Because the truth is that they are fundamentally built on incentives. Yet, the average person still adjusts their life around the incentives of others, while the influential let incentives work for them.

You must know the difference.

Why Misaligned Incentives Ruin Everything

At some point in your career, you will not have full autonomy: You may sign a contract or borrow a loan. Things like these happen daily, but the average individual never considers the real consequences. Unfortunately for most, exactly this is the difference between a stable system and a ticking bomb.

Imagine you are an employee working on behalf of your company. You are especially rewarded for aggressive sales pitching; higher volume bears greater reward. You have now been incentivized to actively favor quantity over quality, so you send out a hundred low-quality sales pitches. But you later realize that you accidentally made a legal mistake.

Fortunately, it is not you who pays for this mistake. You were working on behalf of the company after all. Thus, nobody sued you, but they did sue the company.

• Your incentive (as granted by the contract) was to increase volume. Thus, your strategy was to increase volume exponentially, but you accidentally sacrificed quality in the process.

• The company’s incentive was legality (granted by the law). Thus, their strategy is stable and legal growth, but they sacrificed that strategy by giving you a misaligned incentive.

This scenario is a classic case of moral hazard: a structural failure where one player is incentivized to take risks because they do not bear the costs of their failure.

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But it could have all been avoided had you known the mechanics behind all negotiations.

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Equilibrium Doesn’t Exist. (Most of the Time)

Game theory assumes that rational players playing optimally will ideally reach a state of equilibrium, in which no player is incentivized to deviate from their current strategy, thus creating perfect stability. This is the Nash Equilibrium - and when taken outside of math, it falls apart.

In game theory, the Nash Equilibrium only occurs precisely because all operators are entirely rational. Everyone optimizes for the best possible outcome, and without information asymmetry, strategies adjust to one another, eventually becoming so well thought out that no dominant strategy can win the game anymore. Equilibrium has been reached - and the game now rests in stasis. And it happens every time.

But you have been in such a situation once. Whether an argument or negotiation, you have noticed that one person can walk away with everything while the other loses everything. And it’s not because they were luckier.

They were operating at an entirely different level. You must understand this void between the expected calculation and the irrational reality, as it hides the real game.

Levels Of Thinking

In behavioral game theory, it is assumed that, especially in zero-sum games, players try to be strategically ahead of their competition. This “level-k thinking” or “level-k reasoning” is the model that predicts how individuals engage with competitors.

It consists of multiple levels:

• Level 0 (k = 0): Does not operate strategically at all. Their behaviors are irrational and often random. Their choice may align with their favorite color, or whatever description speaks best to them. Their goal is to act without having ulterior motives.

• Level 1 (k = 1): Thinks strategically and plays the best response to level 0 players. Their goal is to react to level 0 players.

• Level 2 (k = 2): Thinks more strategically and plays the best response to level 1 players. Their goal is to anticipate level 1 players.

• Level 3 (k = 3): Thinks even more strategically and plays the best response to Level 2 players. Their goal is to outsmart level 2 players.

• … and this concept gradually increases until level ∞, which represents game theory itself; every player is now perfectly rational, and optimizes for opponents at their level (k = ∞ - 1 itself is a paradox and therefore not possible)

(Rule: When k > 0, a Level k player optimizes for k - 1; each level of k increases strategic depth.)

And this equation explains how one person takes it all so effortlessly. The game was already over before it even began. While you assumed the negotiator was on the same level as you, he already anticipated your moves. He knew you would act strategically. And he knew that before you even walked into the room, because he was experienced, and the hundreds of individuals that came to him before you had already proved him right. You matched his pattern perfectly.

But what could you have done differently? The answer is nothing like most people would assume.

Outsmarting the Game

In our current scenario, you were operating on level 1. You acted strategically and rationally, which seems like the right call - but it had been anticipated. Thus, the negotiator operated on level 2. The level best suited to counter any of your strategies. That is strategic positioning.

There are only two ways to win now. You would need to step up 2 levels to reach level 3. Such a feat may even be impossible. Even if it were possible, the results diminish. Remember: every level you step up moves you closer to equilibrium, decreasing your gain in the process.

The alternative? Go down.

Operate on level 0. This is precisely what the average person misses, because it seems counterintuitive at first. But you never challenge an opponent on his own ground. If he expects strategy, give him randomness: this is the art of playing dumb.

This model explains what your k-level does, but it does not tell you what shapes it. And without knowing where these levels come from, the whole model collapses.

The Doctrine & The Full Truth

The k-level of your thinking is not determined by rigid and static mathematics. Instead, it is entirely dependent on your current situation. There are three primary factors dictating the level of your thinking: your environment, your internal state, and your estimation of your opponent.

Your environment (or the “external state”) shapes your expectations. In low-stakes situations, people are relaxed and can think better. But in high-stakes situations, the exact opposite happens. You are stressed out, adrenaline kicks in, and your thoughts become increasingly blurry. Remember that stress is a strategy killer: the worst option suddenly sounds rational, while the best course of action becomes veiled and inaccessible. Your survival instincts interfere.

Your internal state modifies your efficiency without notice. Your mindset, sleep deprivation, or internal stress - these can change your internal state. It leads to overconfidence or inferiority.

The assessment of your opponent remains the most significant factor. Assuming your opponent acts strategically (k > 0) results in catastrophe if your opponent acts irrationally (k = 0). False anticipation is a death sentence for all strategists.

1. Assess your own level.

2. Predict the negotiator’s level. The environment in which the negotiation takes place is of utmost importance here: in high-profile environments, strategy is expected (Level 1 & higher), while in casual discussions, people tend to operate on irrationality (Level 0).

3. Adjust accordingly. Switch between levels if needed. Build and break patterns repeatedly.

Life is not about playing according to your ego. Sometimes, appearing dumb is the dominant strategy. Most people never come to this conclusion.

This week’s paid issue applies these exact mechanisms to one of the most sophisticated manipulation cases of the 21st century:

Math used in this post will appear here.

Ignore if disinterested.

1: The Best Response equation

Each level of thinking is a mathematical derivative of the level below it. To operate at level k, you must perform a "Best Response" (BR) function on the assumed strategy of a k-1 opponent.

2: The progression of Levels up to Infinity

As k grows, the equations move toward the Nash equilibrium, suggesting that increased levels of thinking yield diminishing returns.

3: Dead End Formula

The reason that “k = ∞ - 1” is a strategic dead-end is found in the breakdown of the recursive rule. Because:

If a man with his resources can be ‘incentive-hijacked,’ you are currently defenseless.

This article is not only a retelling of the scheme itself.

Instead, it is an actual breakdown of the Behavioral Exploits modern-day frauds use to bypass your rational mind.

No case represents this dynamic more astutely than the case of Elizabeth Holmes and her board: how she managed to twist credibility, eventually resulting in one of the most defining fraud scandals of the 21st century.

The Origins of the Venture

To understand how credibility is used by malicious people, you must look at the very start of the scheme.

At 19, Elizabeth Holmes dropped out of Stanford’s chemical engineering program. She then utilized her tuition money to fund a company she originally called “Real-Time Cures” - later changed to “Theranos.” Her pitch was to “democratize healthcare” while claiming that she could perform a large quantity of medical tests (from cholesterol all the way to cancer) using merely a single drop of blood from a finger prick.

