The 50th Law

by 50 Cent

  Without wasting any more time, he asked a member of his crew named Tony to accompany him that afternoon. Together they surprised Nitty on the street, and while Tony held him, Curtis slashed the kid in the face with a razor blade. He did it just deep enough to send him screaming to the hospital, and to leave a nice scar for a while. Then a few hours later, he and Tony found Wayne’s empty car and shot it up—an ambiguous message that meant either they hoped he was inside, or they were taunting him to come out and attack them in the open.

  The following day, the dominoes fell just as Curtis thought they would. Nitty sought out Wayne, expecting that the two of them would then go together to exact revenge on Curtis—after all, Wayne had been attacked as well. Wayne, however, still insisted the kid do it alone. Now Nitty could see through the game—he was just the patsy to do the dirty work, and Wayne was not as tough as he had made himself out to be. Nitty would have nothing more to do with him, but he was also too afraid to take on Curtis by himself. He decided he could live with the scar. Wayne was now in a delicate position. If he asked someone else to do the job it would start to look like what it was—a man too scared to do it himself. Better to let the whole thing just go away.

  In the days to come, the hood was abuzz with the story of what had happened. Young Curtis had outmaneuvered and outsmarted the older rival. Unlike the latter, he was unafraid to do the violence himself. What he had done was bold and dramatic—it had come out of nowhere. Every time people would see Nitty on the streets with the long scar on his face, they were reminded of the incident. Rivals would now have to think twice before challenging his status—he showed he was tough and crafty. And those in his crew were duly impressed with his sangfroid and how he had turned the situation around. They now saw him differently, as somebody who could last in this jungle and was worth following.

  Curtis followed this up with other similar actions, and slowly he elevated himself above the other hustlers. Now there were younger ones who looked up to him and would soon form the core of a devoted band of disciples who would help him in his transition into music.

  After the success of his first album in 2003, Curtis (now known as 50 Cent) began to realize his dream of forging a business empire. But as this took shape in the months and years to follow, he began to feel that something was wrong. It would be natural to believe that with his current position and fame, those working for him would simply follow his lead and do what he wanted. But his whole life had been a lesson in the opposite—people continually take from you; they doubt your powers and challenge you.

  In this environment, his executives and managers were not trying to take his money or his life, but rather he had the feeling they were nibbling away at his power, trying to soften his image and make him more corporate and predictable. If he let this go on, he would lose the only quality that made him different—his propensity to take risks and do the unexpected. He might become a safe investment, but he would no longer be a leader and a creative force. In this world, you cannot relax and rest on your name, your past achievements, your title. You have to fight to impose your difference and compel people to follow your lead.

  All of these thoughts became painfully clear to him in the summer of 2007. His third album, Curtis, was to be released in September of that year, and everyone seemed to be asleep. The record label, Interscope, was acting as if the album would sell itself. His management team had put together a marketing campaign that he felt was too tame, passive, and corporate. They were trying to control too much. Then one August afternoon, an employee at G-Unit Records (Fifty’s own label within Interscope) told him that a video from the upcoming album somehow just got leaked to the Internet. If it spread, it would mess up the carefully orchestrated rollout of songs that had been planned for that month. Fifty was the first to hear of this, and after contemplating what to do next, he decided it was finally time to shake up the dynamic, do the unpredictable, and play the part of the hustler king.

  He called into his office his radio and Internet team at G-Unit. Instead of working to contain the viral spread of the video—the usual response to such a problem and what management would advocate—he ordered them to surreptitiously leak it to other sites and let it spread like wildfire.

  On top of this move, they created the following story to tell journalists for public consumption: When Fifty heard of the leak, he flew into a wild rage. He threw his phone at the window with such force he cracked it. He tore the plasma TV off the wall and smashed it into pieces. He left the building in a fit, and the last thing they heard him yelling was that he was shutting it all down and going on vacation. That evening, on Fifty’s orders, they had the maintenance man for the building take pictures of the damage (all faked for this purpose), and then “leaked” the photos to the Internet. They were to keep all of this a secret—not even management was to know that this drama was completely manufactured.

  In the days to come Fifty watched with satisfaction as this story spread everywhere. Interscope was awakened from its slumber. Management was sent the message that he was now in command—if he refused to do any more publicity, as he had threatened, their whole campaign was doomed. They had to follow his lead here and let him set the tone for the publicity, which meant something more aggressive and fluid. Among Fifty’s executives and employees, word spread quickly of what had supposedly happened—his reputation for being unpredictable and violent brought to life. When they now saw him in the offices, they felt a twinge of fear. Better to pay attention to what he wanted than risk witnessing his anger. And for the public, this was just the kind of story they expected from the thug rapper. It compelled their attention. They could laugh at his out-of-control antics, not realizing that it was Fifty, directing the drama, who would have the last laugh.

