Welcome to MALICIA AS A GAME OF POWER. This blog series aims to delve deep into the realm of Strategy. Throughout the series, we will explore various aspects of dealing with certain people, offering insights on effective communication, conflict resolution, and building meaningful connections. Additionally, we will provide valuable tips on avoiding scammers, protecting oneself from online fraud, and maintaining a secure online presence.

Navigating this world that we live in can be challenging, and in this series, we will share practical guidance on making informed decisions, embracing opportunities, and overcoming obstacles on the path to success. Whether it’s understanding the nuances of negotiation, learning to identify manipulation, or honing your leadership skills, this series will equip you with the knowledge and tools to thrive in the complex landscape of interpersonal dynamics and strategic decision-making. We will also delve into the intricacies of personal branding, self-presentation, and managing one’s online reputation, empowering you to craft a compelling personal and professional image in today’s interconnected digital world. Join us on this insightful journey as we unravel the complexities of power dynamics and strategic maneuvering, arming you with the expertise to navigate the intricate web of relationships and opportunities, and emerge victorious in your pursuits.

In this installment, We will explore the 7th law of power in the book, the 48 laws of power by Robert Greene. You can but a copy by clicking HERE.

The seventh law (law 7) of the 48 Laws of Power is: Let others do the work for you, but always take credit.

Ethical variant of the law: Empower people to do work that helps both of you, and you will never need to take the credit

Let others do the work for you, but always take credit. Empower people to do work that helps both of you, and you will never need to take the credit. But should you really never take credit then if it is so wrong? What if other people do that to you? Expanding on this, it’s important to recognize that giving credit where it’s due fosters a culture of appreciation and collaboration. When individuals are acknowledged for their contributions, it motivates them to continue to excel and contribute positively to the team. Moreover, when credit is given appropriately, it builds trust and respect within the group, leading to enhanced camaraderie and a more productive working environment. By openly acknowledging the efforts and achievements of others, a positive cycle of recognition and collaboration is created, ultimately benefiting the entire team. Therefore, encourage a culture of giving credit and appreciation to cultivate a more supportive and harmonious work environment for everyone involved.

By acknowledging the contributions of others, you not only show respect for their efforts but also inspire a sense of ownership and motivation within the team. Recognizing and appreciating the diverse skills and expertise of team members can foster a collaborative environment where everyone feels valued and empowered. However, it’s also crucial to assert your own achievements when the situation calls for it, especially in professional contexts. Communicating your own successes can help others understand your capabilities and strengths, contributing to a more well-rounded and effective team dynamic. Balancing the recognition of others with the acknowledgment of your own contributions is a skill that can lead to a harmonious and productive work environment, promoting a culture of mutual support and growth.

This law advocates for a strategic approach to efficiency and reputation building. The core principle is to conserve one’s own energy and resources by skillfully leveraging the talents, labor, and intellect of others. By doing so, an individual can amplify their output and maintain a public image of effortless competence and prodigious capability. The ultimate goal is to stand at the pinnacle of achievement, having orchestrated success through the efforts of subordinates, partners, or even rivals, while ensuring all public recognition and reward accrue solely to oneself. This not only builds a powerful legacy but also positions the individual as indispensable and uniquely brilliant.

—–Through the Eyes of an Angoleiro

For an Angoleiro—a practitioner of Capoeira Angola, the traditional, more ritualistic form of the Afro-Brazilian martial art—this law takes on a nuanced, though still intensely strategic, interpretation, transforming the concept of “taking credit” into one of mastery through synthesis and delegation within the roda (the circle where Capoeira is played).

1. The Mastery of Synthesis, Not Plagiarism

In the Capoeira Angola roda, the “work” is the cumulative knowledge and skill passed down through generations: the toques (rhythms) of the berimbau, the cantigas (songs), the philosophy, and the complex jogo (game) itself.

• The Angoleiro’s “Work”: The true master Angoleiro does not plagiarize the movements of their peers or forebears but synthesizes them. They absorb the entire history of the art—the cunning of Mestre Pastinha, the agility of Mestre Bimba, the deceptive malice of a fellow player in the moment—and distill it into a personal, unique style.
• Taking the “Credit”: The “credit” the Angoleiro takes is not for a single, copied rasteira (sweep), but for the unpredictable brilliance of their game. When an opponent is skillfully countered, the credit goes not to the source of the original movement, but to the Angoleiro’s intelligence in choosing, timing, and executing the perfect response, making the opponent’s previous effort look like a setup for the current counter. The roda recognizes the ingenuity of the synthesis, not the origin of the components.

2. Delegating the Energy: The Role of the Bateria

In a Capoeira Angola roda, the instruments (bateria) and the singers are essential “workers” who create the environment for the game, effectively doing the “work” of setting the pace and mood.

• Delegating the Rhythm and Spirit: The lead berimbau player, often a high-ranking student or a Mestre, sets the toque that dictates the speed, mood, and danger level of the jogo. By expertly setting a hypnotic, low, and deceptive rhythm (like Angola or São Bento Pequeno), the lead player “gets the others to do the work.” The players are forced to adapt their game to the established tempo; the tension, the flow, and the philosophy are all “worked” into the circle by the instruments.
• The Mestre Taking the Credit (The Control): The Mestre or the lead instrumentalist, though physically seated, controls the entire energy output of the circle. When the roda achieves a state of profound engagement (axé), the recognition for that powerful, cohesive energy belongs to the individual who controlled the central rhythm and song. They successfully delegated the emotional and physical intensity to the entire collective while remaining the conductor of the experience.

3. Exploiting the Opponent’s Momentum (The Ultimate Delegation)

In the actual jogo, the Angoleiro can literally get the opponent to do the work.

• Using Force Against Force: A smaller, wiser Angoleiro will allow a larger, stronger opponent to commit to a powerful, high-energy attack (the “work”). Instead of meeting force with equal force, the master uses minimal effort, relying on timing and leverage (mandiga), to redirect the opponent’s already committed momentum into a devastating sweep or takedown.

The Angoleiro’s Triumph: The opponent expended 90% of the energy; the Angoleiro expended 10%. The applause and respect (the “credit”) are not for the brute force of the attack, but for the economy of motion and the brilliance of the counter that turned the opponent’s strength into their own downfall. In this moment, the opponent did the “work” of setting up the Angoleiro’s final, credit-claiming move.