Original Text(~250 words)
BOOK XIII. TSZE-LU. CHAP. I. 1. Tsze-lu asked about government. The Master said, 'Go before the people with your example, and be laborious in their affairs.' 2. He requested further instruction, and was answered, 'Be not weary (in these things).' CHAP. II. 1. Chung-kung, being chief minister to the Head of the Chi family, asked about government. The Master said, 'Employ first the services of your various officers, pardon small faults, and raise to office men of virtue and talents.' 2. Chung-kung said, 'How shall I know the men of virtue and talent, so that I may raise them to office?' He was answered, 'Raise to office those whom you know. As to those whom you do not know, will others neglect them?' CHAP. III. 1. Tsze-lu said, 'The ruler of Wei has been waiting for you, in order with you to administer the government. What will you consider the first thing to be done?' 2. The Master replied, 'What is necessary is to rectify names.' 3. 'So, indeed!' said Tsze-lu. 'You are wide of the mark! Why must there be such rectification?' 4. The Master said, 'How uncultivated you are, Yu! A superior man, in regard to what he does not know, shows a cautious reserve. 5. 'If names be not correct, language is not in accordance with the truth of things. If language be not in accordance with the truth of things, affairs cannot be carried on to success. 6. 'When affairs cannot be carried on to success,...
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Summary
This chapter dives deep into what makes someone truly fit to lead others. Confucius starts with a simple but powerful idea: if you want to govern people, show them how it's done through your own actions, then work harder than anyone else for their benefit. When his student asks for more advice, the answer is equally straightforward - don't give up on doing the right thing, even when it's exhausting. The most fascinating section deals with 'rectifying names' - Confucius argues that calling things what they actually are, rather than using misleading language, is essential for any organization to function. When words don't match reality, everything falls apart: projects fail, rules become meaningless, and people lose trust in the system. He contrasts different types of leaders throughout the chapter. Good leaders focus on enriching and educating their people, while bad ones just want to hear themselves talk without opposition. Real leaders make people want to follow them; fake ones have to force compliance through threats. Confucius also addresses the tension between personal loyalty and moral principles, suggesting that sometimes protecting family members from consequences isn't actually the most ethical choice. The chapter ends with practical advice about hiring and evaluation - look for people who have both competence and character, and remember that being popular with everyone isn't necessarily a sign of integrity. Throughout, Confucius emphasizes that leadership is about service, not privilege, and that anyone in a position of authority who can't govern themselves has no business trying to govern others.
That's what happens. To understand what the author is really doing—and to discuss this chapter with confidence—keep reading.
Terms to Know
Rectifying Names
Confucius's idea that calling things what they actually are is essential for society to function. When we use misleading language or avoid honest descriptions, everything breaks down because people can't trust what anyone says.
Modern Usage:
We see this when politicians use euphemisms like 'right-sizing' instead of 'layoffs' or when companies call workers 'independent contractors' to avoid paying benefits.
Leading by Example
The principle that anyone in charge should demonstrate the behavior they expect from others. Confucius believed you earn the right to tell people what to do by showing them how it's done first.
Modern Usage:
Good managers show up early and work hard instead of just demanding it from their teams, while bad ones expect different standards for themselves.
Virtue and Talent
Confucius's criteria for choosing people for important positions - they need both moral character and actual skills. Having one without the other creates problems in any organization.
Modern Usage:
When hiring, the best candidates are both competent at their job and trustworthy as people, not just one or the other.
Cautious Reserve
The wisdom of admitting when you don't know something instead of pretending you do. Confucius saw intellectual humility as a mark of intelligence, not weakness.
Modern Usage:
The smartest people in meetings are often those who say 'I don't know, let me find out' instead of making stuff up on the spot.
Superior Man
Confucius's term for someone who has developed good character and wisdom through practice and self-reflection. Not about social class, but about choosing to grow as a person.
Modern Usage:
People who take responsibility for their mistakes, keep learning, and treat others with respect regardless of their own status.
Enriching the People
The idea that good leaders focus on making life better for those they serve, not just accumulating power or wealth for themselves.
Modern Usage:
Managers who advocate for their team's raises and development opportunities versus those who only care about their own advancement.
Characters in This Chapter
Tsze-lu
Eager student
Confucius's student who asks direct questions about governance and sometimes challenges his teacher's answers. He represents someone who wants practical advice but doesn't always understand the deeper principles.
Modern Equivalent:
The ambitious employee who wants to get promoted but hasn't figured out that leadership is about more than just giving orders
Chung-kung
Practical administrator
A student who has an actual management position and asks Confucius for specific advice about hiring and running his department. He's looking for real-world guidance he can use immediately.
Modern Equivalent:
The newly promoted supervisor trying to figure out how to manage people effectively
Confucius (The Master)
Wise mentor
Provides guidance that goes deeper than surface-level management tips. He connects practical leadership challenges to fundamental principles about human nature and social organization.
Modern Equivalent:
The experienced mentor who helps you see the bigger picture behind workplace problems
Why This Matters
Connect literature to life
This chapter teaches how to distinguish between leaders who earn authority through competence and character versus those who demand it through position and force.
Practice This Today
This week, notice when someone in authority asks others to do something they won't do themselves, versus when they model the behavior they expect.
You have the foundation. Now let's look closer.
Key Quotes & Analysis
"Go before the people with your example, and be laborious in their affairs."
Context: When Tsze-lu asks about government
This captures the essence of servant leadership - show people how to behave through your own actions, then work harder than anyone else for their benefit. It's the opposite of 'do as I say, not as I do' management.
In Today's Words:
Lead from the front and bust your ass for your team.