  The Fearless Approach

  WHEN I REACHED THE TOP IN BUSINESS, I ADJUSTED TO MY NEW POSITION—I BECAME BOLDER AND CRAZIER THAN BEFORE. AND I LISTENED EVEN LESS TO PEOPLE WHO TRIED TO SLOW ME DOWN.

  —50 Cent

  Throughout history we have witnessed the following pattern: certain people stand out from the crowd because of some special skill or talent that they have. Perhaps they are masters at the political game, knowing how to charm and win the proper allies. Or maybe they have superior technical knowledge in their field. Or maybe they are the ones who initiate some bold venture that has success. In any event, these types suddenly find themselves in leadership positions, something for which their past experience and education has not prepared them.

  Now they are alone and on the top, their every decision and action scrutinized by the group and the public. The pressures can be intense. And what inevitably happens is that many of them unconsciously succumb to all kinds of fears. Whereas before they might have been bold and creative, now they grow cautious and conservative, aware of the heightened stakes. Secretly scared of being held accountable for the success of the group, they over-delegate, poll everyone for their opinions, or refrain from making the hard decisions. Or they become excessively dictatorial, trying to control everything—another sign of weakness and insecurity. It is the story of great senators who make lousy presidents, bold lieutenants who turn into mediocre generals, or top-level managers who become incompetent executives.

  And yet among the group there are inevitably a few who demonstrate the opposite—they rise to the position, displaying extraordinary leadership skills that no one had suspected were in them. We find in this group people like Napoleon Bonaparte, Mahatma Gandhi, and Winston Churchill. What links these people together is not some mysterious skill or bit of knowledge, but rather a quality of character, a temperament that reveals the essence of the art. They are fearless. They do not shrink from making the hard decisions by themselves—instead they seem to relish such responsibility. They do not suddenly become more conservative, but in fact show a propensity for bold action. They exhibit tremendous grace under fire.

  Such types come to understand in various ways that a leader has a unique power that generally goes untapped. A
ny group tends to assume the spirit and energy of the person on top. If that person is weak and passive, then the group tends to splinter into factions. If such leaders lack confidence, their insecurities tend to filter their way down the line. Their nervous, fretful moods put everyone on edge. But there is always the opposite possibility. A leader who is audacious, out in front, and setting the tone and agenda for the group sparks a higher energy level and confidence. Such a person on top does not need to yell or push people around; those below want to follow his or her lead because it is strong and inspiring.

  In war, where leadership skills are more immediately apparent and necessary because lives are at stake, we can distinguish two leadership styles—from behind or from the front. The former type of general likes to stay in his tent or headquarters and bark out orders, feeling that having such distance makes it easier to command. This style can also mean involving lieutenants and other generals in important decisions, choosing to lead by committee. In both cases, the commander is trying to hide himself from scrutiny, accountability, and danger. The greatest generals in history, however, are invariably those who lead from the front and by themselves. They can be seen by the troops at the head of the army, exposing themselves to the same fate as any foot soldier. The Duke of Wellington said that the mere appearance of Napoleon Bonaparte at the head of his army translated into the equivalent of an additional forty thousand men. A kind of electrical charge passes through the troops—he is sharing in their sacrifices, leading by example. It has almost religious connotations.

  We notice the same two styles in business and politics as well. The executives who lead from behind will always try to disguise it as a virtue: the need for secrecy, or their desire to be more fair and democratic. But it really stems from fear and it invariably leads to a lack of respect from those below. The opposite style, leading from the front and by example, has the same power in the office as it does on the battlefield. Leaders who work harder than anyone else, who practice what they preach, who are not afraid to be accountable for tough decisions or to take risks, will find they have created a well of respect that will pay great dividends down the road. They can ask for sacrifices, punish troublemakers, and make occasional mistakes all without facing the usual grumbling and doubts. They don’t have to yell, complain, and force their men and women to follow. People do so willingly.

  In urban environments such as Southside Queens, respect is an extremely important issue. In other places, your background, education, or résumé might lend you some authority and credibility, but not in the hood. There, everyone starts from zero. To gain respect from your peers, you must repeatedly prove yourself. People are constantly prone to doubting your abilities and your power. You must show again and again that you have what it takes to thrive and to last. Big words and promises mean nothing; only actions carry weight. If you are authentic, as tough as you seem to be, then you will earn the respect that will make people back off and make your life that much easier.

  This should be your perspective as well. You start with nothing in this world. Any titles, money, or privilege you inherit are actually hindrances. They delude you into believing you are owed respect. If you continue to impose your will because of such privileges, people will come to disdain and despise you. Instead only your actions can prove your worth. They tell people who you are. You must imagine that you are continually being challenged to show that you deserve the position you occupy. In a culture full of fakery and hype, you will stand out as someone authentic and worthy of respect.

