunning strategies at a business level is merely a goal-driven proce-
dure that will either increase one's bottom line or facilitate the destruc-
tion of an opponents bottom line. There's either an opportunity to
capitalise on, or accelerating a competitor's business flaw. Cunning
strategy are employed very selectively on a business level. When it
does get employed, whoever gave the "go ahead" is likely to be
unknown. The execution will likely never surface to any significant
discovery. And if it does, it will at best be hearsay or conspiracy. Sales
people use this cunning tactic without even realising. Their "Sales" title
often sugar-coats their cunning and people pass it off as "they're doing
their job". But master sales people will use every emotion, every reason
to increase their wallet, and reduce yours. They do this out in the open.
It's also partly why their tactics don't get acknowledged as "cunning".
Cunning is very often accommodated with being conniving. And
someone who is conniving would not want to lay out their methods out
in the public. Nor would they want credit.
CHAPTER 57
There’s a strong notion that, just as mechanical inventions forced us to

evolve into thinking jobs, AI and robotics will force us to evolve into
creative jobs, this is wrong and wishful thinking.
E VEN IF WE ASSUME THAT THE HUMAN MIND IS CREATIVE ENOUGH TO

outpace the displacement of jobs caused by robotics, that assumption
rests on the fact that creativity is what most jobs depend on. They abso-
lutely don’t. The number of writers, creators, innovators, artists who
make a living, are A TINY portion of the labour force. There can’t be
such thing as a innovative based economy. It will never snap up a
significant portion to establish itself as the primary economic driver.
What will emerge is an unprecedented unemployment rate that will be
caused by robotics displacing the majority of the labour force that
drives the economy. And everyone who’s just graduated will be jobless
through no fault of their own.
The schooling system will ALWAYS downplay the impact of AI and
robotics on the labour force, because all it cares about is selling the
degree. And lastly, white collars think they are immune to robotics. Not
true. There’s higher incentive to displace white collar workers over blue
collar as they are more expensive to hire and put to work. “Creators”
are the most delusional. They think the solution is to sell your creativity
& make a living; when they don’t realise that not everyone is creative,
that the economy is not run on creativity, & there’s no one to sell your
creation to when unemployment kicks in.
CHAPTER 58
When I was 18, I remember serving a customer behind the counter in a

community pharmacy. He was on his phone wearing a suit, threw the
script at me and just waited there talking loudly. I immediately
processed the script within a minute, got it checked, a…
A S HE PAID FOR IT , HE LOWERED THE PHONE DOWN AND SAID , "I WILL
always come to you with my script from now on", and then left. No one
could stand his arrogance. Whereas it didn't bother me at all. My ratio-
nale was simple; He was either a very successful man. Or he was natu-
rally a rude person. I could show distaste and not serve him, in which
case I would never identify which of the options he is. Or I could set
my ego aside and 'reward' his behaviour; something 99.99% of people
WOULD NOT DO. If he DID turn out to be a successful man, he'd be
surprised at my uncompromising attitude and my "respect" for
customer's time. If he turned out to be a rude person, 90% chance he
would still appeal to me for rewarding his ego/rudeness. Only a few
would walk away oblivious. He turned out to be the CEO of a company
that owned a chain of hotels. Several more encounters led to me
meeting his accountant, who introduced me to a founder that invested
in me and became my mentor. I don't think I have yet to meet a person
who can remain completely unchanging when encountering an arro-
gant person as described above. They all express their hate towards
them. I have tried teaching interns & associates,only ONE out of 30
took my advice seriously.
Understand this; Only two kinds of people are arrogant & rude;
Those simply raised that way, and those who are hyper-successful. If
you want to find out which one they are, you will have to pay. That
payment means setting your own ego aside and letting curiosity take
over. Those who are raised rude and arrogant will suffer in life no
doubt. Those who are hyper-successful have earned the right to be arro-
gant and rude. Yes they are more important than you. Yes they provide
more value. Try and not be an obstacle in their way. The best way to
disarm anyone with an ego, is simply to feed it. Some of you will ignore
this. Some of you will take this as good advice. Some of you will see
beneath the surface, and understand how cunning this tactic can be.
Reward ego if you want to extract value.
CHAPTER 59
If a free market is run on its own accord, the inevitable outcome is

Monopoly (one dominant player), or at least an Oligopoly (several
dominant players). To promote competition - Monopolies should be
broken up, and Oligopolies should be monitored for price…
W HAT HAPPENS INSTEAD ? T HE GOVERNMENT BANKROLLS A PARTICULAR

company by generating artificial demand (through elaborate means) for
its particular goods/services. Why?Because that company lobbied the
house of representatives, and contributed to political campaigns. What
do we get? Corporate/State Capitalism where a company can now play
zero-sum games with virtually all its competitors and dominate the
market. E.g - Amazon. Why does it push political agendas? Because
reciprocity is now between the company and the government, not
people. Why is the agenda inherently a socialist ideology? Because it's
in corporate/state capitalists best interest to advocate for socialism as a
means to protect their position. Socialism destroys competition.
CHAPTER 60
Two years ago, I asked this guy for a spot at the gym- we both go at the
same time every morning- and we somewhat became gym buddies,
helped each other spot etc. He was 6 years younger than me. He
worked downstairs as a waiter in one of the busy restaurant.
I WORKED IN CONSULTING AT THE TIME ACROSS THE RESTAURANT IN THE

corporate building. He was learning to be a graphic designer on the
side. He hated his job- the bosses were callous, the customers were very
high maintenance. He was getting $19/hr. While we chatted away
during gym hours, familiarity grew. I liked him; he was smart, and very
industrious. He just wasn’t passionate about his job. And frankly, no
reason he should be. So I told him; if he does exactly as I say, I could
double his wage per hour in a years time. I had him draw up the staff/
organisational structure of the restaurant; employees, managers, etc.
I told him to do 3 things;
1. Keep an eye out &cater for every table, *not just his allocated
tables.
2. Befriend customers through charm.
3. Become best friends w the manager.
Told him to do this every single day. And to make sure the tables he
served were flawless, while not overstepping other employees when
catering to the tables he didn’t necessarily have to cater to. Soon all
management took notice. His manager friend spread the word. Other
employees found that their job became infinitely easier because this kid
acted as support staff for each and one of them. Customers (some high
profile) became regulars because of that kid alone. Every morning at
the gym, we would debrief on how things were going. In about 14

months, he was promoted to management, his pay $33/hr. Not exactly
double. I’m tweeting this story because I just recently met up with him
again after not seeing him for a year (I relocated). He is now on $45 an
hour, managing two restaurants. He has lost interest in graphic design-
ing, and his focus is now taking a piece of equity in the restaurants he
works in. He now also loves what he does, and doesn’t think he’ll go
back to graphic designing.
CHAPTER 61
Before I went into corporate, I worked as a chemist. In my years

working as a chemist I also ran a methodone clinic: where patients
come to pick up their medication to treat their addiction.
T HESE PATIENTS CAME FROM ALL SORT OF BACKGROUNDS AND EXPERIENCES .

