Power is a magnificent drug. It often seduces leaders into believing the flattery they once despised, blinding them to the very reality they are meant to manage. These four tales—drawn from ancient literature, spiritual wisdom, and modern business—illustrate the psychological dangers inherent in the “Power Trap”, and the catastrophic results when leaders mistake subservience for genuine strength.
I. The emperor’s new praise
(Adapted from the Wuxia classic, The Smiling, Proud Wanderer)
When Ren Woxing, the former leader of the Sun and Moon Cult, was imprisoned by his treacherous deputy, Dongfang Bubai, he endured years of confinement. Upon his eventual rescue, he repeatedly heard his former followers chant, “Master Dongfang: Accomplished in Pen and Sword. May he reign ten thousand years, Unifying the Martial World!”
Ren Woxing, a proud but pragmatic man, was disgusted by the servility. “What nonsense is this ‘Pen and Sword,’ and ‘ten thousand years’?” he grumbled, recalling a time he simply treated his followers as equals.
Yet, after he killed Dongfang Bubai and reclaimed his throne, his followers’ chants continued, only with his own name inserted: “Master Ren: Accomplished in Pen and Sword. May he reign ten thousand years, Unifying the Martial World!” After hearing it for days, the new Master Ren grew accustomed to the praise. “Yes,” he thought to himself, “this is exactly the respect that the leader of the Sun and Moon Cult deserves.”
The Lesson: Power is a psychological sedative. It makes us crave and eventually internalize the very flattery we know to be false, transforming integrity into vanity.
II. The delusion of the servant-leader
Two practitioners lived in solitude on a high mountain, dedicated only to meditation and scripture. One day, looking down at the villages below, the Master sighed, saying to his disciple: “The worldly are consumed by desire, anger, and ignorance. If only they understood that material things and fame are transient, they could break the cycle and find enlightenment.”
The disciple bowed low. “Truly, Master, you have achieved enlightenment! You are a true Sage!” The Master stroked his beard and smiled in sublime satisfaction.
The Lesson: The greatest danger of power is the spiritual ego. It lies not in demanding praise, but in enjoying it, proving that even the most ascetic wisdom is vulnerable to the vanity of self-acclaim.
III. The cost of the ‘Chairman’ persona
(A True Business Case)
In 2009, I consulted for the chairman of a consumer goods company. He was impeccably dressed, his shoes polished to a mirror shine, and his voice was soft and measured. He drove a pristine white Lexus to the meeting. I was initially impressed by his perceived humility and restraint.
After an hour, he called for his driver. Fifteen minutes later, a young man with an umbrella stood before him, bowing deeply, and whispered: “Sir Chairman, the car is ready.” The Chairman shook my hand and walked out, his driver trailing him, holding the umbrella against the mild sun. He effortlessly settled into the sleek car and drove away.
I stood stunned, then laughed. The theatricality was unbelievable. That simple moment of demanded deference—“Sir Chairman”—was a red flag that lingered.
That Chairman later drove his company into bankruptcy. His delusion, poor judgment, and massive failure of competence were all nourished by the ecosystem of unquestioning deference he demanded. I nearly suffered professional ruin myself trying to assist him.
The Lesson: The subtle ritual of sycophancy—the “Sir Chairman” complex—is not a sign of respect; it is a catalyst for hubris. It cuts the leader off from reality, enabling incompetence to flourish and ultimately destroy the enterprise.
IV. The trap of the old rules
(A True Corporate Acquisition)
A few years ago, I attended the General Shareholders’ Meeting (GSM) of a reputable construction firm. A major new investor had acquired over 51% of the shares and announced control. The 70-year-old former CEO and the old board were in shock. They had always believed the company was theirs, despite owning minimal equity. To them, the new majority shareholder was merely a thief.
The former CEO fought bitterly against the new investor’s efforts to negotiate. The investor was forced to call a vote for a new board. On the day of the GSM, the old CEO caused a scene, and security guards were called to escort him out. He was removed from his position.
I was haunted by the image of the 70-year-old man, humiliated and alone, carrying his briefcase as he was forced to walk out of the company he helped found. He failed to understand the new game and accept the new rules. He was no longer the owner. He lost the opportunity to retire with honor because of his sheer obstinacy. His final image was of a frail old man stumbling out of his creation.
The lesson: Power is conditional. True leadership requires the humility to accept that rules, ownership, and reality change. The failure to adapt to a new governance structure, whether driven by the market or investors, leads not just to loss of power but to public, tragic humiliation.