This was ambitious, to say the least. Original procedures (venipunctures) involve drawing blood from a vein, which is much more costly and has its own psychological impacts varying from person to person.

Such claims usually do not survive a day without adequate credibility - and Holmes was well aware of that. She almost instinctively knew which audience she had to attract to fulfill her aspirations - older, more powerful men, those with the credentials and the money to back up her cause. If she could secure this demographic - even just a few of them - it would enable her cause.

Methods of a Schemer

The world is a large game of perception. And Holmes happened to know that. She did not play as herself. Instead, she learned to play a character. While some use the role as a powerful way to gain legitimate influence, Holmes utilized this strategy to deceive and imitate.

She wore black turtlenecks, mirroring Steve Jobs, which put her in the “outstanding visionary” category simply through the power of association, while also speaking in an almost unnaturally deep voice, evoking authority and power through mere sounds.

But there was one significant issue: scientists ask too many questions. Their experience is a double-edged sword. Sure, they might grant her important credibility, but when they realized that her blood tests did not work and were not even feasible, they would immediately destroy her reputation. Yet, there were bigger fish in the pond: statesmen and investors. Holmes knew where to fish, and she had a good hook.

Perception and Deception

In 2003, Holmes patented one of her works as an undergraduate: a wearable patch designed to monitor biological activity and deliver drugs in real-time. The patent was real1. The product was not. And all of this was possible for one critical issue: the Patent Office does not build the machine. Examiners only verify whether the idea is “new” or “useful” based on the description.

Today, almost all of her ideas are regarded as science fiction, but the patent was enough to convince uneducated investors. Her first big catch? George Schulz - former U.S. Secretary of State. Convinced by charisma and patents that no one actually tested. But this was enough: hundreds of investors followed.

Eventually, Theranos was valued at approximately 9 to 10 billion dollars. A number that exceeds the GDP of small countries. Following that, in 2014, Holmes’ likability reached its peak. She famously appeared on the covers of Fortune and Forbes

But Theranos was only living on borrowed time.

The Collapse

It was later revealed by whistleblowers that Theranos faked lab results and its quality control was nonfunctional. This was followed by a thorough investigation by The Wall Street Journal in 2015, which concluded that Theranos was not even using its own technology for most of its tests.

The board of investors later denied these claims.

But in January 2022, after countless investigations conducted by federal agencies, Elizabeth Holmes was convicted on four counts of wire fraud and conspiracy. She was sentenced to 135 months in federal prison.

The Mechanisms

The Holmes case states something extremely unnerving about human nature: people may appear credible, regardless of their true intentions. Not all credible people act in your interest, and many of them are willing to exploit you and your trust to further their goals.

Yes, Holmes was particularly adept at deception strategies. She did cultivate a persona mirroring that of Steve Jobs and went as far as to consciously lower her voice to exude an aura of intimidation and authority. But that was just the beginning. Every amateur con artist would be able to do the same.

What truly set her apart from the average fraud was rather simple: her social proof and her credibility, coupled with her patents. It allowed her to deceive Schulz, even until the very end. The real tragedy? Schulz passed away from old age; though his passing was described as peaceful, the shadow of Theranos will forever loom above his reputation.

But how did such influential and otherwise extremely intelligent people fall victim to such a fraud? The answer is simple. Their irrational behaviors were driven by three core mechanisms.

But just knowing these mechanisms is useless vanity. You must implement the complete red flag protocol.

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You can’t talk to each other, so you’re left with a single, high-stakes choice: cooperate with your partner and stay silent or defect and snitch.

The Wrong Solution?

Traditional game theory has already calculated the “perfect” approach to the prisoner’s dilemma. As usual, it is purely mathematical and assumes that all players operate entirely rationally.

The logic of the whole problem is defined by only three possible outcomes for you or your partner:

1. Cooperation - You both stay silent, resulting in a light sentence of 1 year for both of you.

2. Unilateral Defection - One of you defects and testifies against the other while the other stays silent. The defector is let free, but the one remaining silent gains a heavy sentence of 3 years.

3. Mutual Defection - You both testify against each other and are both sentenced to a moderate sentence of 2 years.

The dominant strategy here is to defect: you are either set free if your partner stays silent, or you will collectively serve two years (Nash equilibrium).

Simple in logic. Unusable in reality.

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Think back to the moment you and a good friend had an intense dispute, ending in severed ties. Before that moment, you likely assumed it would never come to this situation.

You tell yourself it was random. Unpredictable - A sudden crisis.

But it was never random. It has been readable all along, and the writing on the wall was constantly there. But until now, you never had the tool to read it.

Behavioral theory is the framework that makes these situations readable. And it allows for horrifyingly accurate and powerful predictions.

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Predetermined to Act.

Most people like to imagine that they act freely. That humans are the species of “free-thinkers” and philosophers able to reflect on their past behavior and ultimately oversee their own minds. This notion of autonomy keeps them stable but also blind.

Having internalized the idea of the free mind so much, they forget to meditate on how humans truly form beliefs - and it is not a decision made with great autonomy. It's a compulsion consisting of two stages.

The uncomfortable truth is that most people are optimizing for something, and they will not tell you outright. For some, it is a conscious desire - ambition, wealth, or status - while for others it persists unnoticed, like the hidden need for approval or underlying narcissistic tendencies.

This behavior, the first stage, is the result of evolution over generations: the happy and fulfilled grew stagnant, refusing to engage with the hunt and forgetting to hoard their resources for winter; thus, they starved, and their genes never had the chance to be passed on. We are the children of those who were never satisfied, and we cannot avoid our nature indefinitely.

But whether we act on our desires is never guaranteed. They are internal - a construct of our mind. And that’s the only thing keeping them back; there is still a possibility that your wants are not socially compatible.

The consequences? Social exile. And it is the capital punishment for any human. Without contact, our being begins to deteriorate - it must be avoided at all costs. Thus, there must be a reward for an action that is greater than the potential pain caused: an outcome benefiting us greatly while also validating our internal desires, dreams, and ambitions.

Slowly, our pain aversion erodes. With every reminder of the reward, it breaks even the last line of defense against pursuing your own interests and begins the second stage: incentivized behaviors.

And this is the moment a person becomes predictable.

Incentivized Behaviors

Actions showcase what we optimize for and what we aspire to be. You do not need to be capable of reading minds to predict another person's actions: if you map their incentives, you can predict what they will do.

Thoughts are sketches. They indicate a direction, but there is no compelling “why” yet; the direction becomes unreadable and unmappable. That’s why you need to be reading incentives.

Logic of the Incentive

Incentives are rewards, whether tangible (e.g., money) or intangible (e.g., status). But their effectiveness depends on receptivity.

If your goal is to build wealth and status, you naturally grow receptive to incentives aligning with that goal. One day, you will begin looking for ways you can fulfill your ambition. These suggestions offer you an incentive: “If you do (x), you can expect (y)”; build a network to increase connections and influence.

Incentives are basic logic, but they weaponize your imagination. You expect the reward; you assume it as a matter of fact. That allows them to modify and impact your behaviors. In reality, the average person rarely just “stumbles” upon incentives. Instead, they are given.

And family dynamics are not exempt from this. Affection can turn transactional. Approval is allocated to those deserving of it.