  The greatest leaders in history all inevitably learned by experience the following lesson: it is much better to be feared and respected than to be loved. As a prime example, look at the film director John Ford, the man behind some of the greatest films in Hollywood history. The task of film directors can be particularly difficult. They have to deal with large crews, actors with their delicate egos, and dictatorial producers who want to meddle every step of the way, all the while being under extreme time limits and with large amounts of money at stake. The tendency for directors is to give ground on these various battlefields—to placate and cajole the actors, to let the producers have their way here and there, to gain some cooperation by being pleasant and likable.

  Ford was by nature a sensitive and empathetic man, but he learned that if he revealed this side of his personality he quickly lost control over the final product. The actors and producers would begin to assert themselves and the film would lose any sense of cohesion. He noticed that the notoriously nice directors never really lasted very long—they were pushed around and their films were lousy. Early on in his career he decided he would have to forge a kind of mask for himself—that of a man who was implacable and even a bit frightening.

  On the set, he made it clear he was not the usual prima donna director. He would work longer hours than anyone. If they were filming on some location with harsh conditions, he would sleep in a tent like everyone else and share their bad food. On occasion he would get into violent fistfights on the set, most often with his leading actors, such as John Wayne. These fights were not for show; they were bruising and he engaged in them with all his strength, making the actors fight back with equal force. This would set a tone—an actor would tend to feel embarrassed by engaging in his usual prissy behavior and ego tantrums. Everyone was treated the same. Even the archduke of Austria—trying to carve out a career as a Hollywood actor—was yelled at and pushed into a ditch by Ford himself.

  He had a unique way of directing actors. He would say only a few, well-chosen words about what he wanted from them. Then, if they did the wrong thing on the set, he would brutally humiliate them in front of everyone. They quickly learned they had to pay attention to the few words he spoke and to his body language on the set, which would often tell more. They had to raise their levels of concentration and bring even more of themselves into the part. Once, when the famous producer Samuel Goldwyn visited the set, he told Ford he just wanted to watch him work (a producer’s way of spying and applying pressure). Ford didn’t say a word. The next day, however, he visited Goldwyn in his office and just sat silently in the chair by Goldwyn’s desk, glaring at him. After a while Goldwyn, exasperated, asked him what he was doing. He just wanted to watch Goldwyn work, Ford answered. Goldwyn never visited him again on the set and quickly learned to give him his space.

  All of this had a strange and paradoxical effect on the cast and crew. They came to love working for John Ford and would die to gain a place among his exclusive team of return staff. His standards were so high, it forced them to work harder—he made them superior actors and technicians. An occasional nice gesture or compliment on his part carried double the weight and would be remembered for a lifetime. The end results of his tough and unforgiving manner was that he managed to maintain a higher degree of control over the final product than most other directors, and his films were consistently of the highest quality. Nobody dared to challenge his authority and he lasted in Hollywood as the king of Westerns and action films for well over forty years—an unprecedented achievement in the industry.

  Understand: to be a leader often requires making tough choices, getting people to do things against their will. If you have chosen the soft, pleasing, compliant style of leadership, out of fear of being disliked, you will find yourself with less and less room to compel people to work harder or make sacrifices. If you suddenly try to be tough, they often feel wounded and personally upset. They can move from love to hate. The opposite approach yields the opposite result. If you build a reputation for toughness and getting results, people might resent you, but you will establish a foundation of respect. You are demonstrating genuine qualities of leadership that speak to everyone. Now with time and a well-founded authority, you have room to back off and reward people, even to be nice. When you do so, it will be seen as a genuine gesture, not an attempt to get people to like you, and it will have double the effect.

  Keys to Fearlessness

  FOR IT IS A GENERAL RULE OF HUMAN NATURE
THAT PEOPLE DESPISE THOSE WHO TREAT THEM WELL AND LOOK UP TO THOSE WHO MAKE NO CONCESSIONS.

  —Thurydides

  Thousands of years ago, our most primitive ancestors formed groups for power and protection. But as these groups got larger, they encountered a problem with human nature that plagues us to this day. Individuals have different levels of talent, ambition, and assertiveness; their interests do not necessarily converge on all points. When it comes to the important decisions upon which the fate of the tribe hangs, the members will often think of their own narrow agendas. A group of humans is always on the verge of splintering into a chaos of divergent interests.

  For this purpose, leaders were chosen to make the hard decisions and end all the dissension. But the members of the tribe would inevitably feel ambivalence towards their leaders. They saw the necessity for them and the respect that should be paid to their authority, but they feared that their chieftains and kings would accumulate too much power and oppress them. They often wondered why this particular person or family deserved such a lofty position. In many ancient cultures, the king was ritually put to death after a few years to ensure he would not turn into an oppressor. In more advanced ancient civilizations, there were constant rebellions against those in power—much more intense and numerous than anything we have known in the modern era.