"If names be not correct, language is not in accordance with the truth of things."
Context: Explaining why 'rectifying names' is essential for good governance
This reveals how language shapes reality in organizations. When people use misleading terms or avoid calling problems what they are, it becomes impossible to solve anything because no one can discuss what's actually happening.
In Today's Words:
If you can't call things what they really are, you can't fix anything.
"Raise to office those whom you know. As to those whom you do not know, will others neglect them?"
Context: Advising Chung-kung about identifying talent
This is practical wisdom about hiring and promotion. Focus on developing people you can vouch for personally, but trust that good people will be recognized by others too. Don't worry about finding every talented person yourself.
In Today's Words:
Promote the good people you already know - other good people will get noticed by someone else.
"How uncultivated you are, Yu! A superior man, in regard to what he does not know, shows a cautious reserve."
Context: Criticizing Tsze-lu for dismissing the importance of precise language
Confucius calls out intellectual arrogance. Smart people admit when they don't understand something instead of immediately rejecting ideas that seem strange to them.
In Today's Words:
You're being ignorant, Yu! Wise people say 'I don't get it' instead of 'That's stupid.'
Intelligence Amplifier™ Analysis
The Road of Authority Without Authenticity
The wider the gap between someone's claimed authority and their actual competence or character, the more force they must use to maintain control.
Thematic Threads
Leadership
In This Chapter
Confucius distinguishes between leading by example versus ruling through force—true leaders make people want to follow them
Development
Builds on earlier chapters about self-cultivation, now applying it to positions of authority
In Your Life:
You might see this in how different managers handle stress—some roll up their sleeves, others just bark orders
Truth
In This Chapter
The concept of 'rectifying names'—calling things what they actually are rather than using misleading language to maintain power
Development
Extends previous themes about honesty, now focusing on how language shapes reality in organizations
In Your Life:
You might notice this when workplace 'restructuring' really means layoffs, or 'family values' really means control
Class
In This Chapter
Good leaders focus on enriching and educating their people, while bad ones just want compliance without opposition
Development
Continues exploration of how power should serve others rather than just the powerful
In Your Life:
You might see this in whether your supervisor helps you grow professionally or just keeps you busy with busywork
Personal Growth
In This Chapter
The idea that anyone who can't govern themselves has no business governing others—self-discipline precedes authority
Development
Reinforces earlier themes about self-cultivation as the foundation for all other relationships
In Your Life:
You might recognize this when someone who can't manage their own emotions tries to manage your behavior
Human Relationships
In This Chapter
The tension between personal loyalty and moral principles—sometimes protecting family from consequences isn't the most ethical choice
Development
Complicates earlier themes about family duty by introducing situations where higher principles might conflict
In Your Life:
You might face this when a friend asks you to lie for them or when family loyalty conflicts with doing what's right
Modern Adaptation
When the Promotion Goes Sideways
Following Grace's story...
Marcus just got promoted to shift supervisor at the distribution center, and it's not going well. His former coworkers are testing him—showing up late, ignoring safety protocols, complaining about every decision. His manager wants him to 'crack down' and start writing people up. But Marcus remembers what it was like working under supervisors who ruled through fear versus those who earned respect. He decides to try a different approach: he starts arriving early to help with the heaviest loads, covers the worst shifts when people call out sick, and when problems arise, he asks 'How can we fix this together?' instead of looking for someone to blame. When corporate pushes unrealistic quotas, he advocates upward for his team while finding creative solutions. Slowly, the dynamic shifts. People start coming to him with problems instead of hiding them. Productivity improves not because of threats, but because the team wants to succeed together. When other supervisors ask his secret, Marcus realizes he's learned something his business degree never taught: real authority comes from service, not position.
The Road
The road Confucius walked 2,500 years ago, Marcus walks today. The pattern is identical: authentic leadership flows from character and competence, while hollow authority requires force and manipulation.
The Map
This chapter provides a navigation tool for distinguishing real leadership from fake authority. Marcus can use it to build genuine influence through example rather than demanding respect through position.
Amplification
Before reading this, Marcus might have tried to assert authority through rules and punishment, wondering why people resisted. Now he can NAME authentic versus hollow leadership, PREDICT which approach builds loyalty, and NAVIGATE toward influence through service.
You now have the context. Time to form your own thoughts.
Discussion Questions
- 1
According to Confucius, what's the difference between leading through example and leading through force?
analysis • surface - 2
Why does Confucius say that calling things by their right names is so important for leadership?
analysis • medium - 3
Think about your workplace or family - where do you see someone trying to lead through control rather than respect?
application • medium - 4
When you're in charge of anything (even just planning a family dinner), how do you earn the right to be followed rather than demand it?
application • deep - 5
What does this chapter reveal about why some people naturally attract followers while others constantly struggle with resistance?
reflection • deep
Critical Thinking Exercise
Map Your Authority Audit
List every area where you have any authority or influence - parent, employee, friend, community member. For each role, honestly assess: Do people follow you because they respect your example, or because they have to? Write down specific behaviors that earn respect versus those that require force or manipulation.
Consider:
- •Authority can be as small as being the one who always organizes group plans or as big as managing a team
- •Notice the difference between compliance (they do it) and buy-in (they want to do it)
- •Consider how you respond when your authority is questioned - with defensiveness or with openness?
Journaling Prompt
Write about a time when someone earned your respect as a leader. What specific actions made you want to follow them? How can you apply those same principles in your own life?
Coming Up Next...
Chapter 14: Character, Leadership, and Practical Wisdom
Moving forward, we'll examine to balance personal principles with practical effectiveness, and understand true leadership requires both virtue and competence. These insights bridge the gap between classic literature and modern experience.