The whole reason you go to work in the morning is related to incentives. Even when you deeply despise your job, you still show up. The consequences of having no income and the reward of gaining money prevent you from deserting the economy.

Remove incentives, and all structures collapse.

Incentive Misalignment

Think back to the moment you and a good friend had an intense dispute, ending in severed ties. Before that moment, you likely assumed it would never come to this situation.

Your relationship began in a state of shared goals or ambitions. But they diverged. You have begun following your own path, and so has your close friend. You might have developed a liking for reading, but your friend declares it boring and still urges you to go clubbing virtually every weekend.

Your goals misalign, and, likewise, do your incentives. It begins to impair your connection. At that moment, the worth of the connection decreases. Cutting ties becomes less hurtful and appears increasingly more like a natural process. Both of you blame time passing: “It’s just not like the past anymore.”

But now you perceive what everyone else would have missed. It was never about time. Your connection was not built purely on feeling but on shared memory and experience. As motivations began to differ, your incentives were gradually misaligned, and it ultimately resulted in chaos.

Incentives are engines. Drain them of fuel, and connections are burdened.

The Incentive Doctrine

1. Assess. Is the connection primarily built on incentives or feelings? The group you work with in business functions differently from your romantic relationships or deep friendships. One is built on shared incentives - working for a shared outcome; the other runs on emotions as fuel.

   1. To find out which dynamic you are dealing with, cut the incentive; see who stays, and take note of who leaves.

2. Analyze.

   1. Find out what the other person is optimizing for. Compare it to what your goal is. Assess who truly benefits: Is it asymmetric or mutual? True alignment pays both sides.

3. Prepare.

   1. Incentives rarely last forever. What could cause your incentives to diverge? Plan to stay ahead.

Most people lose connections because they never understood them in the first place. You no longer have that excuse.

Same number. Same outcome. Completely different reaction.

This is not random. It is readable. And once you can read it, you can predict it before the negotiation even begins.

Behavioral game theory is the system that makes this possible. It takes the mathematical logic of traditional game theory and applies it to the actual battlefield that is the human mind: one that is irrational, biased, but entirely consistent in both.

Yet most people still fail to grasp the very basics that facilitate predictive modeling.

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The Rationality Fallacy

Traditional game theory assumes that all actors have infinite cognitive potential, remain purely rational, and possess a miraculous level of planning capability. In essence, they are only bound by limited, “asymmetric” information.

This is never the case in real life. Instead:

• Humans are extremely irrational

• Intelligence vastly differs from person to person

• Individuals rarely optimize for a maximized and objective outcome

Bottom line: humans are individuals with unique beliefs and neural structures that shape how we engage with the world; what seems valuable to one person is despised by another.

In total, there are about 180 different biases that affect an individual’s approach to situations, but only three actively shape how they think. The rest are niche, statistically irrelevant in the broader scheme. Predictions are meant to be reliable, not perfect, because perfection is impossible when dealing with humans.

Human Loss Aversion

Loss aversion - the bias driving our economy. Humans innately fear losing anything. An evolved behavior. It once served to protect our resources in our ancient past and protected us from naivety. However, our internal systems are outdated. 300,000 years of evolution is nothing. Homo sapiens is still largely what it was back then, merely with more intelligence. Biologists call it an “evolutionary mismatch”: what was beneficial in the past now haunts us today.

And it’s used to full effect now. Companies and salesmen speak in mannerisms meant to evoke a feeling of loss if we do not act fast enough - and it is a profitable business: “Buy now, or miss out forever.”

We fear losing something we desire, but what we desire is individual. And this ruins predictions if not accounted for.

Present Bias

Game theory assumes that everyone is plotting for a future outcome, but it forgets that humans are evolved to live in the present. Compulsive decisions lead us to make decisions that benefit our present but end up hurting our future.

Status Quo Bias

Another testament to our resourcefulness. The brain constantly evaluates, “Why change this if we've always done it like that?”

Yes, humans are naturally curious creatures, but when it comes down to it, we prefer the old ways over the new. The feeling of control and knowledge is what keeps us from opening up to new situations.

The Prediction Model

This is what behavioral game theory actually enables. Not perfect prophecies, but a systemic and systematic predictive system.

Although biases bring about unpredictable behaviors, the bias itself will remain constant. It does not fluctuate in its function; it stays the same: consistent. Measurable. Exploitable.

The Reference Point

A gain and a loss are only defined relative to the starting position. Consider our prior example: two people who each walk away from a negotiation with €70,000. Objectively identical outcomes. But one of them entered expecting €60,000 and left satisfied. The other entered expecting €90,000 and left furious. Equal outcome, identical number, yet a drastically different reaction due to differing projections.

Identify what someone believes was meant to happen. Most people have already made up their minds way before the actual outcome.

To map someone’s expectations, uncover what they had already possessed once. People treat their past peak as a floor they are entitled to return to. A person who earned €120k but now earns €90k does not feel like someone earning €90k - their expectations will match this belief.

Finding out about someone’s past successes is not difficult at all. Most people flaunt their successes openly or announce them outright. Even a simple question asking them about their biggest success usually suffices - when it comes to bragging, the human filter drops fast.

Status-seeking Behaviors

Whether the person optimizes for objective outcome or social standing. Many decisions that appear irrational become fully predictable once you realize the actor is not playing for money or efficiency but for status and recognition.

This behavior is common in individuals who feel that they have a lot to lose. A renowned leader is keen on keeping their reputation. The same applies to the “nobody” trying to prove his worth: both will inevitably act irrationally.

Loss Treshholds

How many downsides can a person take before reason is overwritten by fear? This varies per individual but is readable from their behavior: how they elaborate on past losses, what they avoid, and where they hesitate.

Once you locate this threshold, you can predict the exact moment they will defect or freeze.

Application

This is not a math class, and I am not trying to teach you how to count to 180 biases. This model accepts three inputs: reference points, status, and loss thresholds. That is the full model.

You have now been handed a map most people do not even realize exists. All your life, you have been told that “humans are unique” and that they are utterly unpredictable. This is wrong. Behavioral game theory does not make humans less irrational. It makes their irrationality readable. And that is enough.

The Genius Dilemma

Intelligence often signals prestige. An intelligent person tends to be respected by outsiders. So, logically, many people aspire to show their intelligence, whether through their arguments or through eloquence.

However, the underlying issue is much more potent than many assume: you will inevitably lack intel.

Picture a negotiation: your competitor wants to achieve maximum profit, so they omit vital information. There are two approaches now: the genius’s approach and the idiot’s approach.

The negotiator expects the genius to understand core aspects of the contract. Thus, they will explain only what is necessary and trust that you will come to your own conclusions. Due to your goal to radiate competence, you avoid asking questions. This may seem like a good strategy, yet you will find yourself missing intel.

In contrast, the one adept at playing dumb will ask questions - regardless of their stupidity. Through this, the negotiator will feel empowered and reveal more information - even when they probably should not disclose more. This false sense of security is your upper hand.

The Insight

This mechanism reveals something about human nature: any sense of security makes us too comfortable in high-stakes scenarios. The person who gets too comfortable first is usually the one who ends up losing because of it. They disclose too much, they pay less attention, and they feel as if they have already won.

“Playing dumb” is not about being an idiot, although the average person likes to pretend it is. Instead, it teaches sharp situational awareness - a skill the average person lacks. You must not be dumb in every situation; that merely makes you a fool. Instead, the real questions are few and scarce:

• How can I lure my opponent into a false sense of security? Security comforts, even when it’s an illusion.