Most of them convicts doing their best to recover. Only a few ever
successfully did. It was only a matter of time for most of them to resort
back to their addictions. I learned a lot in this line of work. Why people
do what they do, why they lack the control, why they give in to desires.
I spoke to the patients one on one, observed who took my advice and
who didnt, and how it played out consequently. I lean towards psycho-
analytic thinking. This means I believe in the freudian theory that on a
individual level I am not alone. I am loosely made up of mutliple
personalities that each have their own desires, own existence, own
philosphy. I believe this largely because I am a being that experienced
regretful moments. There is a part of me that acknowledges a poor act
executed by ME that finds it disappointing. There seems to be forces
within me that continuously undermine my stability to achieve what I
want. And this observation stood true across all my methadone
patients; Filled with regrets, but constantly overwhelmed by forces that
they would succumb to. They lacked the fundamental core self, or the
inner will to fight off these desires.
Freudian theory of multiple personalities made sense to me. There's
a core ME that knows what it wants, but is constantly undermined by
several others of me seeking their own selfish desires. And it seems to
be an ongoing battle. To add substance to this psychoanalytic thinking,
I labelled these multiple personalities as the 7 cardinal sins, with the 8th
being the CORE ME.
The study of affective neuroscience led me to understand that

desires use emotions as their portal to get what they want. And
emotions seem to emerge upon certain triggers that my 7 sins seem to
desire. I also observed that, it is through the actions of these sins that I
most often end up regretting. I ended up conceptualising that the
conscious me is the 8th, and the unconscious me is my regrets. This
mode of thinking led me to incorporate Jungs shadow work: The 8th
me needs to integrate the 7 shadows of me, in order to fulfil its poten-
tial as me becoming complete. The success of this relied upon the
strength & resilience of the 8th me. I managed to compartmentalise
individual existence into 2 elements: the 8th and the 7 shadows. And
compiled the ingredients necessary for integration. Which led me to
Nietzchean philosophy of the Ubermensch. I realised that I couldn't
function in life on a equal field, pursuing multiple things of equal
value. Because that would “feed” my 7 desires equally. I had to trans-
form the landscape into a a triangle. With my apex value at the top.
When I prioritised my values in a hierarchical manner, I began to
sacrifice accordingly. What was at the top, took precedent over every-
thing else. I realised that my 7 shadows didnt weaken, but my 8th
became more powerful. My apex value became the 8th me. It began to
set laws in place that would help me attain this value on a path of least
resistance. My 7 shadows began to have less autonomy. This led to a
discovery; that it was 'an aim towards a value' that strengthened the 8th
me. The more focused I was on my aim, the less I engaged in behav-
iours that led to regret. This philosophy cannot function in the absence
of purpose. The combination of psychoanalytic theory, hierarchical
values, and shadow self, led to the concept of the 8th archetype. You
dont need to replace your own belief system with the 8th to extract its
usefulness. Nevertheless, it is here for anyone who does want to
adopt it.
CHAPTER 62
There's roughly 8 to 10 strategic plans an individual needs to execute in

order to move, sideways, or upwards in any given hierarchy; i.e to
improve their quality of life. Within each strategy, there's tactical deci-
sions that must also be executed.
I F YOU WANT TO MAKE A MOVE TO OBTAIN A SENIOR MANAGEMENT

position; one strategy would be to make sure you qualify. Do you qual-
ify? No. What do you have to do? A, B and C. Eventually, you formu-
late a coherent plan to execute ONE strategy. Out of 10. Another would
be, connecting with the right people.
What does that entail? Well you need to;
A; provide value.
B; have reasons to close in on proximity.
C; reciprocate on a long enough time frame that the relationship
accommodates favors.
Strategy #2 complete. Out of 10.
I wrote this thread earlier today regarding how a gym buddy was
able to get promoted and more than double his wage in just a few
years.
He had three strategies set out in front of him. Proposed by me.
1. Cater to all tables

2. Charm customers
3. Become best friends with the manager
It may only seem 3. But the kid had all the other strategies perfectly
executed.
-Work ethic
-Presentation
-Behavior
Point of this thread is; its IMPOSSIBLE to think you can move up
without formulating a plan first. And that plan is broken up between 8
to 10 strategies depending on what the aim is. And those strategies
each have tactical implications. Each strategy, upon investigation will
reveal your flaws. And that's the worst part. Perhaps you're not as good
as you thought you were. And that's probably why you're at the bottom
of the hierarchy. So there's a long process here. You come up with one
strategy. Does it reveal flaws? If yes, you must rectify those flaws before
moving on to strategy #2. If not, you move on to the next strategy. You
accumulate the 10 strategies. Then you execute.
Your strategies might succeed and get you to the negotiation table.
How you move past that depends on how tactfully you make your
moves. One wrong word, and you could undo everything. You take all
this into consideration, and you wonder why most people accumulate
at the bottom of the hierarchy. You wonder why they become entitled
and resentful. I sat with that kid over one coffee break. Laid out the
plan. And he went to work. Never looking back.
CHAPTER 63
When junior associates/managers move up the hierarchy, they become

increasingly more attractive to female employees. They make the
mistake of having sex with them, putting their entire career & reputa-
tion on the line.
T HE DEGREE OF SEXUAL ATTRACTION THAT GOES UP WITH AUTHORITATIVE

positions is very high, and it completely takes competent individuals
by surprise. So they are often confused how to encounter it. “All my life
i’ve been a disregarded nerd/workaholic, and now women want me..?”
The issue is that the sexual attraction “seemingly” goes up within the
confines of the building, NOT outside it. And this is because females
witness your authority at work, not outside. This makes sleeping with
your coworker INFINITELY easier. But it’s a trap. Sleeping with your
coworker is a death sentence to your reputation and career. About 4 of
my apprentices have done this mistake. Only 1 successfully kept it a
secret. Because of me. It’s not something you can hide under the rug.
Women talk. That shit gets out.
Authoritative positions increase sexual attraction. But it means
nothing when it’s not seen in action. The only way to prove it is with
money and materials. Which inevitably attracts the wrong kind of
women. Inconclusive dilemma.
Men in authoritative positions are more valuable to women than
men who portray the same success level with fast cars, possessions and
materials. But the former’s value is unseen (except to female cowork-
ers), whereas the latter’ is advertised.
Lesson:
Competent men; be patient and DONT sleep with your

coworkers.
Incompetent men; the answer is not showing off material
possessions.
CHAPTER 64
N EVER INTERFERE WITH A WOMAN WHO FALLS FOR THE LOUD , EGOTISTIC ,
narcissistic men. They are unstable and insecure. Both deserving to live
the rest of their miserable lives together. A match made in the bottom of
the barrel. Quality women will see what’s beneath the surface. Women
are instinctually switched on when selecting men. They can CLEARLY
see the poison they’re about to pick. But they do it anyway; high on
impulse, weak emotional control & high on seeking validation. The best
are the rare few that select men with self-contained qualities.
Men or women, self-contained qualities are an incredible

