Original Text(~123 words)
T65. 1. he ancients who showed their skill in practising the Tao did so, not to enlighten the people, but rather to make them simple and ignorant. 2. The difficulty in governing the people arises from their having much knowledge. He who (tries to) govern a state by his wisdom is a scourge to it; while he who does not (try to) do so is a blessing. 3. He who knows these two things finds in them also his model and rule. Ability to know this model and rule constitutes what we call the mysterious excellence (of a governor). Deep and far-reaching is such mysterious excellence, showing indeed its possessor as opposite to others, but leading them to a great conformity to him.
Continue reading the full chapter
Purchase the complete book to access all chapters and support classic literature
As an Amazon Associate, we earn a small commission from qualifying purchases at no additional cost to you.
Available in paperback, hardcover, and e-book formats
Summary
Lao Tzu delivers a counterintuitive lesson about leadership that challenges everything we think we know about being in charge. He argues that the best ancient leaders didn't try to impress people with their intelligence or educate them into complexity. Instead, they kept things simple and straightforward. This flies in the face of our modern obsession with appearing smart and knowledgeable. The chapter reveals a hard truth: leaders who govern through displays of wisdom and complex policies often create more problems than they solve. When people become overwhelmed with too much information and complicated rules, they become harder to lead, not easier. Think about your own workplace - the managers who constantly show off their expertise and create elaborate procedures often generate confusion and resistance. Meanwhile, the leaders who keep things simple and focus on clear, basic principles tend to get better results. Lao Tzu calls this approach 'mysterious excellence' because it appears almost magical - a leader who seems to do less actually accomplishes more. This mysterious excellence works by being the opposite of what people expect from authority figures. Instead of dominating through superior knowledge, these leaders create unity by not trying to prove how smart they are. The real skill lies in knowing when to hold back your knowledge and when complexity serves no one. This principle applies whether you're managing a team, raising children, or even organizing your own life - sometimes the simplest approach is the most powerful one.
That's what happens. To understand what the author is really doing—and to discuss this chapter with confidence—keep reading.
Terms to Know
The Tao
The natural way or path of the universe that flows effortlessly. It represents working with natural forces rather than against them. In leadership, it means guiding without forcing.
Modern Usage:
We see this in managers who get results by removing obstacles rather than micromanaging every detail.
Wu Wei
The principle of 'non-action' or effortless action. It means accomplishing goals through minimal intervention rather than force. Leaders practice wu wei by knowing when not to act.
Modern Usage:
The best parents often use this - they guide their kids by setting up the right environment rather than controlling every choice.
Mysterious Excellence
Leadership that appears almost magical because it achieves great results through simplicity rather than complexity. The leader's restraint and humility create more influence than displays of knowledge.
Modern Usage:
Think of coaches who win championships by keeping their game plans simple, or CEOs who turn companies around with basic principles.
Simple and Ignorant
Not actually stupid, but free from unnecessary complexity and overthinking. Lao Tzu values this state because it allows people to act naturally and authentically.
Modern Usage:
We see this in people who cut through workplace drama by focusing on what actually matters instead of getting caught up in office politics.
Governing by Wisdom
Leading through displays of intelligence and complex policies. Lao Tzu warns this approach often backfires because it creates confusion and resistance among people.
Modern Usage:
This shows up in managers who create elaborate procedures and constantly prove how smart they are, usually making everyone's job harder.
Great Conformity
Unity that emerges naturally when people follow a leader who doesn't force compliance. It's willing cooperation rather than reluctant obedience.
Modern Usage:
You see this with teachers whose students actually want to learn, or bosses whose teams work hard because they respect the leader, not because they fear punishment.
Characters in This Chapter
The Ancients
Wise leaders from the past
They serve as Lao Tzu's examples of ideal leadership. These leaders achieved great results by keeping things simple rather than showing off their knowledge. They understood that complexity often creates more problems than it solves.
Modern Equivalent:
The veteran supervisor who gets things done with basic principles
The Wise Governor
The bad example leader
This leader tries to govern through displays of intelligence and complex policies. Lao Tzu warns that this approach becomes a 'scourge' because it confuses people and creates resistance.
Modern Equivalent:
The micromanaging boss who creates elaborate systems
The Simple Governor
The good example leader
This leader governs without trying to impress people with wisdom. They become a 'blessing' because they keep things straightforward and allow people to function naturally.
Modern Equivalent:
The manager who trusts their team and stays out of their way
The People
Those being governed
They represent anyone under leadership - employees, citizens, even children. Lao Tzu shows how they respond better to simple guidance than complex rules and constant education.
Modern Equivalent:
The team members who just want clear direction
Why This Matters
Connect literature to life
This chapter teaches how to distinguish between leaders who serve their ego and leaders who serve their people.
Practice This Today
This week, notice when someone in authority over-explains simple requests - are they trying to prove something or actually help you succeed?
You have the foundation. Now let's look closer.
Key Quotes & Analysis
"The ancients who showed their skill in practising the Tao did so, not to enlighten the people, but rather to make them simple and ignorant."