• How can I get them to reveal more about their intent? The devil you know is the devil you can vanquish.

• How can I get my rival to underestimate me? Bring them out of balance. Fuel their overconfidence.

• How can I minimize perceived threat? The sweetest fruit bears the deadliest poisons to defend itself.

If all of these conditions can be fulfilled, you should play dumb, but not overtly idiotic. The core maxim:

Act blind to the greater scheme, not deaf to the words spoken.

This is not the entire truth.

Influence is earned. But there is a mechanism behind it, and these mechanisms can be manufactured. Understanding these processes will save you years of unnecessary effort.

The Uncomfortable Truth

Influence is not actually real.

It exists in our perception. We are not influenced; no, our brains allow us to be influenced - and it happens without our consent.

This mechanism goes way back and is a product of our evolution. Humans have always existed in groups. On our own - in our natural state (without tools) - we are vulnerable. Thus, the human is continually searching for a new group, a “tribe.”

Over time, a hierarchy starts to form naturally. The one at the top is the one who consolidated the most influence and can now exert it within the group.

But how does the group decide which person is worthy of leading the group?

How the Group Decides

The answer is perception.

• Not “real” strength

• Not “real” competence

• And not even “real” intelligence

You must learn to project these signals; whether you actually possess any of these is rarely of concern when starting. It will play a role in keeping influence, but in attaining it? Rarely.

There are 3 important signals most people are not conscious of:

The first is confidence. Confidence is infectious. It is a well-documented and dangerous fact that people who exude confidence can easily persuade others into believing their words, even if they do not make any sense at all. It bypasses every defense a human brain has.

Secondly, body language - a silent killer. Bad posture, weak gestures? Your perceived status drops instantly. Be more conscious, correct your posture, and use your hands to articulate.

Lastly, charisma. A smooth speaker will always be able to persuade. Charisma is law, and you can learn to cultivate it in this post. The one thing you must know, however, is that you must practice strategic vulnerability. The one who seems perfect does not generate awe; he invites envy and alienation. But strategic vulnerability is not about sharing a deep-seated insecurity. It is much rather something small, like a secret admission, perhaps even something you would not consider a vulnerability. Therein lies its brilliance: it builds trust without sacrificing status.

These signals matter because they defy logic entirely. They purely operate through inference - and that’s more potent than any form of logic ever could be, because it’s subjective. It’s a graspable and deeply personal concept.

The Doctrine

These signals and behaviors matter because they are not measurable. Humans never analyze status logically. There is no clear formula. Instead, they infer your status from what they witness and what they have learned to perceive as high status.

• A loud and confident voice.

• A strong posture.

• Relaxed body language.

These signals transcend traditional logic; they overshadow your flaws, and it’s called the halo effect. They create a narrative: “This person seems confident; they must be competent,” is what they assume - regardless of whether it is true or not.

Influence is not about controlling people or being the best logical candidate. So here are the rules of influence:

1. Let people create narratives in their mind - Never overexplain or justify your actions. Let other people only see the result; they will make up narratives inside their own minds, and they are more potent than any story you could fabricate.

2. Stay calm at all times - Never react too fast. Those who overreact are often mistaken for being unconfident and incompetent. Do not allow yourself to be subjected to these ideas.

3. Stay in your niche - Power and influence are all about positioning. Operate in a position you can control.

Closing

Most people wait to be recognized; that’s the uncomfortable truth - and it’s the wrong sequence. Recognition follows positioning, and positioning precedes proof.

Always engineer the perception first. Then, deliver the substance.

This belief is wrong. And it is hurting your career and social life more than you might think at first.

The truth is: you only have 60 milliseconds.

The Truth about First Impressions

First impressions are important. They may even be the most important factor in our everyday lives. A good first impression:

• can get you a great job

• enables you to build networks and build relationships easily

• can close a deal and win negotiations

• triggers the “halo effect” and raises your status immediately

But a bad first impression? It can ruin someone’s entire perception of you immediately. And you may never recover.

The Mechanism

Humans decide who is trustworthy and who should be avoided in their first interactions with someone. But this does not happen consciously.

This behavior is rooted in our neurology - and it works just like evolution demanded it: Within the first few milliseconds, our brain immediately analyzes certain signals. This is why we feel like we can perceive someone’s “energy” or “aura” by simply being around them, because we can.

But it is not based on magic. It is science. Real and quantifiable science.

The Assessment

Within the first 60 milliseconds, certain parts of your brain, especially the amygdala region, heighten in activity. This region is responsible for threat detection, but it also interprets social cues, causing a fast trustworthiness assessment (<60ms). Luckily, this assessment is flawed and can be actively influenced in your favor by adjusting your behavior through subtle body language cues:

• Keep your hands visible - Evolutionarily, hidden hands signaled a potential threat (a hidden weapon, such as a rock or a spear). Upon first impression, this can cause a cortisol spike in the person you are engaging with. When this happens, your credibility dies immediately.

• Point your torso directly toward the other person - Open gestures like these immediately signal engagement rather than threat, boosting likability.

• Do not force a smile - This one is lethal. If your smile is not a genuine “Duchenne” Smile, meaning that the muscles around the eyes are not actively engaged (which usually happens when someone fakes a smile), the smile itself will be misinterpreted as hostile or pretentious. If you cannot smile genuinely, remain with a neutral facial expression.

• Avoid harsh eye contact - Always keep a steady eye contact, but do not try to dominate the other person through it. Remember to blink. A dead stare can trigger threat detection.

• Regulate yourself first - If you are anxious, the other person’s amygdala will notice. In some cases, this might cause anxiety in the other person, immediately associating your presence with the negative feeling of anxiety. To calm your nervous system fast, take 5 - 6 deep breaths while exhaling longer than you inhale.

The next Step

To cultivate the perfect first impression, you must go one step further. Everything we discussed before was only the tip of the iceberg.

The next step is to cultivate the Halo Effect: a potent psychological phenomenon that changes perceptions. It occurs when one positive quality is so strong that it overshadows all perceived flaws; that is why it is called the “halo effect”, and it can have borderline magical results - but only if it is utilized correctly.

Here’s where most people fail: they try too hard. Their only mission is to impress others, but this does the exact opposite. It pushes people away. It bleeds out your credibility and drains your status.

How to Trigger the Halo Effect (2C-Rule)

First of all, the halo effect is not a performance. Instead, it is all about positioning, the essence of influence and power. Successful people know this. That’s why they are operating at a level where impression is inevitable, rather than trying to convince anyone. To utilize this, I have created a rule of thumb that anyone can apply in their daily lives, the 2C-Rule:

1. Competence signals - This is the skill of knowing what you are talking about without needing to prove that you know. Speak less, but more precisely. That way, you are perceived as more intelligent than the person who speaks constantly but broadly.

2. Composure - Always remain calm, even when under stress. The person able to remain calm when others frantically panic reads as someone who has dealt with worse. This makes you seem much more intriguing and guarantees a rise in perceived status.

Nonetheless, there are still things you must always aim to avoid:

• Never over-explain. Competent individuals do not justify their positions unless they are explicitly asked to. Every unnecessary explanation signals insecurity.

