The 50th Law (with 50 Cent)

particular religion or political belief system or moral code must have
the character to go with this. But people bring the character they have
to the position they occupy or to the religion they practice. A person
can be a progressive liberal or a loving Christian and still be an
intolerant tyrant at heart.
The first step, then, in studying character is to be aware of these
illusions and façades and to train ourselves to look through them. We
must scrutinize everybody for signs of their character, no matter the
appearance they present or the position they occupy. With this firmly
in mind, we can then work on several key components to the skill:
recognizing certain signs that people emit in certain situations and that
clearly reveal their character; understanding some general categories
that people fit into (strong versus weak character, for instance), and
finally being aware of certain types of characters that often are the
most toxic and should be avoided if possible.
Character Signs
The most significant indicator of people’s character comes through
their actions over time. Despite what people say about the lessons they
have learned (see Howard Hughes), and how they have changed over
the years, you will inevitably notice the same actions and decisions
repeating in the course of their life. In these decisions they reveal their
character. You must take notice of any salient forms of behavior—
disappearing when there is too much stress, not completing an
important piece of work, turning suddenly belligerent when
challenged, or, conversely, suddenly rising to the occasion when given
responsibility. With this fixed in your mind, you do some research into
their past. You look at other actions you have observed that fit into this
pattern, now in retrospect. You pay close attention to what they do in

---

the present. You see their actions not as isolated incidents but as parts
of a compulsive pattern. If you ignore the pattern it is your own fault.
You must always keep in mind the primary corollary of this law:
people never do something just once. They might try to excuse
themselves, to say they lost their heads in the moment, but you can be
sure they will repeat whatever foolishness they did on another
occasion, compelled by their character and habits. In fact, they will
often repeat actions when it is completely against their self-interest,
revealing the compulsive nature of their weaknesses.
Cassius Severus was an infamous lawyer-orator who flourished in
the time of the Roman Emperor Augustus. He first gained attention
with his fiery speeches that attacked high-ranking Romans for their
extravagant lifestyles. He gained a following. His style was bombastic
but full of humor that pleased the public. Encouraged by the attention
he received, he began to insult other officials, always raising the tone of
his attacks. The authorities warned him to stop. The novelty wore off
and the crowds grew thinner, but this only made Severus try harder.
Finally the authorities had had enough—in AD 7 they ordered his
books to be burned and him to be banished to the island of Crete. To
the dismay of the Roman authorities, on Crete he simply continued his
obnoxious campaign, sending copies to Rome of his latest diatribes.
They warned him yet again. He not only ignored this, but he began to
harangue and insult local Cretan officials, who wanted him put to
death. In AD 24 the Senate wisely banished him to the unpopulated
rock of Serifos in the middle of the Aegean Sea. There he would spend
the last eight years of his life, and we can imagine him still concocting
more insulting speeches that no one would hear.
It is hard for us to believe that people cannot control tendencies
that are so self-destructive, and we want to give them the benefit of the
doubt, as the Romans did. But we must remember the wise words in
the Bible: “Like a dog that returns to his vomit is a fool that repeats his
folly.”
You can see eloquent signs of people’s character in how they handle
everyday affairs. If they are late in finishing simple assignments, they
will be late with larger projects. If they become irritated by little
inconveniences, they will tend to crumble under larger ones. If they are
forgetful on small matters and inattentive to details, they will be so on
more important ones. Look at how they treat employees in everyday

---

settings and notice if there are discrepancies between the persona they
present and their attitude toward underlings.
In 1969 Jeb Magruder came to San Clemente for a job interview in
the Nixon administration. The man giving the interview was Bob
Haldeman, chief of staff. Haldeman was very earnest, completely
devoted to the Nixon cause, and impressed Magruder with his honesty,
sharpness, and intelligence. But as they left the interview to get in a
golf cart for a tour of San Clemente, Haldeman suddenly became
frantic—there were no carts available. He railed at those in charge of
the carts, and his manner was insulting and harsh. He was almost
hysterical. Magruder should have seen this incident as a sign that
Haldeman was not what he appeared, that he had control issues and a
vicious streak, but charmed by the aura of power at San Clemente and
wanting the job, he chose to ignore this, much to his later dismay.
In everyday life people can often do well at disguising their
character flaws, but in times of stress or crisis these flaws can suddenly
become very apparent. People under stress lose their normal self-
control. They reveal their insecurities about their reputation, their fear
of failure and lack of inner resilience. On the other hand, some people
rise to the occasion and reveal strength under fire. There’s no way to
tell until the heat is on, but you must pay extra attention to such
moments.
Similarly, how people handle power and responsibility will tell you
a lot about them. As Lincoln said, “If you want to test a man’s
character, give him power.” On the way to gaining power, people will
tend to play the courtier, to seem deferential, to follow the party line,
to do what it takes to make it to the top. Once at the top, there are
fewer restraints and they will often reveal something about themselves
you had not noticed before. Some people stay true to the values they
had before attaining a high position—they remain respectful and
empathetic. On the other hand, far more people suddenly feel entitled
to treat others differently now that they have the power.
That is what happened to Lyndon Johnson once he attained a
position of ultimate security in the Senate, as Senate majority leader.
Tired of the years he had to spend playing the perfect courtier, he now
relished the power he had to upset or humiliate those who had crossed
him in the past. Now he would go up to such a senator and make a
point of talking only to his assistant. Or he would get up and leave the