Context: Opening the chapter with his main argument about leadership approach
This shocking statement challenges our assumption that good leaders should educate and inform constantly. Lao Tzu argues that the best leaders actually simplify things rather than adding complexity.
In Today's Words:
The best leaders don't try to show how smart they are - they make things easier to understand.
"He who tries to govern a state by his wisdom is a scourge to it; while he who does not try to do so is a blessing."
Context: Contrasting two different leadership styles
This reveals the counterintuitive truth that intellectual leadership often backfires. Leaders who constantly display their knowledge create problems, while those who hold back their wisdom create harmony.
In Today's Words:
The boss who always has to be the smartest person in the room makes everyone miserable, but the one who doesn't need to prove anything gets great results.
"Deep and far-reaching is such mysterious excellence, showing indeed its possessor as opposite to others, but leading them to a great conformity to him."
Context: Explaining how this simple leadership approach actually works
This describes how restraint creates influence. By being different from typical authority figures who dominate through knowledge, these leaders actually generate more genuine followership.
In Today's Words:
When you lead by being humble instead of showing off, people actually want to follow you more.
Intelligence Amplifier™ Analysis
The Road of Quiet Authority - Why the Best Leaders Don't Show Off
The more leaders try to impress others with their knowledge and complexity, the less effective and trusted they become.
Thematic Threads
Authority
In This Chapter
True authority comes from simplicity and restraint, not from displaying superior knowledge
Development
Introduced here
In Your Life:
You might notice this when a new manager overexplains everything to prove they belong in the role.
Wisdom
In This Chapter
Real wisdom knows when to withhold knowledge rather than share everything you know
Development
Introduced here
In Your Life:
You see this when experienced coworkers give you just the essential tips instead of overwhelming you with details.
Simplicity
In This Chapter
Keeping things simple and straightforward creates better outcomes than complex approaches
Development
Introduced here
In Your Life:
You experience this when clear, simple instructions help you succeed while complicated ones leave you confused.
Class
In This Chapter
Those in power often use complexity and jargon to maintain distance from working people
Development
Introduced here
In Your Life:
You encounter this when professionals use technical language that makes you feel excluded or less intelligent.
Effectiveness
In This Chapter
The most effective approach often appears to do less while actually accomplishing more
Development
Introduced here
In Your Life:
You notice this when the calmest person in a crisis actually gets the most done.
Modern Adaptation
When the Promotion Goes Sideways
Following Lin's story...
Lin just got promoted to supervise her former coworkers at the warehouse. Her first instinct is to prove she deserves the position by showing everyone how much she knows about operations, safety protocols, and efficiency metrics. She starts sending detailed emails explaining every decision, holds long meetings breaking down complex procedures, and constantly references her years of experience. But instead of respect, she's getting eye rolls and resistance. Workers who used to joke with her now avoid her. Productivity is actually dropping. Meanwhile, she watches the shift supervisor in the next department - a guy who barely finished high school but somehow gets great results from his team. He gives simple, clear directions. 'Load the blue pallets first, stack them here, we're done at 3.' No explanations about weight distribution or inventory rotation theory. His people move fast and seem happy. Lin realizes she's been trying to lead with her brain when she should be leading with clarity.
The Road
The road ancient leaders walked in 400 BCE, Lin walks today. The pattern is identical: the more you try to prove your wisdom, the less people want to follow you.
The Map
This chapter provides a navigation tool for reading the difference between authority that impresses and authority that works. Lin can use it to recognize when she's performing intelligence instead of providing leadership.
Amplification
Before reading this, Lin might have believed that showing expertise builds respect and credibility. Now she can NAME the expertise display trap, PREDICT when it will backfire, NAVIGATE toward simple clarity instead.
You now have the context. Time to form your own thoughts.
Discussion Questions
- 1
According to Lao Tzu, what did the best ancient leaders avoid doing when they were in charge?
analysis • surface - 2
Why does showing off your knowledge as a leader often backfire and make people harder to manage?
analysis • medium - 3
Think about managers or teachers you've known - can you identify someone who fell into the 'expertise display trap' and someone who kept things simple? What was the difference in how people responded to them?
application • medium - 4
When you're explaining something to a coworker, family member, or friend, how do you decide between giving them all the background information versus keeping it simple?
application • deep - 5
What does this chapter suggest about the relationship between appearing smart and actually being effective?
reflection • deep
Critical Thinking Exercise
Simplify Your Next Explanation
Think of something you need to explain to someone soon - maybe training a new person at work, helping a family member with a problem, or giving directions for a task. Write out two versions: first, explain it the way you normally would, including all the details you think are important. Then rewrite it using only the essential information someone needs to succeed.
Consider:
- •What information does this person actually need versus what you want them to know?
- •Are you including details to help them or to show your expertise?
- •How would you feel receiving each version of the explanation?
Journaling Prompt
Write about a time when someone overwhelmed you with too much information when you just needed simple guidance. How did it make you feel, and what would have been more helpful?
Coming Up Next...
Chapter 66: Leading from Below
As the story unfolds, you'll explore positioning yourself lower can actually give you more influence, while uncovering people resist leaders who seem to push from above. These lessons connect the classic to contemporary challenges we all face.