determinant of a decent character.
-No bragging
-No self-proclamation
-No attention seeking behaviour
-No arrogance
-Private Life
These types of individuals receive my highest order of respect.
CHAPTER 65
The hardest thing to do, is trying to move information upward in the

hierarchy. Why? Those occupying the top have leveraged their power
(competence, connection, expertise, etc) to cement their position by
fending off any criticism by any means.
I F YOU ’ RE A SUBORDINATE , YOU HAVE TO BE EXTREMELY CAREFUL HOW YOU

choose to feed info to the top. Too much information and you risk
making them look like a fool. Too little, and you just showcase how
irrelevant you are. How do you move information to the top? You do it
privately with the individual it concerns. You do it with respect and
offer a solution to the problem, but then ask their opinion about it.
A very distant example;
A CEO once took me out to dinner. After he paid the tab, he also
gave a $100 tip to the waiter. I waited till the waiter was gone, before I
reached out to my pocket and him I would cover the tip, returning the
$100 to the CEO. Had I’d paid the waiter, I would of undermined the
value of the CEO out in the open. Had I not reimbursed the CEO after
the waiter left, I would of looked like a leech. This is the simplest but
very crucial example on how to move information from yourself to
someone above you. Moving information upwards can take ANY form
of interaction between you and someone above you. It starts in your
family home; how you interact and respect your father/mother. You
respect your parents because they are your parents and have, at least,
provided a roof over your head.
CHAPTER 66
If you want to win against someone you’re competing with, be sure to

“befriend” everyone else first. Extend your friendship to a level where
they share personal information. This will guarantee that they won’t
turn on you, if the time comes. And that time…
E MOTIONAL PEOPLE START WARS WITH OTHERS ON SEVERAL FRONTS , THEN

wonder why they lost, or why everyone turned against them. The
reason is because the majority HATE seeing you succeed. And they’ll
partner with anyone if it means obstructing your success. If you’re
trying to outperform a coworker, be FRIENDS with every other
coworker first. If you’re trying to fire 2 people, BEFRIEND one of them
first while you fire the other. The principle applies to any circumstance
that faces the prospect of “war”, for a lack of better word. This is a
strong reason why emotional people struggle to move up any hierarchy
no matter what their competence level is. They take everything person-
ally, and think they’re being courageous by “confronting everyone” on
how they honestly feel. This is a big mistake. Nothing should be taken
personally. And if you have an objective to replace or fire someone,
then whether you like it or not, EVERYONE should be befriended, so
none of them add to the resistance of your objective. But rather become
instruments of your game.
CHAPTER 67
Y OU CAN NEVER RELY ON AN AGREEABLE PERSON TO COMPLETE A TASK SET

by you. They don’t have the capacity to say no, so you think they’ll do
anything. Wrong. 90% of the time, they’re doing the things they hate.
They’ll say yes, but completely flop the task. Disagreeable people seem
to be the opposite. They’ll say no a lot of the times, and you can’t really
command them. Even the lazy ones. But when they say yes, they do it
near 100% completion. The more someone says no, the more likely they
will complete a task they say yes to.
A law that’s to be held loosely. More true in the workplace. Another
factor is holding something over them as pressure to complete the task.
“You said no to that, now complete this”.
CHAPTER 68
MY OPINION ON IQ, START UPS, CREATIVITY AND

CONSCIENTIOUSNESS:
H IGH IQ BASICALLY MEANS YOU ’ RE CREATIVE . Y OU ’ RE ABLE TO PROVIDE
elaborate solutions to changing complex problems; Creativity is
measured by, the amount of useful ideas generated by thinking over
one idea. And how improbable those ideas are compared to what
others come up with. AND how implementable AND useful the idea is.
You can quantify creativity using a plot graph. If you think of one idea
and it coactivates other ideas, that’s a measure of your fluency in
creativity. If your co activated ideas are useful and unlikely for others to
come up, that’s a measure of originality in your creativity.
“Can you be successful in your start up if you’re low in creativity
(avg IQ)” Yes and no. A Startup = creativity + elements of conscien-
tiousness.
Some of the elements of conscientiousness is procedural;
ie; you have to be orderly, resilient, persistent, organised.

Comparing it to chess; it’s like learning the opening lines 30 moves
into the game via memory. Those with average IQ can easily learn the
“opening lines” of a start up;
- The core revenue generating service
- Market demographic
- Marketing
- Budgeting
- etc etc etc
These are procedures and can be outsourced to experts. The chal-
lenge for avg IQ is that their “idea” will encounter infinite problems.
Compare this to chess; Your opponent (problems) will set you up for
defeat in infinite ways. Your job is to solve these complex problems by
strategising, fantasising, predicting, envisioning. It’s possible for an avg
IQ to solve problems if they are CONSTANTLY exposed to a narrow
field in a start up. But that does not guarantee the ability to solve
outside that domain.
i.e; practising the sicilian defence will not make you an expert in
kings indian defence. Whereas for a high IQ individual, they are able to
see overlap, patterns and associations between problems across
multiple domains, multiplying their capacity to solve these problems. If
a start up is successful in its first year, it will probably fail in its second
year. If it’s successful in its second year, it will likely fail in 5 years. The
odds will always favour failure. Because the complexity of problems
outpaces the human capacity to solve them.If you’re avg IQ, you need
to capitalise on the “opening lines” of your startup if you want to
increase your chances of success. Then you should probably work with
high IQ people to help solve complex problems (and protect yourself
with intellectual property rights).
CHAPTER 69
Confidence is a trait highly correlated with leadership. Most people

perceive a confident person to be competent. False perception. Result?
Many incompetent people occupy leadership positions.
A LMOST ALL CONFIDENT MEN ARE PERCEIVED AS COMPETENT . N OT ALL

competent men show confidence. Competent men who don’t demon-
strate confidence are overlooked for confident (yet incompetent) men
who portray signs of competence in appearance. Classic human bias.
Here’s where the problem compounds; confident men who are not
competent begin to learn how they’ve managed to “get here”. They
have effectively fooled others to attain leadership role. How do they
secure it? By doubling down with narcissism, charm and manipulation.
You get a dysfunctional hierarchy, by design, that has all the sociopaths
in the middle, applying downward undesirable pressure on competent
men deserving of ascension, while feeding misinformation upwards to
the bosses who got fooled from their confidence in the first place. How
often do bosses get fooled by seemingly competent men? Very often
statistically. Over half of the individuals occupying leadership positions
perform poorly. Why is it difficult to replace a poor leader? Because the
rules aren’t fair.
You’re playing infinite games (willing to cooperate and get what
you deserve). They’re playing finite games (willing to take you out). So
what happens? You’re fired before you know it. So whats the alterna-
tive? Friendship. What’s the best way to fool a person? Help them out.
They won’t see you coming when you feed the ego. Upward movement
is an impossible task. You have to know the rules. Watch the landscape.
Use other people’s errors as springboards, and befriend finite players in
authoritative positions. Build and leverage. Until the moment comes…

