The Gist (TLDR)

Power strategists don’t pause to ask: 'Which law or combination of laws should I weave into my next strategic action?' The laws come naturally to them because, in practice, they rely on the SIT framework rather than consciously applying the laws.

That’s why this isn’t your average newsletter.

Each week, you’ll gain insights into power dynamics through the lens of the SIT framework. By internalizing and mastering it, you’ll sharpen your ability to analyze events in the world and your own life, enabling you to craft strategic power moves with ease.

The Story

My boss was resistant to adopting a new design system—calling it 'fancy' and 'pointless.' His stance was firm: 'If the old system works, why change?' Everyone tried to influence him—from colleagues to higher-ups—but nothing worked.

Then I stepped in—not with confrontation but with strategy. I succeeded in steering his decision.

My boss had a rule: 'Every new idea requires a demo.' So, I applied the new design system to a single project. This wasn’t just any project—it was one he specifically requested a demo for due to its importance, urgency, and tight timeline. By choosing this project, I not only followed his directive but also demonstrated how the new system could solve problems he cared deeply about. In doing so, I framed the system as a natural fit for his goals and expectations.

I casually showcased the new system’s effectiveness while presenting project updates. There was no dedicated meeting, no grand announcement—just hints about how well it worked. These subtle demonstrations allowed the idea to grow in his mind until it felt like a natural progression.

I consistently highlighted how the project using the new system was ahead of schedule. I didn’t send formal reports; instead, I dropped updates in casual Slack messages or team discussions, keeping the narrative alive.

Crucially, I addressed my boss’s concerns. He resisted the new system because of its perceived learning curve. By framing the demo as 'simple' and 'intuitive,' I eliminated his fears. Over time, he not only accepted the new system—he championed it.

The Laws

Several laws from The 48 Laws of Power are woven into this story. Here's a breakdown:

1. Law 1: Never Outshine the Master

   • I subtly demonstrated the value of the new system without directly challenging or undermining my boss's authority. By framing the system as aligning with the boss’s goals, the boss feels validated, not overshadowed.

2. Law 3: Conceal Your Intentions

   • Instead of openly advocating for the new system, I casually showcased its benefits through project updates and demonstrations, allowing the idea to grow organically in the boss's mind.

3. Law 9: Win Through Actions, Never Through Argument

   • I didn't argue or debate the merits of the new system. Instead, I let the results—improved timelines and project success—speak for themselves.

4. Law 11: Learn to Keep People Dependent on You

   • By solving a key problem for the boss and aligning with his priorities, I positioned myself as indispensable to the process.

5. Law 30: Make Your Accomplishments Seem Effortless

   • My updates were casual, and there was no overt fanfare about the system’s success. This subtlety makes the success seem natural and reinforces its value without appearing manipulative.

6. Law 33: Discover Each Man's Thumbscrew

   • I identified the boss’s resistance to change as stemming from fear of complexity and addressed it by presenting the system as simple and intuitive.

Six laws? That’s a lot. It feels overwhelming to weave so many into a single power move—one strategic action. The question we both ask when faced with this is: Is there a simpler way to orchestrate a power move without juggling every applicable law and its nuances?

The SIT Framework is here to answer this question.

The Framework

All the above-mentioned Laws are embedded in the following three elements of the framework:

• Suppression - the first thing you think about when operating within power dynamics is what to suppress. Your urge to react? Your emotions? Information? or someone?

  In my case, I suppressed 1) Emotions, my desire to shine and to have the upper hand, and 2) Any information (signs) that show that I want the design system to be adopted, avoiding a confrontation that would yield no result. Everybody else showed their desire and revealed all the signs that they wanted the boss to change his mind.

• Information - the second thing you think of is to gather, reveal, or withhold information. While executing the first element “Suppression”, you have to think of gathering information about your target and reveal just enough in the right moment to achieve your goal.

  In my case, I gathered information that the boss is afraid of the perceived learning curve. I, then, decided to withhold any information about me as being a proponent of the new system. I was just casually showcasing a project and not the system which was a part of the background—not the focal point.

• Time - time and timing are crucial when executing a power move. Taking your time allows you to gather information, reveal just enough at the right moment, and strike at an opportune moment so that you achieve the maximum benefit with minimum effort.

  In my case, I took my time to collect information about the boss (that is his aversion to the learning curve) and suppressed my urge to be confrontational because I was aware of the superiority of that system. I took my time as well to subtly shower the boss with updates pertaining to his project that was made possible in time due to the design system.

Reversal About Suppression

Think of suppression as a radio knob that you adjust up or down depending on the situation's demands. Often, it’s wise to dial it down by avoiding suppression of others—misused, suppression can backfire. However, there are moments when it becomes necessary, as discussed in the previous letter.

An effective way to visualize suppression is to maintain balance, like a knob set to 50%. This balance respects your target’s space and actions while expecting the same in return, fostering an optimal relationship.

When it comes to gathering information, suppression is never your ally. As a rule of thumb: always take the necessary time to observe and plan before striking. Conversely, there are moments when speed becomes critical for maximum impact. Like in war, speed can be the X factor. Suppress the impulse to overthink or delay—strike swiftly and unleash your power on the world.

The Gist (TLDR)

In the upcoming letter, we will analyze another law from The 48 Laws of Power under the light of the SIT framework.

I’m offering a 60-minute consultation at a 30% discount, providing personalized advice on how to navigate and wield power effectively in active power dynamics. This special rate is available for a limited time, so take advantage of it now to enhance your influence and make a lasting impact.

Book your session here. If you don’t see a suitable time slot, simply reply to this email with your preferred time, and I’ll do my best to accommodate you.

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