• Never react too quickly. Composure is visible under challenge. When a threat arises, strive to remain the calmest in the room.

• Never seek confirmation. This one is basic logic: seeking approval makes you seem weak, not competent.

The truth is, most people will read this and do nothing. They will return to the same rooms, the same introductions, even the same habits - and then they go on to wonder why certain people seem to command respect and authority so easily while they must work twice as hard for half of the result.

The answer was never talent, nor luck.

It was the first 60 milliseconds: the visible hands, the calm and precise movements. The composure when others would have expected panic.

These are not personality traits. They are learnable signals, changing how others perceive you.

• You now know what the assessment looks like and why it happens

• You know what triggers the halo effect and what destroys it instantly

• You know the 2C-Rule and how to apply it in any high-stakes scenario

The only thing left to do is to apply it.

Most people will not. That is why these methods still work.

This guide will fix that. It goes over every major body section in cold reading to show you exactly what you must observe, and what it might tell you.

Most people reveal everything without even saying a word.

Eyes tell everything.

Read more

You must know that the brain is a resource-optimization machine. Any type of information we gather is automatically evaluated. It’s like your brain always asks itself: “But is this even relevant?”

If it is not relevant enough, the information is discarded.

This behavior is a product of our still ancient wiring. Evolutionarily, we haven’t changed severely when looking at our brains. Its structure is still largely the same.

Sure, we may be smarter all around, but this is mostly due to our access to information and our increased life expectancies, rather than any change of structural nature.

That’s why our brain still evaluates information and the reason it still filters based on relevancy; it’s trying to save energy and operates from a “survival first” perspective.

But there is one fatal flaw: the evaluation is subjective. Each human holds distinct ideas of what’s important and what’s irrelevant. The filtering system is not infallible. It’s prone to trickery. And you should utilize that. Through creating urgency.

Deadlines supercharge Learning Processes.

The easiest way of creating artificial urgency is to create deadlines. Whatever you learn, you must set yourself a deadline. It must be realistic, but brutal.

• No second chances.

• Do not move the deadline a few days back.

• Do not move the goalpost.

Just one small exception removes urgency. This should be a stressor; it has to be for the technique to work. When an external stressor is present, your hippocampus, the part of your brain responsible for memory consolidation, begins to act more efficiently.

More neuroplasticity (stronger synaptic connections), more neurogenesis (production of new neurons). Learning becomes faster.

According to some evidence, the volume (size) of the hippocampus may even increase, yielding benefits even outside your current objective (source: Maguire, E.A., et al. 2000).

Passion is the Secret Ingredient

Learning can be hastened without stressors, but only through passion.

Most people already experienced this in their school years: every lesson feels difficult to get through, and you feel like you’re barely learning anything. But when it comes to your hobbies, you suddenly learn everything naturally three times as fast.

This is not necessarily about your intelligence or IQ.

It’s passion. Passion creates urgency without needing an acute stressor, yet it yields the same benefits.

But what if you’re just not passionate about something?

Gaslight yourself.

Sure, that seems excessive, but it’s always a way. If you can properly convince yourself that the information you are processing is utterly fascinating and rewarding, your brain will act accordingly. But that takes time, and it’s not a very clean way to do it.

The more elegant method is to connect the current topic to your interests.

Example: Learning economics is boring, yet you are potentially interested in trading? Combine both.

Remember that life is about synergies; it’s about how you combine things. This turns your weaknesses into strengths.

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Power in Perception

When we speak of power, it’s an interpretation of how something is perceived. There is no objective definition of “power”, just different ways of grasping the concept itself. Money, for instance, can be seen as power, but without the right contacts, you will not be able to draw true influence from it: without a seller, money is worthless. Most concepts related to power are totally finite; once they run out, your power and influence diminish immediately.

Yet, there is one universal type of power that’s unconditional: It can be called upon immediately, at any time, and - when learned - it becomes endless and illimitable: words. Every human needs to interpret what they perceive, and language just happens to be interpretation in its purest, most brutal form. Thus, words become the primordial form of power: money, status, and influence - they are all important to us because we sweetened them with delicate and delicious rhetoric to persuade the average person into believing these are the true sources of power.

There will always be some parts that are rooted in our nature. The search for power can be seen as an evolutionary adaptation because it offers increased chances of survival for those who pursue it, yet it is undeniable that our language has amplified our search for it.

But nature is irrelevant. It has no use for us; it’s set in stone and permanent. Words, however, are to be used to our advantage. And it’s exactly what the truly powerful - politicians, dictators, authorities, and CEOs - do all the time.

Frame Control

The language of the powerful focuses on one key aspect: frame control. To establish a narrative (a frame) to tell a story that paints the person themselves as superior. The key? It’s never blatant.

Narcissists openly broadcast, “I am better than everyone else”, and it’s laughed at and ridiculed, because, frankly, it sounds like you’re speaking to an overly upset child on the verge of bursting into tears from their utter insignificance. In contrast, the powerful only covertly hint at their superiority through ambiguity. And it starts with the simplest forms of power projection. They never say “I’ll try”; instead, they say something like “I’ll learn this”. Granted, a rather simple example, though it encapsulates the essence of what they are trying to make you perceive. While “I’ll try” is perceived as admirable, “I’ll learn this” is more of a strong declaration of confidence: I will not only try, but I will learn, and I will grow from this attempt to achieve success in the end because I learn, therefore I grow.

No Explanation Necessary.

A crucial aspect is the lack of explanations. Instead of explaining why they decided a certain way, they’ll only explain what is absolutely necessary. They know that people will ask whenever they need to know something, and if they don't, it's irrelevant. Over-explanation is perceived as being submissive. It’s like asking permission to do something, rather than doing it with conviction. Weak. No frame nor respect granted.

On Silence

Another vocabulary all those who hold power are intimately familiar with is silence. Sometimes, the best way to deal with something is not dealing with it at all. As we previously discussed, over-explaining is often interpreted as submissiveness, and it just so happens that silence can be a way of forcing the opponent to over-explain, thus pushing them into revealing secrets or making mistakes.

This is why the powerful take their time. They do not immediately react; they wait two or three seconds, sometimes even up to five, before responding. This not only makes them seem thoughtful, but it also maximizes the chance of the adversary being forced to add additional information due to being uncomfortable with the deafening silence.

The Doctrine

Let’s synthesize this knowledge into an operational doctrine.

1. Realize that power is born from perception and is entirely manipulable.

2. Use words deliberately to aid your frame in any given situation: each word shall be picked with intent - structure amplifies power.

3. Speak when necessary, remain silent when unasked: if it’s important, others will ask. If they repeatedly do not ask when it is truly important, you should not be working with them in the first place - they are a liability.

4. Lay out the paths: limit the perceived paths by presenting binary options, “It appears as if you could either do (A) or (B), yet (B) presents the following problems: […]”

5. Speak in outcomes: “it will be done” or “this will change” rather than “trying” or “hoping”. Finality enhances impact.

The Paradox

For some, this all just seems like a “whole lot of nonsensical talk”. How could words have such a great impact? They will find themselves asking for a reason to believe this all, and may even question if there is any truth to this. Such is the beauty of ambiguity; it can capture even the most critical of thinkers.

Yet, even they will find out that if they use this knowledge and integrate it well, reactions will shift.

This knowledge will aid you well.