You will know when it comes.
CHAPTER 70
M EN WHO APPEAR TO BE ALPHA AND DOMINANT CORRELATE MORE OFTEN

with low IQ in my experience. While quiet and reserved men are more
correlated with higher IQ. I think a man putting on the alpha image is
equivalent to the ‘hot woman’, who leverages looks but lacks
substance. The more they “put on”, the less they have. Therefore the
more validation they need, reinforcing the behaviour to “put more on”.
This type of status seeking behaviour is a foreign concept to high IQ
men. They see zero utility in it. But it appeals to sociopathic men. My
guess is that if you screened all the alpha appearing men and instagram
models, you will get a vast majority of sociopathic individuals. Very
unstable. Constantly on tilt. The Instability deriving from ‘searching for
validation’ from society. I use the word ‘appearing’ because I don’t
think alpha positions are achieved through appearance or a set of
behaviours designed to manipulate others perception. It’s achieved
through occupying high responsibility positions with unique behav-
iours adopted as a consequence.
CHAPTER 71
Many young men try to improve themselves just to impress women.

They start weight lifting and making money just to become more
attractive. This works. But it’s the weakest motivator that merely taps
on emotional urges. It doesn’t drive purpose. It falls .
W HEN MEN FIRST WANT TO IMPRESS WOMEN , THEY ARE TOO YOUNG TO
understand what SHOULD instead drive their purpose; power, respect
and accountability. Sexual attraction kicks in much earlier than the
desire for power. Some grow out of it. MANY DONT. Many live as
boys. They end up still doing things to impress women. These are the
same boys that say:
“Women can make men powerful”
or that “I took my life seriously after I met my the love of my life”.
These boys will never achieve anything of significance. Why?
Because what fuels their desire is simply women. Fact is; women can
never make a man more powerful. They can do their best to NOT be his
weakest link. And that’s not the same as making him powerful. They
will ALWAYS be a liability. Men cannot use liability for self growth. It’s
just not sustainable. Not the least of which all the attraction goes out
the door once she realises you’ve become who you are BECAUSE of
her. What gives longevity to achieving a great purpose - something you
can look back on and say that “90% of the population couldn’t achieve
what I have achieved” - is the desire for power. The desire for being
respected, feared, and being held accountable.
CHAPTER 72
When you do everything your dad tells you to do, you’re a slave. When
you become better as a result of it, then to be a slave is in your BEST
interest. And for him to be a tyrant is a necessity, for a soft father liber-
ates a son from slavery, setting him.
T HE PROBABILITY OF YOU BECOMING A FAILURE UNDER A SOFT FATHER IS

very high. The probability of you becoming a failure under a tyrannical
father set to build you, is very low. But not many sons assume the
slavery position. Their ego and narcissism get in the way. My observa-
tion of weak men concludes to be their weak fathers who were not
tyrannical enough to enslave their own sons. It goes without saying
that the egoism has left most of today’s “sons” to “go their own way”
and disrespect their fathers. Slavery is a form of imposed discipline.
Depending on the tyrant, it can make you a great man, or it will turn
you into a sheep of the slaughter house. A father MUST be a tyrant. A
son MUST be enslaved. And this covenant is based on transferring
transcendence father to son. I’ve been a slave of my father for 30 years.
I still consider myself a slave to him. He set me straight every time I
fell. And once he dies, then will I be liberated. But nothing to celebrate
about. For then I will be the tyrant and will enslave my own son for his
betterment. If I want my son to succeed me and outperform me, I will
have to enslave him. And I need to have faith that he will see the result
of the enslavement as his key to transcendence. Because only then will
he willingly accept to be enslaved. My final note is that; be wary of men
who are not slaves of tyrannical fathers who want what’s best for their
sons. They are weak at heart and disloyal. And at their core; they are
feminine. Be wary of men who have failed to live a phase of slavery in
their lives. The best form of slavery is a self imposed one; where you
force discipline upon yourself. The second best form of slavery is one
imposed by a great father. Many of us do NOT know how to impose
our own slavery. And therefore should embrace our fathers.
CHAPTER 73
You’re not free in how you behave. Someone out there is observing
you, whether you’re worth connecting with. A connection that could
lead to infinite life changing opportunities. How you behave deter-
mines the inception of this connection.
Y OU ’ RE NOT FREE IN HOW YOU SPEAK . Y OU ’ RE BEING OBSERVED FOR YOUR

profanity and lack of professionalism. Which will cost you the opportu-
nity to ever meet successful, high profile people. You’re not free in how
you dress. You’re being observed for looking sharp, orderly and
whether to be respected or not. The worst advice taught by self-
improvement influencers is
“do whatever the f*ck you want”
“don’t give a f*ck what people think”
If only you could conceptualise the opportunities you’ve burnt as
result of such advice, you’d end yourself. If you could see the result of
you behave, how you dress and how speak in hindsight, you will
realise, you’re never free in how you act. And you would capitalise on
every single move.
CHAPTER 74
My dad used to be a corporate raider. His lawyer once told me that

when dad negotiated with others, he would come across stupid and
clueless. He would do this to encourage exploitation from the opposi-
tion. Then he would leverage it to tilt the negotiation.
M Y DADS DEFAULT BELIEF WAS THAT EVERYONE EXPLOITS WHEN GIVEN THE
chance. And he would encourage them to take that chance by him
appearing naive & weak. Then he would make them pay, and flag them
as dishonourable for the foreseeable future, exercising his ruthlessness
at will. If someone didn’t take the chance to exploit him, then he would
proceed with negotiations as normal, with no leverage, and write that
disadvantage off as the “cost of dealing with someone honourable”. He
would then remember them as decent businessmen from there on in.
I was told that my dad would prepare for weeks just for one meet-
ing, looking at every detail, thoroughly. Not just to be prepared, but to
actually look for details he can make himself conveniently oblivious to,
and set himself up for exploitation. Where most people become
resentful and upset for getting exploited, my dad would encourage
others to exploit him, just so he had a reason to take everything they
had. It was the most bizarre trait I heard he had in his days. And he
never told me. His lawyer did.
CHAPTER 75
REASONS WHY YOU’RE NOT MOVING UP THE

