MALICIA AS A GAME OF POWER (12/09/25)

Welcome to MALICIA AS A GAME OF POWER, a captivating blog series that delves deep into the intricate realm of human interactions, unraveling the complexities of communication, conflict resolution, and negotiation. It not only provides invaluable strategies for leadership, personal branding, and reputation management but also emphasizes the critical role of social influence and emotional intelligence in our everyday lives. Through engaging and insightful content, readers will discover a wide array of techniques designed for navigating the often-challenging landscape of social dynamics, effectively resolving conflicts, and building a robust personal brand that stands out in a competitive world. The blog serves as a comprehensive resource, offering rich insights and practical advice to help individuals effectively harness the power of communication to achieve greater success in their personal and professional lives. As we explore these themes, we encourage readers to reflect on their own experiences and learn how to leverage these principles to foster meaningful connections and influence those around them positively.

In this installment, we will explore the 46th law of power in the book, the 48 laws of power by Robert Greene. You can buy a copy by clicking HERE.

Law 46: Never appear too perfect

It is a psychological misstep and potentially dangerous to maintain an outward appearance of absolute flawlessness. A person who seems to have no struggles, no weaknesses, and no uncertainties can incite envy, suspicion, and a sense of disconnection from those around them. This manufactured perfection is often perceived as arrogant or, worse, inhuman. People are naturally wary of that which they cannot relate to, and a relentless facade of excellence can make you appear distant and unapproachable. Furthermore, if you never reveal a vulnerability, your eventual, inevitable failure—however minor—will be judged all the more harshly, as others will feel misled by your previous display of perfection.

It is strategically wise to occasionally admit to small, inconsequential defects, weaknesses, or errors. These minor admissions serve several crucial purposes:

1. Humanize Yourself: Acknowledging a small flaw makes you seem more relatable and authentic. It allows others to feel connected to you on a human level, reducing the psychological distance that perfection creates. This connection is key to building trust and loyalty.
2. Deflect Envy: By deliberately revealing a minor imperfection, you provide a non-threatening target for any potential envy or resentment. You give people something small to criticize, which often satisfies their need to balance the scales of your success and thus protects you from more malicious attacks.
3. Manage Expectations: Admitting a small, harmless mistake demonstrates that you are, in fact, fallible. This preemptively softens the blow for any larger mistake you might make in the future, as you have already set a realistic precedent.
4. Control the Narrative: By choosing which flaws to reveal, you are controlling the narrative about yourself. The small defects you admit to should be charming, minor, or even related to a strength (e.g., admitting you’re a workaholic, which is a flaw that also signals dedication). Never admit to a flaw that is critical to your professional competence or moral standing.

The goal is not to appear incompetent, but to be seen as a deeply competent person who is, nevertheless, a human being. The occasional, carefully chosen flaw is a powerful tool for disarming critics and endearing yourself to allies.

The Ethical Application of the 46th Law of Power: Never Seem Too Perfect

The 46th Law of Power, often summarized as “Never seem too perfect,” is a potent psychological principle that, like any law of power, can be wielded for either manipulative or constructive ends. The challenge lies in understanding how to apply this law ethically, moving beyond its potential for deceit to use it as a tool for connection, relatability, and sustainable influence.

Understanding the Law’s Core Mechanism

The fundamental truth behind this law is the human tendency toward envy and resentment. When an individual appears flawless, unassailable, and perpetually successful, they inevitably trigger feelings of inadequacy and hostility in others. This envy is a corrosive force that can silently undermine relationships, sabotage initiatives, and ultimately lead to the downfall of the seemingly perfect person. The law suggests that strategic, minor admissions of weakness or the occasional visible mistake serve as a “lightning rod” for this negative energy, allowing the perfect person to appear human, approachable, and less threatening.

Ethical Interpretation and Application

Applying this law ethically requires a shift in focus from merely managing others’ envy to fostering genuine trust and collaboration.

1. Cultivating Authentic Relatability, Not Engineered Flaws:
   • Unethical Use: Faking a small, harmless mistake or inventing a minor personal struggle solely to garner sympathy or make a competitor look bad by comparison. This is a form of calculated deception.
   • Ethical Use: Instead of inventing flaws, choose to reveal authentic, non-critical struggles or past learning experiences. This involves being genuinely open about a past failure that taught a valuable lesson, a professional struggle that was overcome, or a personal difficulty that humanized the leader. The focus is on the lesson learned and the vulnerability of the journey, not just the flaw itself. This creates a bridge of shared experience.
2. Using Flaws as a Catalyst for Team Empowerment:
   • Unethical Use: Admitting a flaw to deflect responsibility or to secretly diminish the confidence of a potential rival by appearing humble while remaining superior.
   • Ethical Use: Strategically revealing a genuine area of less expertise or a developmental need not to apologize for imperfection, but to create an opportunity for others to contribute. A leader who admits, “I’m great at strategy, but I need stronger operational execution support on this project,” is not weakening their position; they are empowering a subordinate or colleague whose strength lies in operations. This transforms a perceived “flaw” into an organizational strength by leveraging the diverse talents of the team.
3. The Admittance of Error as a Model for Learning:
   • Unethical Use: Confessing a mistake only when caught or making a superficial apology to maintain appearance while privately justifying the error.
   • Ethical Use: Proactively and genuinely acknowledging a professional error, taking full responsibility, and most importantly, clearly articulating the steps taken to fix the process and prevent recurrence. This ethical approach turns a mistake into a teaching moment for the entire organization, setting a positive cultural norm that mistakes are inevitable parts of innovation and that accountability is paramount. An ethical leader uses their own mistake to prove that humility is a requirement for continuous improvement.
4. Managing Perception Through Measured Vulnerability:
   • Unethical Use: Over-sharing deeply personal or crippling professional problems (the “Too-Flawed” mistake) which damages credibility and invites disrespect.
   • Ethical Use: The key is measured vulnerability. The ethical application of the 46th law is a carefully balanced act. The “flaws” revealed should be sufficient to disarm envy and connect with others, but never so severe as to undermine core competence, authority, or the trust necessary for leadership. It is about offering a window into the human condition, not broadcasting an inability to perform.