The Search

Recently, I have been asking myself the following question: What is the most efficient way of governance? To answer this question, I have set out to analyze various styles of leadership, each consisting of its own doctrine and enforcement. Yet, I likely discovered the most dangerous of them all: the cult.

What is a cult?

Cults are not really that obvious anymore. They have drastically adapted, become more vicious and more dangerous than ever. They are not mere religious zealots or underground societies anymore - that would be too confining and dangerous.

The key aspect of a cult is some degree of worship, yet - contrary to what the average man believes - it’s not limited to spirituality. We can loosely define a cult as a group of people governed by a powerful autocrat or a centralized group of oligarchs while revering a certain object of desire: whether the leader himself, an ideology, a god-like being, or even a business model that works to keep followers in line. Versatility and adaptation breed true danger, after all.

The key to identifying a cult is its “us vs. them dynamic”; it’s dangerous, and it’s potent. A cult enforces through feelings of outside alienation: followers are told that the outside world is cruel and indifferent, yet the cult is caring and comforting - only as long as you are compliant, of course. It’s transactional: feigned empathy and false promises to deliver hope in hopelessness, purpose in spite of a seemingly indifferent world. That’s the appeal: immediate result - comfort and belonging - for a small price - compliance.

The “Perfect” Cultist

In cults, each member is chosen with intent. In the past, this took in-person recruitment, which is slow, boring, and has a low rate of success. First, you had to look out for individuals who can be influenced easily and seem desperate enough to engage in cults, then you had to make sure they did not realize the nature of the cult immediately, so that they can be drawn in. Inefficient and unreliable. But then, suddenly, a new form of recruitment appeared; more vicious and contagious than all others: algorithmic recruitment.

The core concept? Simple: Just create a content funnel on social media. YouTube for cults of personality, X for political cults, Instagram for aesthetic cults, and finally, TikTok can be applied for practically any kind of cult, as it maximizes exposure. Modern cult leaders will simply post their content there, and the algorithm will do the rest. It’s easy - and it’s potent. Truly a cult leader’s dream. With algorithms promoting increasingly polarizing content, rewarding extremism in the process, this method’s return on investment has become exponentially greater, and so the downward spiral for the individual begins.

The Cult you did not know about

What makes a modern cult truly frightening is that it seems innocent from the outside. It’s perceived as a normal movement; the purpose of a cult may even seem understandable or relatable. A prime example of this cult-like mentality is self-improvement. No, I am not criticizing the act of improving oneself. However, some sub-cultures of self-improvement have gathered followers in a cult-like fashion, often under the leadership of a self-improvement Guru. Not an expert, not a grandiose achiever, just a false idol feigning competence to a large degree in a grand masquerade of deception. They believe themselves to be the only ones who are “doing self-improvement the right way” and that all others who are not part of the cult itself are either wrong or dangerous. People outside the cult are labeled inefficient, slothful, even. They will drag you down and devour your potential, so they say. This grand delusion spreads like an infection throughout these cults. “Our great leader is the pinnacle of self-improvement” is a common assumption in such circles.

Maintenance and Cohesion

One of the central aspects of a cult is its self-enforcing nature. Cult leaders rarely need to enforce their rules or norms - devotees will tend to do just that, sometimes with greater efficiency. Whether through true conviction or a desire to be seen by the cult leader, these acolytes tend to enforce the doctrine of the cult and punish dissent. While this tends to lead to lower maintenance and high cohesion, it also becomes a prime breeding ground for fanaticism. That is where the true danger of cults lies.

Once fanaticism becomes a staple, the cult leader gradually loses control over his followers. Fanaticism breeds deviance, and deviance breeds disorder and revolution. This tends to be a tipping point: the next mistake may be fatal and trigger an uprising. Fanaticism is self-cannibalizing; anything not extreme enough will not be accepted and is struck down almost immediately. At this point, the cult can be perceived as a real cult, even from the outside. Cult-like political movements from any side of the spectrum show this.

Risk

Despite the obvious risk of seeming weird and awkward to the larger public, the real risk of cults is, as previously stated, their gradual descent into fanaticism. Generally, we can infer that leaders tend to thrive in cult environments, while members are subject to indoctrination and unending propaganda. Whereas members have to bend to stay accepted, leaders enjoy a large degree of freedom. In cults of personality, this is amplified by a thousand.

How bad are Cults really?

The question asked should not be whether cults are inherently good or bad; you might find examples for both cases. Instead, we should take a look at what we can learn from them: cults are obedience machines. Unsurprisingly, members are often willing to give up their own freedom to become part of the “community” due to the psychological tactics employed by the cult’s leaders. They are efficient - there is no doubt in that, and they require minimal maintenance due to their high cohesion. Yet, no cult lasts an eternity: its life-cycle demands downfall, often by the hands of the extremists once holding it together. Compared to other forms of government, such as autocracies - dictatorships and monarchies that govern entire nations through institutional power - it’s clear that a cult itself is not built to encapsulate nations, but rather to control a sizable group of individuals.

Verdict: Stable, but not long-term.

What Status is

Status does not care about objective reality. Status is not something that can be properly defined. In fact, it’s all perception; subjective reactions to a perceived outside stimulus. What one person may perceive as “high-status” may be worthless to another.

The average still live by the common lie that status, confidence, and influence is all about “being yourself” - that this builds authority. Yet, in reality, this does more harm than good and only really works if you have an already sharp and interesting personality. Safe to say, you should not bet on that.

Exposure and Status

Exposure, the act of being around others and socializing, may seem like the most obvious way to build solid status. Isn’t it obvious? You are literally talking to people and actively networking… right?

False. Astonishingly so.

Exposure works wonders at first, because you need to make a name for yourself. In a new environment, nobody really knows you. So it makes sense that socializing is key. Yet, there is a delicate trap in here: the threshold at which exposure and socializing becomes an annoyance to others.

Humans are innately materialistic. What is scarce must be valuable. It’s why people become addicted to drugs. The rush is not endless - it will inevitably end, and you will return to the dull baseline afterward. This makes the moment special and captivating. If it were endless, the flawed biological machine that is our brain would simply adapt and accept it as a new baseline. It becomes boring.

The same goes for humans. It’s a common scenario: we meet someone new, befriend them, and are entertained by their talkativeness and their natural storytelling. At first, it seems entertaining. But after hearing the fifth story on a cold Monday morning at 8 am, it suddenly becomes infuriating. Too much exposure, too soon.

Abundance in presence kills status.

Scarcity and Influence

Scarcity, on the other hand, preserves status. But only if done right. Most would assume that scarcity implies total absence to avoid “overstimulating” another with your presence. That is idiotic and false.

Building scarcity - and influence, by extension - requires some amount of prior exposure. It’s not like your name magically appears in the heads of others - logical, right?

That’s where strategic absence comes in. A rule of thumb is to cut engagement in half: you must either cut the time of exposure (the time spent around another person) or the total amount of exposure. At a certain point, social exposure becomes radioactive, but this method helps you steer clear of that. While it may sound weird it first, this method actually enhances your social interactions as they become more meaningful: As quantity decreases, quality increases and influence grows - the economic principles of supply and demand apply to human nature too.

The Exception

Rigid adherence to such methods is equally dangerous as overexposure. Never be absent in crisis. If you aim for influence, this is the point at which overexposure is necessary and actually powerful.