DOMINANCE HIERARCHY, IN NO PARTICULAR
ORDER;
You lack competence.
You’re not good at anything significant enough for society (the people
within your sphere of influence) to benefit from. A good metric to use is
“how many people are reliant on you?” If you died now, how many
people would suffer as a result? No one respects you. Either because
you’re behind on character development, or, relating back to above,
you’re incompetent.You’re too agreeable. You simply fail at negotiating
for what’s in your best interest. You can be competent, and still be
agreeable, AND STILL fail to move up.
You’re eyeing a position that’s occupied by someone who’s either;
- very competent
- has leverage on others
- is very cunning
- or has strong connections
Unless you’re superior in atleast 3 out of 4 of those points, you will
fail at challenging them. Pick another position.You have no leverage.
You have no degree, no legitimate side startup, no contacts or connec-
tions. You have nothing of value that can be leveraged for positional
ascension. You say what you think. As much as I resent not speaking
the truth, saying what you think, will almost always cause more
damage than good to you. You either get this or you don’t. You
compromise with compassion. Being compassionate during negotia-

tions will always put you in a worse off position.
1. Leave compassion at the door.
2. Take as much as you can.
3. Win.
4. Then you have an obligation to give back compassion.
You allow people to undermine your power.
Key fundamentals of power;
- Money/Wealth
- Connections
- Influence
EVERYONE has a degree of power. Very few continue to build it.
Many let it erode. You lack reciprocity. If you’re not honourable to
bargain with, you will be identified as ‘bad for business.’ You don’t
spend your time wisely. Do one of two things if you want to dramati-
cally improve; Come home after work and either; work on a side
project. Or find ways to become exceptional in your current job. Do it
everyday. You won’t recognise yourself in a years time. You are driven
by incentives. You only perform when there’s a reward. You’re the type
that will always suffer against those who; perform just out of joy to
destroy everyone.
Remember:
Children work for reward. Men work to outcompete other men. You
probably live a good life handed to you by parents. If this is you,
you’ve been given a curse that’s extremely hard to break out of. But
clearly you acknowledge this curse if you’re reading this thread. My
advice; Generate self-reliance. Dominance hierarchy has NOTHING to
do with how you behave with women. And everything to do with how
much power you hold within your potential immediate sphere of influ-
ence. The bigger the radius of that sphere, the higher you go up the
hierarchy. You love get rich quick strategies. A good recent marker;
whoever got significantly burnt by the crypto crash, is not your
archetypal dominance hierarchy climber.
Your CV is a collection of:

-how many countries you’ve travelled to
-how many hobbies you have
-how “out going”, “social” and friendly your demeanour is
"You have low Energy levels; incapable of doing rigorous work for long
hours."
@corporatemach
CHAPTER 76
I F ALL YOU ’ RE INTERESTED IN IS SEX , GO ENGAGE IN IT WITH A LIBERAL . Y OU

won’t do more damage than they already have done to themselves. If
you’re interested in family, then find a conservative. Don’t mess with
the girls on the right. Be upfront and honest. It takes zero manipulation
to sleep with liberal girls. Their standards are as low as they come. But
it takes a lot of manipulation and false promises to sleep with conserva-
tive girls. Because they have standards that you need to pretentiously
break through. Once they buy into your manipulation and false
promises, they will let their guard down. Then you’ll leave, and her life
will be destroyed. And she’ll look up to the liberals for solace moving
forward. As a man, you’ve made society worse, & ruined another girl.
Don’t do this.
CHAPTER 77
It’s very easy to underperform once you reach a position of power.
W HEN THEY START OFF , THEY DO EVERYTHING THEY CAN TO ATTAIN

management position. But once they occupy the position, their compe-
tence slips off. Why? Because the allure of abusing your power is too
strong. Bosses/board members who appoint individuals into manage-
ment position, do so on the basis of past performance. But they also
assume the level of performance will be consistent into the future. Poor
assumption. So what happens is that as soon as they appoint someone
into management, they cease to monitor their performance. Partly
because they trust the individual, but mostly because no one has time
to monitor managers all the time. This is why you end up getting socio-
pathic managers in positions of power who are incompetent. Their past
performance was simply to attain a short term goal. Now it’s all about
delegating and abusing their power. AND making sure NO ONE rises
to the top.
When you are met with such resistance, the only way to topple a
toxic manager is to, create a direct route of communication with the
owner/boss, while generating popularity with your coworkers. But this
requires competence and charm. What separates a good manager from
a bad one, is the “purpose behind their delegation”. If they delegate
because they have more pressing matters directly associated with the
growth of the business, they are good managers. If they delegate
because of power, they’re bad. That’s one element. The second element,
is how effectively a manager delegates. Is their word respected enough
for the staff to execute on what’s been delegated? A good manager is
like a good father. If they’re absent, in time the business/family falls
apart. Delegation, execution, direction and guidance. A bad manager is

like a drunk father. In their absence, things operate smoother with less
tension, albeit no direction.
CHAPTER 78
GAME THEORY AND ZERO-SUM GAMES. STRATEGIES

THAT SHIFT POWER IN YOUR FAVOUR.
C ONSIDER A MARKET WHERE THERE ARE ONLY 2 COMPANIES . S HOULD C O . X
cut prices to gain consumer market share? It will depend how Co. Y
will respond. If Y matches prices, then it hurts X to cut prices, as market
share will remain the same. X must anticipate what Y will do. Consider
a workplace with two employees seeking a promotion from the
employer that occupies the same position. Does employee X have
enough bargaining power to act first and get promoted? If not, how
much time does X have before Y acts? X must investigate Y's position.
Consider a family with two very misbehaving kids. Kid X wants to
take cookies from the jar, but waits until Kid Y does something that irri-
tates the parents before acting, thereby reducing the severity of his
punishment. Game theory is everywhere. From your family, work,
businesses, political parties seeking re-election, it impacts all your deci-
sion making, all the time. The aim of implementing game theory is the
same across all domains; maximise profit / power / advantage. Here's
how game theory works:
There's 3 elements in a game:
-The players,
-the actions of the players,
-and their respective payoffs of each action.
It's a simultaneous game of incomplete information; the players
actions cannot be observed until you act. Most common classic example
is the Prisoners Dilemma.
You have 2 criminals under interrogation; Tony & Sal.

1. If both do not confess, both get 1 year prison time.
2. If one rats out the other, he gets 0yrs, while the other gets 10yrs.
3. If both confess, both get 5yrs.
Here are the possible actions and the respective payoffs of each
criminal: The dominant choice is to rat. Why? The cost of not ratting is
either 1 year or 10 years. The cost of ratting is either 0 or 5. Either way,
the winning action is to rat out the partner in crime. The rewards are set
up so that the criminals rat on each other. Notice how game theory
suggests the "most dominant/effective strategy". Not the most
emotional, or loyal, or moral, or ethical strategy. Irrespective what Sal
does, Tony NEEDS to rat on Sal to reach the best possible scenario. And
vice versa for Sal. When both players have found their most dominant
strategy, irrespective of what the other does, Nash Equilibrium is
reached. This equilibrium is reached when each player have chosen the
best decision for themselves in consideration to other players antici-
pated actions.
Consider two competitors in the grocery food market. Should
Walmart lower the price in a product to capture market share? The
payoffs for Walmart to NOT lower the prices are: $3,000 at best and
ZERO at worst. The payoffs for Walmart to lower prices are: $5,000 at
best, and $1,000 at worst. The dominant strategy is to lower the price
irrespective of what Wholefoods does. When both players (Walmart
and Wholefoods) reach the conclusion that the best decision is to lower
the price, Nash Equilibrium is once again reached. Nash equilibrium
FORCES players to gravitate towards stealing power / market share /
advantage, over co-operation.
One shot games are very different to repeated games. You are less
likely to engage in reciprocity and value exchange when you have ONE
shot to take it all. But when you have to repeatedly deal with a
competitor, you are more likely to find a common ground of reciprocity.
For long term attainment of self-interest, game theory will suggest co-
operation through value exchange and transparency. An example of
repeated games is the OPEC cartel. Several oil producing nations make
up the cartel. They all come to the table to negotiate set sale prices. If all
nations abide by the negotiations and sell every oil barrel at the set
price, this would achieve harmony within the cartel. Does this happen?
No. Each nation is tempted to steal market share by overproducing and
selling it cheaper. This destabilises the cartel, until the nation with the
biggest muscle (Saudi Arabia) threatens to dump its oil reserves at dirt
cheap prices, forcing all the other cheating nations to come back to the
negotiation table. This tactic is known as the Grim Trigger. When you
are up against a powerful competitor, they can exercise the Grim
Trigger every time you cheat. And this validates the hypothesis that the
best course of action in repeated games, is to co-operate. If the two
mobs of Tony and Sal find themselves constantly losing man power to
the FBI, the interrogation becomes a repeated game. And therefore, it