In essence, the ethical use of the 46th Law of Power transforms the strategic admission of imperfection from a defensive maneuver against envy into a proactive strategy for building authentic relationships, fostering a culture of learning, and empowering those around you. It acknowledges that true power is not found in untouchable perfection, but in the strength derived from genuine humanity and transparent accountability.

Implementation of The Power of Disdain (Law 46) by a Angoleiro

Angoleiros, adherents of the traditional and foundational style of Capoeira known as Capoeira Angola, operate within a deeply rooted system of respect, tradition, and subtle, often veiled, power dynamics. So, the question is…

“How would an Angoleiro implement The 46th law or power?”

To fully elaborate on this, we must first establish the context, as the “46th law or power” is not a standard, universally recognized term within Capoeira or its associated philosophies. The phrase refers to the 46th Law from Robert Greene’s The 48 Laws of Power, which is: “Disdain things you cannot have: Ignoring them is the best revenge (The Power of Disdain).”

The philosophy of disdain aligns remarkably well with the core principles of Capoeira Angola, particularly its emphasis on malícia (malice, cunning, and tactical deception), mandinga (the spiritual and psychological game), and an inherent stoicism often required to endure the difficulties of the roda (the circle) and life.

Here is how an Angoleiro would implement this “law” across different dimensions:

1. The Roda: The Art of Psychological Victory

In the roda, the space where Capoeira is played, the application of disdain is a powerful psychological weapon:

• Ignoring Provocation (Esquiva – The Avoidance): A less skilled or immature player might try to goad the Angoleiro with overly aggressive movements, disrespectful gestures, or boasts. The Angoleiro implements disdain by not reacting. A sharp, unexpected counter-attack or a moment of deep, relaxed singing is a better response than a heated, ego-driven confrontation. The literal “ignoring” is manifested in a calm esquiva (escape/avoidance) that dismisses the attack as unworthy of a direct, powerful response, making the attacker’s effort feel wasted and inferior.
• Disregarding the Crowd’s Expectations: Capoeira Angola is not about spectacle; it is about conversation, strategy, and tradition. If the crowd or even some players call for a flashier, more acrobatic game (typical of Capoeira Regional), the Angoleiro remains committed to the slow, low, ground-based, and strategic movement of Angola. Their disdain for the “popular” game asserts the superiority and depth of the traditional art.
• The Berimbau as a Voice of Disdain: The Mestre (Master) or experienced Angoleiro playing the lead berimbau (the primary instrument) can implement disdain by slowing the rhythm to a near halt (São Bento Grande de Angola) when a player is moving too fast or aggressively, effectively disarming the high energy and imposing a superior, calmer tempo that the aggressive player is forced to follow or exit.

2. The Personal Life and Lineage: Guarding the Axé

Outside the roda, the Angoleiro’s disdain protects the sacredness of the art and their personal axé (spiritual energy or life force):

• Disdain for Material Gain: Historically, Capoeira Angola was a marginalized art. True Angoleiros often disdain the pursuit of Capoeira solely for money, celebrity, or fame. If an individual, school, or organization attempts to commercialize or dilute the traditions, the Angoleiro’s response is often a quiet withdrawal, a refusal to acknowledge the endeavor, or a steadfast adherence to the non-commercialized roots, allowing the commercial venture to fade into irrelevance.
• Ignoring Criticism of Tradition: When modern practitioners criticize the perceived slowness, lack of overt power, or historical context of Angola, the Angoleiro implements disdain by simply continuing to practice and teach the traditions faithfully. The strength of the lineage and the depth of the art itself are their “revenge”—a silent proof of longevity and essential truth that transcends fleeting criticism.

3. The Master-Student Relationship: The Disdain of Silence

In the complex dynamic between Mestre and Aluno (student), disdain is used as a pedagogical tool:

• Withholding Undeserved Praise: A Mestre will disdain the need for constant validation or praise for an aluno. If a student is showing off or seeking ego-driven approval, the Mestre may simply watch, offer no comment, or redirect the student’s attention back to a fundamental movement. This “ignoring” or disdain teaches humility and redirects the student toward the internal rewards of dedication rather than the superficial rewards of attention.

In essence, an Angoleiro’s implementation of Law 46 is not an outward, petty display of arrogance, but a profound demonstration of self-control, strategic malícia, and commitment to the art’s deeper tradition. They do not waste energy trying to destroy what they cannot have or defeat what they consider beneath them; instead, they ignore it until it ceases to matter, reinforcing their own power through superior emotional and strategic intelligence.