Human nature becomes unrecognizable in emergencies. What is deemed unattractive or repelling suddenly becomes worthy of admiration. That’s because the human mind is constantly adapting itself to situations. Few genuinely understand that every human is hypocritical when survival is at stake.

As for the situation at hand, you must put yourself into the spotlight of the crisis. Be there for others and show your abilities and competence. But when it inevitably ends, you must return to strategic absence, unless you want to tear down what you’ve built.

The implication

Exposure does not guarantee success. The same goes for absence. It’s a mix of both that creates potency. As much as this essay is a reminder to remain conscious about your presence, it should also highlight the issue of overcommitment, in any field.

No single technique guarantees anything. No single method owes you anything. You must adapt and synthesize techniques, such as presence and absence. Life is a game of resource management - one may resent the masquerade, yet it’s integral to how society works. The opportunity and the resources - even when scarce - are always there. But can you seize them strategically?

No one knows what “Charisma” is

To this day, most people do not even know what charisma is. And it is so much more than “just be funny” or “just be a good person”. This unfortunately says a lot about our society - a phenomenon so grossly exaggerated in the media, yet no one can define it properly, and even fewer can apply it.

So, I argued that charisma does not exist as a personality trait.

Did I confuse you? Good.

Does Charisma exist?

People are different when they are around others. Humans naturally form a mask with which we participate in the great game of life. One of these masks is called charisma. While it may at first seem like a personality trait, it is arguably not. It is much rather a result of an equation filled with factors that contribute to a traditionally charming character. So, if we had to abstract it, charisma would be defined as:

Intellect and depth of thought coupled with social awareness, confidence, boldness, and risk-taking attached with wit and humor, built on boldness and confidence - a psychology synergy creating the perfect outward persona.

Thus, creating a perfect mask. And now we finally have a definition that we can work with.

The Persona & Those who cannot Feel

To explain the complex nature of human interaction and behaviors, psychologist Carl Jung came up with the concept of the “persona”, describing it as:

“A kind of mask, designed on the one hand to make a definite impression upon others, and on the other to conceal the true nature of the individual.” (Excerpt from C.G. Jung’s “Two Essays on Analytical Psychology”)

From this, we can conclude that what we now know as “charisma” is, in fact, the idealized version of Jung’s concept of the persona. And this can be seen in one group in particular: Antisocial personalities, primarily Psychopaths. Modern media portrays them as insane, almost schizophrenic, and paranoid. This is astonishingly wrong. Psychopaths are unable to perceive emotions in the same manner that neurotypical (“normal”) humans do. Initially, their detachment makes them appear cold and disconnected, sometimes even socially awkward.

Until they shape their persona and embody charisma to compensate. Indeed, it could be argued that psychopaths understand charisma better than any neurotypical person could - forced to construct charm rather than feeling it, they become more familiar with it.

Constructing a flawless mask

A good persona is a functional persona. As we learned from psychopaths, its true authenticity is of no real concern, for repeated utilization of the persona will melt it into what we are - the conscious becomes subconscious, and it will appear to others as if it were a personality trait. After all, pretending becomes being; what began as strategy will be mistaken for nature.

How Validation Contributes to Appeal

Being socially validated and validating others contributes largely to a charismatic persona. Whereas being validated boosts your social status, in turn increasing your desirability directly, validating others leads to relationships that make the other person feel good, indirectly increasing your desirability.

We all secretly desire to be validated, even if we rarely admit to it. It makes us feel valued, superior even. It triggers natural pain relievers within our brain that promote feelings of well-being, happiness, and euphoria

The Power of Smiles and Names

The simplest form of validation is the smile. Even something such as this simplistic gesture can subconsciously invite a feeling of validation into the minds of others - strong is the love for validation.

Names, on the other hand, have something rather special about them. Something we cannot quite explain.

Everything we do: every failure, and every achievement. Every emotion experienced, and insecurity conquered - everything we encapsulate that gives us the idea of self - that gives us a coherent thought of “yes, this is me” - links back to our name. “Remember that a person’s name is to that person the sweetest and most important sound in any language”, as Dale Carnegie, author of How To Win Friends & Influence People, once masterfully stated.

To put it simply: names hold extraordinary power that we cannot quite comprehend. The value of a name goes beyond meaning or reason. It is “us”, and we accept it as a fact - as a divine law of our life; thou shalt answer to thy name. A power that is even acknowledged in holy scriptures as “A good name is to be chosen rather than great riches, loving favor rather than silver and gold” (Proverbs 22:1), and whether you believe yourself, the mere acknowledgement of a name’s power in such a book is, in itself, extraordinary.

Humans love talking about their Opinions

Opinions. Everyone has them, and we have an innate desire to share them. Truth is: most of the time, we cannot always share what we truly think or feel in any given moment. It could be inappropriate or undesired by the others and could lead to social sanctions, which we naturally avoid as they could have severe consequences. This explains the special and exceptional feeling we get when we are asked for our genuine opinion.

Asking others for opinions, even if they are minor, gives them a feeling of mastery. And it is sweet to them. This method is rarely discussed, but it is highly effective at building charm and meaningful connections.

If this is combined with “active listening” - the act of waiting a few seconds before responding to someone - the effect becomes even more pronounced.

Avoid this…

Even though these methods are practically fool-proof if you learn them, there are still certain actions you should definitely not do:

1. Do not overdo it. Asking for opinions as often will have the reverse effect: they will be annoyed and assume that you have no clue about anything.

2. Do not use names when inappropriate. When criticizing someone, name-calling can make them resent you, turning an ally to an enemy.

3. Never validate consistently. To become charming, validate at random intervals to guarantee that your validation is perceived as scarce and valuable.

Reputation

The highest charisma is achieved not through behaviors, but through reputation. Myths hold influence, and reputation always converts to myth. Reputation however is not fixed totally fixed. While it depends on the first few impressions, it can be built by transforming either socially, through social skills, or visually, through physical transformation or even something as simple as a haircut.

Bottom line: perception is important. If you want a mythical reputation, you need something that sets you apart from others - a unique character trait. And no one could ever tell you what you should embody. No guide, guru, or master could ever hope to tell you how to be unique because that alone destroys uniqueness. But one thing is clear through empirical observation: uniqueness develops over time. Strengthen your skills to find it.

Strategic Vulnerability

The last and most potent ability to charm someone tends to be surprising for most: vulnerability. It is the hardest skill to master. Do it right, and you gain allies and devotion, do it wrong, and you appear weak and submissive.

Strategic vulnerability has one goal: to appear more approachable and relatable while still remaining strength, autonomy, and status. The idea can deceive because it is not like sharing a deep-seated insecurity. It is much rather something small, perhaps even something you would not consider a vulnerability at all. Therein lies its brilliance: it builds trust, without sacrificing status at all.

Before revealing the first iPhone, Steve Jobs told his audience: “Every once in a while, a revolutionary product comes along that changes everything… and every once in a while, if you’re lucky, you get to work on one of these”, then, with a nervous smile, he admitted: “I’ve been looking forward to this day for two and a half years.” This small admission changed his charisma for many. He became more approachable without butchering any of his status.

Time…

The most important aspect of building a masterful social mask is that it takes time. It takes practice and effort to build a well-crafted persona and thus achieve charisma. For this reason, it is imperative to learn these methods. But now you have the tools to achieve your means. And with that, you can now begin your own journey. If you enjoyed this Newsletter, consider subscribing and following me on X.