becomes worthwhile for both mobs to set co-operative ground rules
and perhaps NOT rat each other out in the future. Nash Equilibrium is
the best decision in ONE shot games. But not in repeated games. Game
theory also suggests that if you're going to negotiate with someone for
the last time ever, its likely that you will be cheated on, and therefore
you should aim for Nash Equilibrium. Not all games are competitive.
Consider a co-ordination game. If Walmart and Wholefoods pick the
same supplier to get apples, their cost of purchase drops significantly,
due to less implicit costs associated with the supplier when providing
large volumes of apples. In such cases, Walmart should communicate
with Wholefoods so they can choose the same supplier and reap the
cost advantage benefits of price-to-volume purchases.
Note: you can replace Walmart with any other variable. The context
changes, but the essence remains the same. Here's another example.
Let's say the criminals are out of jail, & take up hunting as a hobby. If
they collectively hunt a lion, they'll be able to sell the skin for $200. If
they try to hunt a lion alone, their chances are zero. The best course of
action is for both players to coordinate and quadruple their profits by
hunting a lion. Individually, they may be able to hunt a deer, but the
payoff is dismal when compared to joining forces to hunt a lion.
Here’s an example of competitive games.
It’s in both country’s best interest to develop nuclear weapons irre-

spective of what the other country does. Game theory assumes that the
same rules are played by both players. In some cases, the game is
rigged. One player may have less to lose. In such cases, the Nash Equi-
librium is almost always a tactical error. Co-operation should be the
aim. The player who has the most to lose will have the biggest chal-
lenges in making decisions in response to a competitor. Negotiations
should be avoided at all costs. If unavoidable, co-operation should be
the default, and betrayal should also be anticipated. The key thing to
remember is that you are either playing a ONE shot game, or a
repeated game. In one shot game, the probability of Nash Equilibrium
being the dominant strategy is highly likely. And that if you choose to
not exercise it, your competitor will. In repetitive games, the probability
of co-operation will almost always lead to the better outcome.
The attainment of self-interest on a long time frame is achieved
through reciprocity, irrespective of competitor intentions. Assuming
you both have something to lose of equal value.
CHAPTER 79
During problems, you often see the true nature of the people
surrounding you. Some step up, take charge to help out. Others blame
with anger, accelerating the severity of the problem. Fabricating prob-
lems is an effective strategy for character assassination…
O FTEN , THOSE WHO ARE SELF - ENTITLED , NARCISSISTIC AND SOCIOPATHIC ,

have little control over themselves when they see a problem. They act
in ways that makes everything worse. _This is especially true for those
occupying authoritative positions. Setting a trap through a problem,
can often be used as a pretext to confront them (in front of others) on
how poorly they handled the situation. Problem, reaction, solution. It
works better if you can set up a fall guy as the scapegoat, so the
sociopath can focus their rage on the wrong person, as you confront
them later, taking responsibility for the problem, while destroying their
poor behaviour in front of others. I’ve used this tactic too many times
on other managers/supervisors. If you do it right, they end up leaving
on their own accord. The sheer discontent from not being “loved”
anymore by others motivates them to leave. Their reputation has been
irreversibly damaged. You have to be diligent when using this tactic.
You must occupy a degree of authoritative position yourself, otherwise
this can backfire badly. The aim is to enable them to express their bad
behaviour out in the open where they think it’s justified, when it’s not.
Also works better when you’re not there on the day of the problem.
An example:
A junior forgets to transmit the order. Supply chain becomes entirely

disrupted. The sociopathic manager, finds out and yells at them.
Tomorrow you come in, telling them that YOU didn’t transmit the
order, shifting all responsibility on you.
You’ve opened them wide for character assassination of their poor

distasteful behaviour that was wrongly unleashed, deeming them unfit
for a manager. Make sure to unload in front of others. And go brutal.
This is a true story scenario with details left out.
***
CHAPTER 80
THE CONSEQUENCES OF CONSTANTLY COMPETING.

A LMOST ALL CONVERSATIONS LOSE ITS UTILITY AND VALUE . Y OU START
getting listening problems, because nothing spoken seems to be of any
significance. You have sleep problems. You construct tomorrow in your
mind, to maximise your ability to outdo everyone on whatever it is
you’re going to do. You pay more if it saves you more time. You start
outsourcing everything because you rather spend the time studying
opponents. You lose interest in anything that doesn’t somehow relate to
a scoring board. You spend more to look better, sharper and orderly.
You care more about appearance and what others think. Almost
anything you do becomes a game of personal record. And if you think
you can’t beat your own PR that day, you won’t even attempt it. You
start fabricating reasons to destroy opponents. To win is not enough.
Your sick, twisted mind needs to find hateful reasons to absolutely turn
opponents into ash. Once you destroy someone, you’re left empty
anyway. The rewards mean f*ck all, and all that matters is finding the
next person to beat. You get anxiety if you don’t compete in something
for a long period of time; approx a month. You take life seriously. And
you can’t take it lightly. You lose friends who try to play games with
you for fun.
The most enjoyable games/competitions become those with no
rules, where everything is permitted. Your family start to show genuine
concern about you. You dramatically improve in life in terms of
progress compared to your surrounding. The cost of that is loneliness.
Things that stop making sense to you:

going out
socializing
women
entertainment
Perfect becomes not enough. You look for external sources that
could tip victory in your favour; you start capitalising/leveraging
everything/everyone.
CHAPTER 81
BENEFITS TO NARCISSISM.
D ELUSIONAL SELF CONFIDENCE . E XTREME DEGREE OF FAKE SELF CONFIDENCE
(as bad as it is) will elevate your innate confidence. Fake it till you make
it works here. Capacity to easily charm people (as well as repulse
them), depending how it’s exercised. People are by default, drawn to
high self esteem and confidence. A degree of brutal transparency is
communicated. You think you’re the best and it’s all about you, and
that’s exactly what you express. As delusional as that is, a degree of
respect is earned for the honesty. You overcome fear a lot easier. Prob-
ably the most useful aspect of narcissism.
Delusional grandiose confidence & self importance defeats irra-
tional fear. And there’s a level of validation occurring here too. Narcs
face fears to impress others. And it works.
Then there’s all that other superficial bs that society deems valuable;
getting women (shallow ones)

popularity (among idiots & roid heads)
Both which appear valuable, but are not.
Maximum value extracted when being a narcissist is when dealing with

other narcissists, for short term games and goals. Narcissists do NOT
survive the long term game. Very few do; who have it intensely under
control.
Example of a CEO who doesn’t have narcissism under control;

Travis Kalanick (Uber)
Example of CEO who has narcissism under control; Jeff Bezos
(Amazon)
I recommend all young men to go through a phase of narcissism. So
they can experience the euphoria, but then get trashed by competent,
self-determined men who reflect real value. They will learn to under-
stand when to selectively apply it and with whom.
Some Narcissists are competent, and the combination can be VERY
potent in hierarchical ascensions. Most Narcs are NOT competent and
assume they can reach the hierarchy with narcissism alone. Narcissists
are predominately responsible for destroying men’s value with women.
It’s also possible to say that they are one of key players responsible for
the rise of feminism. If you’re a woman, there’s 99% chance you will
fall for a guy who is narcissistic. Because there’s high overlap in traits
between a narcissist and a self-determined man. And vetting usually
fails here. Thorough background check helps improve it.
CHAPTER 82
The problem with skilled manipulators is that they will do things that
are legitimately beneficial for you. Their objective is completely reliant
on the fact that they must be indistinguishable from a close friend. At
least for a period of time.
S O THE GAME A SKILLED MANIPULATOR PLAYS IS SIMPLE ; SHORT TERM LOSSES

for the ultimate long term win. They will do random acts of kindness in
the short term, in exchange for building; trust, familiarity, loyalty. All
which transform into generating and storing power. All to be used in
one particular time, in one defeating blow. People fall for their short
term game while the bigger picture eludes them.
Here's a law:
The more skilled a manipulator is, the LESS likely he will exercise
power. Because the more he exercises power in short spurts, the more
he reveals his motives, the weaker he gets. This creates a major
dilemma for most people. How do you separate a skilled manipulator
from a genuine friend? The answer is you cant. You have to do back-
ground checks; relationship with family, parents & connections built
across long time frames. Even then its not certain.
I knew a ex-senior consultant who had well-built long term relation-
ships, who spent 13 months being "best friends" with someone before
orchestrating the most conniving manoeuvre to remove them from the
company. You CAN NOT tell the difference. But that's the beauty of the
stable paradox concept.
CHAPTER 83
The slippery slope; when one event occurs, other associated events
follow. Until it leads to hell. It is NOT a fallacy. But how slippery is the
slope to ensure the arrival of hell? Is it possible to draw the line?
S LIPPERY SLOPE OCCURS WHEN A CERTAIN BEHAVIOUR IS INCENTIVISED ,

followed by another related behaviour that is incentivised, and so on.
The slope steepens when a certain behaviour is adopted by the masses.
The minority become ostracised. When the majority change their
behaviour for an incentive, the minority get punished when they do not
adopt same behaviour. If the majority REJECT behavioural adjustment,
then there is no division between the majority and minority. And thus,
no punishment.
An example of a potential slippery slope we are facing today:
A = B = C = ... = Z
A = Comply to wear masks
B = Comply to social distance
C = Comply to lockdowns
D = Comply to get the vaccine
Z = Comply to dig your own grave
The probability of the above becoming a slippery slope depends on
two elements; value judgement, and cost/benefit analysis. Value judge-
ment; It more valuable to wear a mask & appear as a reasonable,
compliant citizen, rather than refusing to wear it, marginalising your-
self, garnering all the bad attention.
Cost/benefit analysis; Benefits of complying outweighs the cost of
nothing. Value judgement; It is more valuable to social distance &
appear as a reasonable, compliant citizen, rather than refusing to.

Cost/benefit analysis; Benefits of appearing compliant & avoid getting
a virus with a 3% mortality rate OUTWEIGHS the cost of
again..nothing.
The slippery slope is valid here;
A=B
Value Judgement; It is more valuable to have businesses open and
trading, rather than shutting them down to control a pandemic.
Cost/Benefit Analysis; Massive economic costs OUTWEIGH the
benefits of not contracting a virus with 3% mortality rate.
The slippery slope ENDS HERE;
A = B but ≠ C.
Value Judgement; It is more valuable to NOT inject yourself with a
improperly researched vaccine, over injecting to control a pandemic.
Cost/Benefit Analysis; Unknown potential health hazards
OUTWEIGH the benefits of reducing the severity of a virus with 3%
mortality rate.
The slippery slope ENDS HERE;
A = B but ≠ C and ≠ D
The problem with value judgements and cost/benefit analysis, is
that they require intelligence. The majority line up for Z (digging their
own grave) The NEXT majority refuse A entirely in the fear of leading
to Z. Both as unreasonable as each other. The minority are the intellect
that know A COULD lead to Z, but does not have to be rejected in
order to prevent it from necessarily leading to Z. EVERYTHING is a
slippery slope. It's up to your value judgement & cost/benefit to deter-
mine where you draw the line. If you do not have the intellectual
capacity to use your own value judgement and cost/benefit analysis,
observe both ends of the extreme spectrums. The reasonable answer is
somewhere in the middle.
There is 1 argument that radicalizes slippery slopes; That when a
behavioural change is enforced from an AUTHORITATIVE FIGURE,
such as, the government, the slippery slope becomes inevitable. And
this has been historically true. NOT ALWAYS (eg seatbelts). But in some
cases. And this is ONLY true because the masses lack value judgement
&have historically been prepared to trade freedom for incentivized
security. And the root of the problem is NOT the masses. The problem
is allowing wicked people to take control of power who instigate slip-
pery slopes. Therefore the solution is NOT rejecting A, or fully
embracing Z. The masses will always be subject to slippery slopes. And
the minority will always be forced to follow or be ostracised. THIS will
never change. The solution is for ethical men to strive for power. And
that’s not done by pointing out the truth and rebelling like child.
CHAPTER 84
I F YOU HAVE THE UPPER HAND , THERE ’ S A HIGH PROBABILITY THAT YOU
would choose strategies against others that lead to zero-sum games,
instead of positive sum games (win-win scenarios). To have power and
choose a positive-sum game strategy, would be equivalent to giving up
your queen in chess to level the game for a collective positive outcome
(draw), rather than checkmating the player.
Peaceful sequential stable games are only engaged when the players
have relative equal power. You may choose to not play in a game where
you are disadvantaged in power/resources. But starting any business
will force you to play the game without invitation. The advice “you
should play long term games”, is predicated on the assumption, that
you have enough resources of EQUAL power relative to other players,
to implicitly impose rules of cooperation & compliance. Capitalists
always sell this pipe dream to small businesses and entrepreneurs.
“It’s not always about competition. Businesses can thrive with coop-
eration” This is wrong.
A disparity in power = high level zero-sum games. There’s zero
incentives for cooperation.
CHAPTER 85
Here's some random facts I read on one of our conference reports.
H EALTH CARE IS THE TOP INDUSTRY THAT WILL GET LEAST AFFECTED BY
automation. 11% automatable. Admin, Construction, Retail, Wholesale
are the industries that will be most affected by automation. 40-45%
Automatable. By 2034.
Hospitality - a staggering 48% will be automatable.
Retail managers and cafe workers - 19% automatable.
Sales assistant - 20%
All fast food chains - 30-38%
Delivery Drivers - 40%
Finance - 30%
Manufacturing - 30%
Demand for tech jobs that are increasing:
Software Developers in Systems Software
Software Developers in Apps
Data Engineers
Data Analysts
Robotic Engineers
Strategy Analysts
Process Improvement Managers
There is a one standard deviation gap in the following (to learn a new
skill from current skill level):
Critical Thinking
Reading Comprehension
Coordination & Deduction
• • •
Meaning:
Those with displaced jobs will find it exceptionally challenging to fit
into new advanced jobs. Tech will create 5.3m jobs. by 2034. The ability
for those who lost their job to automation to be able to occupy a new
position created by Tech, is half that number. The answer to this, as per
the report, refine education & course programs to a more advanced
level.
"The rate at which technology is evolving will cause serious
inequality if we don't re-innovate our education system to accompany
the learning of advanced skill sets for the future".
CHAPTER 86
DISAGREEABLENESS IS THE MOST ATTRACTIVE