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Manifesting a reality

Don’t mistake this with astrology. We’re talking about actual empirical science here.

Our brain constantly evaluates everything we perceive. Yet, what most fail to realize is that our subconscious, which constantly evaluates our perception, is itself influenced by our core beliefs. This leads to awful biases and logical fallacies. However, it also means that we can actively shape our perception - our reality.

According to the idea of constructivism, everything that we pick up on through our senses constructs a reality in our mind. Thus, we are literally unable to be totally objective. Fooled by our desires and instincts, we misinterpret reality.

How it affects you

People suffering from an inferiority complex think of themselves as lesser and inherently inferior to those around them. Thus, a “loser mindset” can convert a person into a living failure simply by one delusional belief that is entirely fabricated by your own mind.

So, the powerful use this to our advantage - and turn it around.

The superiority complex: the delusion of being something greater - the idea of being destined to achieve great things - has been an engine for societies’ most successful individuals since the dawn of time. These People are absolutely unyielding; they are the entrepreneurs, the strategists, the CEOs, and the politicians. Their sense of purpose is so profound that it shapes their reality. If there is a will, there is a way, after all. And it’s potent.

Inside the mind of an individual with a superiority complex, all negative perceptions are deconstructed and reconstructed into mere “temporary setbacks on their path to destiny”. Not only does this provide ambition, but it also reframes life’s common troubles as challenges to be overcome, rather than pitfalls hellbent on breaking your momentum and shattering your future. A small change in perception can turn someone rather unsuccessful into an unstoppable force.

Will to power.

The Conqueror

Alexander the Great of Macedonia exhibited a superiority complex early on in his life, claiming that he was destined to conquer the world.

At age 21, he began his military campaigns in 334BCE, resulting in the subjugation of the mighty Achaemenid Persian Empire.

The Persians were an uncontested global superpower. They reigned over several immensely large regions occupied by their satrapies (governorates) subservient to the state by law of hegemonic rule. Through perseverance and strategic brilliance, Alexander the Great bested the Persian Forces in several battles while frequently being outnumbered, and still managed to unite the global regions under his rule. Even though his rule as the true king of kings was rather short-lived, his feats were more than impressive, and his presumed destiny to conquer the known world was fulfilled. If his goals can be described in one word, it would be delusional. No sane man would have such ambitions, yet it all served to fuel his ascension - he created an internal locus of power and bent his perception of reality.

As a result of his ambitious superiority complexes, he did show narcissistic tendencies, but not in a classic malignant or maladaptive way; he projected invincibility strategically rather than lying purely to inflate his ego. A representation of both his power and unique confidence.

Moreover, he was benevolent to those who followed his cause and was beloved and respected by many, even by great Persian leaders. The fact is, his superiority complex did not turn him into a tyrant. Without it, he would have never attempted such an ambitious campaign.

The Pitfalls

There are limits to delusional confidence - it can easily backfire and break your neck.

While Alexander the Great was able to use his superiority complex as an unyielding force of momentum, historical figures such as Benito Mussolini were driven into overpromises and strategic blunders, ultimately facing defeat due to a malignant superiority complex.

Delusional superiority complexes can help. But they can also be your undoing. Ruthless dictators turn paranoid, hurting not only their allies, but also themselves in the process, while beloved monarchs could reign for an eternity. Be not naive, yet never deem all men your foes, lest you want to be taken by isolation and felled by paranoia.

The Delusional Confidence Doctrine

You absolutely need to have a fanatic belief in your own purpose. If you feel like you are destined to become a CEO, then let that ambition bolster your resolve.

To do so, you can follow this doctrine:

1. All external struggles are tests of your faith and resolve. Suffering is merely a challenge to be overcome.

2. Acknowledge: with enough effort, you can achieve limitlessness through accumulation of knowledge and power.

3. Feed your ambition by surrounding yourself with confident individuals.

4. Your resolve does not guarantee victory. Respect worthy opponents to not be bested by them.

5. Treat your allies as your most valued resource. Let them take part in your victories, and they will follow your beliefs.

6. Learn from others, if need be. Be open to discussion, lest you let yourself stagnate and be defeated by the one who listens to his advisors.

7. Confidence is your tool, a scalpel, but not a justification to take fruitless risks.

By fulfilling this doctrine, you are stepping into the zone of “delusional” confidence while safeguarding yourself from the dangers of malignant narcissism to ensure your continued rationality.

Plotting in Solitude

Silence is found in solitude.

To be in a room with only yourself and your thoughts - that is what silence truly is at its core. Yet, this is the exact reason why most cannot handle it.

Very few people are actually masters of their own minds. Most are victims to their negative thoughts, tormented by their greatest blunders and missed opportunities.

This separates the average from the powerful. The power to enjoy solitude and its resulting silence allows for unparalleled abilities in plotting. All great strategies have been thought out in silent solitude. One must realize that the human mind is simply unable to generate meaningful plans while distracted by the deafening screams of everyday life.

Perfection through Detachment

In “The Art of War”, Sun Tzu repeatedly emphasized the importance of planning and deliberate thought before action. He was a great advocate of “detached contemplation” - the art of conducting analysis in silence, understanding both enemy, friend, and yourself. Such a detached view is only possible in the presence of silence and solitude.

You must weaponize this strategy. When plotting, deliberately distance yourself for hours, perhaps even days if you must. Analyze your doubts, your desires, your adversaries, and your allies. Only then can you take on the greatest challenges and be prepared in the face of seemingly insurmountable odds.

Where most fail

Yet, there is always an inherent danger to such methods. While silence breeds excellent thought, it can also destroy the uneducated man who tries to use it to his advantage. Here is what you need to avoid at all costs:

1. Total Stagnation - even when contemplating, you should never stay in one spot for too long. Lack of motion will not encourage thought - it will only destroy your brain’s capability to produce meaningful strategies. Thought requires movement of mind and body.

2. Superiority Bias and Ignorance - plotting in solitude can create the illusion of genius. Both your positive and your negative aspects are amplified in solitude. As such, a narcissist plotting in silence develops delusional god complexes. He inevitably falls because of overconfidence.

3. Emotional Overloads - avoid getting too emotionally invested and focus on rationality rather than emotionality. Never pursue a goal out of a feeling without having a set and reasonable goal. The strongest adversaries will always prey on your emotional goals to use them against you.

Blooming in Solitude - Adaptation

Solitude is distinctly different from isolation. It is something you do because you can do it. You can plunge into the coldness of silence, embracing the bittersweet feelings of solitude to enhance what you envision. This is one of the many things that separates your everyday man from the monarch, the sovereign of his own thought.

Psychologist and philosopher Carl Jung believed that only in solitude can you integrate your subconscious, a source of power, into your central consciousness. This would allow a person to be comfortable with their “shadow” - their repressed and darker aspects - which, if integrated, can ascend someone to unparalleled heights. The shadow is integrated best in moments of silence, when the outside world is quiet but the urges and ambitions within scream.

This is the importance of silence and solitude most people entirely miss. And it is approved by only the best of the best, Sun Tzu and Jung both focused on internal self-mastery to amplify your capabilities in the real world.

This knowledge - it’s potent.

And it will aid you well.