TRAIT FOR MEN.
D ISAGREEABLENESS AS A TERM AT FACE VALUE MAKES LITTLE SENSE WITH
regards to attractiveness. But applying context to what you’re saying
“no” to immediately makes you stand out. No to availability. You
shouldn’t be available at the request of anyone. You should be unavail-
able, because you’re busy pursuing something of great importance and
meaning to you. And everyone else should suffer in comparison. No to
‘free lunch’. You’re not the type to ask for handouts. You earn every-
thing by working for it. Because you know if you haven’t worked for
something, you don’t deserve it. No to equal treatment. Competitive
behaviour is the hallmark of success. Where there’s competition, there
is no equal treatment. You get treated according to the amount of value
you provide. And you live by that. Even when you’re at the bottom. No
to other people’s demands. Unless your boss demands you to do some-
thing you are responsible for, no one else has the authority to demand
you to do anything. This will differ on the degree of power/leverage
others hold over you. No to the uncommitted. You’re committed in
everything you do; the purpose you pick, the woman you choose, the
routine you structure. You don’t associate with men who flail around
with zero commitment to anything. No to agreeableness.
Your ability to confront is the difference between your oppression
and liberty. Don’t tolerate. Speak up, and face the consequences of
speaking up. No to group think. You must have the ability to think for
yourself. Just because you oppose the left does not mean you are anti-
herd mentality. Being part of the right is just being a part of another
flock of sheep. No to selflessness. If you want to help anyone, you come

first. You HAVE to be selfish first before being selfless. If you choose to
be selfless first, then resentment will corner you. In any case, you come
first.

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POWER ASCENSION

UNMODERN MEN VOLUME 2

WRITTEN BY UNMODERN MEN,

PUBLISHED BY CORY SMITH, AUTHOR OF

Corporate Machiavelli Telegram Resource Group

Unmodern Men Telegram Resource Group

Cory Smith, The Daily Wingman Telegram Resource Group

UM’s online presence began on twitter, where he started posting

HOW TO SUCCEED IN SOCIETY BY DEVELOPING

1. Study yourself, your temperament, your personality

2. Identify your strengths and weakness

Allocating the majority of your time & effort to become excep-

If you refuse to play the success game, you will be looked

Either way, your existence will not escape suffering.

HOW TO DEAL WITH GETTING DISRESPECT FROM

Here's how you deal with them:

If people observe your interaction with someone rude, rarely will

Make it awkward because it evokes negative emotions which

"Today I escaped anxiety. Or no, I discarded it, because it was within

Corporate advice on the proper use of dark personality traits:

for people; you’re an integrated man. Use of

Essential keys to success:

Pick one domain of competence that society values &

D ON ' T WASTE YOUR TIME TRYING TO BE A ENTREPRENEUR , WHEN YOU ARE

If you really struggle to find purpose, you’ll find it difficult to become

"Consult your friend on all things, especially on those which respect

How to raise a son to become a high value man:

I WOULD TEACH HIM THE FUNDAMENTALS OF HIERARCHICAL VALUES . I

“But my wife will give me the motivation”

“The happiness of your life depends upon the quality of your

How to ﬁnd the motivation to do something.

You need two ingredients to be motivated enough to achieve

1st - a source that generates motivation.

The 1st is achieved with self-contempt. The 2nd is achieved through

Finding a purpose is easy:

A. Take stock of your current state of conditions.

Then make decisions that help you move from A to B. Once

“Everything we hear is an opinion, not a fact. Everything we see is a

I S AMBITION NECESSARY FOR CAREER SUCCESS ? Y ES . W ITHOUT AMBITION ,

How do I approach hiring? I only hire people with ambition. I

Become a high value man through purpose, not game.

M EN SPEND HALF THEIR LIVES SEEKING TACTICS TO ATTRACT WOMEN , WHILE

dominance, disagreeableness and accountability. The kind of traits

Play this game instead.

Any responsibility delegated to you by your boss without a pay rise,

T HIS HAPPENED TO BE WHEN I STARTED OUT WORKING IN THE PHARMACY . I

How to raise a daughter to become a high value woman.

A SIDE FROM PRESERVING HER VALUE , A DAUGHTER FACES 2 DILEMMAS THAT

1. To develop her femininity

Choosing 1 makes her vulnerable to abuse. Choosing 2 destroys her

A daughter must understand that her value is preserved through

F OR WOMEN , A LIMITLESS STRIVE TO ATTAIN THE APEX MAN WILL RISK

For a woman, the metric is:

Select men higher on the socio-economic hierarchy, WITHOUT

Using leverage to get what you want.

T HE MOST PRACTICAL WAY TO REALISE THE UTILITY OF LEVERAGE IS TO USE

For a threat to hold worth & be effective, it needs two elements:

1. The threat needs to directly disrupt your opponents wants &

So the ingredients for leverage is: Your competence to create asym-

Create any form of value in need (strength).

Y OU NEVER KNOW WHO THE PERSON YOU ’ VE ENCOUNTERED REALLY IS .

Provide value that makes you worthy enough to be

If you do this, ascension is inevitable. FIEs read body language.

MENTOR YOURSELF FIRST.