---

floor when a senator he did not like was giving an important speech,
making other senators follow him. In general there are always signs of
these character traits in the past if you look closely enough (Johnson
had revealed such nasty signs in the earliest parts of his political
career), but, more important, you need to take notice of what people
reveal once they are in power. So often we think that power has
changed people, when in fact it simply reveals more of who they are.
People’s choice of spouse or partner says a lot about them. Some
look for a partner they can dominate and control, perhaps someone
younger, less intelligent or successful. Some choose a partner they can
rescue from a bad situation, playing the savior role, another form of
control. Yet others look for someone to fill the mommy or daddy role.
They want more pampering. These choices are rarely intellectual; they
reflect people’s earliest years and attachment schemas. They are
sometimes surprising, as when people select someone who seems very
different and outwardly incompatible, but there is always an internal
logic to such choices. For instance, a person has a tremendous fear of
being abandoned by the one they love, reflecting anxieties from
infancy, and so they select a person who is noticeably inferior in looks
or intelligence, knowing that person will cling to them no matter what.
Another realm to examine is how people behave in moments away
from work. In a game or sport they might reveal a competitive nature
that they cannot turn off. They have a fear of being overtaken in
anything, even when they are driving. They must be ahead, out in
front. This can be channeled functionally into their work, but in off
hours it reveals deep layers of insecurities. Look at how people lose in
games. Can they do so graciously? Their body language will say a lot on
that front. Do they try whatever they can to circumvent the rules or
bend them? Are they looking to escape and relax from work or to assert
themselves even in such moments?
In general, people can be divided into introverts and extroverts, and
this will play a large role in the character they develop. Extroverts are
largely governed by external criteria. The question that dominates
them is “What do others think of me?” They will tend to like what other
people like, and the groups they belong to frequently determine the
opinions they hold. They are open to suggestion and new ideas, but
only if they are popular in the culture or asserted by some authority
they respect. Extroverts value external things—good clothes, great
meals, concrete enjoyment shared with others. They are in search of

---

new and novel sensations and have a nose for trends. They are not only
comfortable with noise and bustle but actively search it out. If they are
bold, they love physical adventure. If they are not so bold, they love
creature comforts. In any event, they crave stimulation and attention
from others.
Introverts are more sensitive and easily exhausted by too much
outward activity. They like to conserve their energy, to spend time
alone or with one or two close friends. As opposed to extroverts, who
are fascinated by facts and statistics for their own sake, introverts are
interested in their own opinions and feelings. They love to theorize and
come up with their own ideas. If they produce something, they do not
like to promote it; they find the effort distasteful. What they make
should sell itself. They like to keep a part of their life separate from
others, to have secrets. Their opinions do not come from what others
think or from any authority but from their inner criteria, or at least
they think so. The bigger the crowd, the more lost and lonely they feel.
They can seem awkward and mistrustful, uncomfortable with
attention. They also tend to be more pessimistic and worried than the
average extrovert. Their boldness will be expressed by the novel ideas
they come up with and their creativity.
You might notice tendencies in both directions in individuals or
yourself, but in general people trend in one or the other direction. It is
important to gauge this in others for a simple reason: introverts and
extroverts do not naturally understand each other. To the extrovert,
the introvert has no fun, is stubborn, even antisocial. To the introvert,
the extrovert is shallow, flighty, and overly concerned with what people
think. Being one or the other is generally something genetic and will
make two people see the same thing in a totally different light. Once
you understand you are dealing with someone of the other variety than
yourself, you must reassess their character and not foist your own
preferences on them. Also, sometimes introverts and extroverts can
work well together, particularly if people have a mix of both qualities
and they complement each other, but more often than not they do not
get along and are prone to constant misunderstandings. Keep in mind
that there are generally more extroverts than introverts in the world.
Finally, it is critical that you measure the relative strength of
people’s character. Think of it in this way: such strength comes from
deep within the core of the person. It could stem from a mixture of
certain factors—genetics, secure parenting, good mentors along the

---

way, and constant improvement (see the final section of this chapter).
Whatever the cause, this strength is not something displayed on the
outside in the form of bluster or aggression but manifests itself in
overall resilience and adaptability. Strong character has a tensile
quality like a good piece of metal—it can give and bend but still retains
its overall shape and never breaks.
The strength emanates from a feeling of personal security and self-
worth. This allows such people to take criticism and learn from their
experiences. This means they do not give up so easily, since they want
to learn how to get better. They are rigorously persistent. People of
strong character are open to new ideas and ways of doing things
without compromising the basic principles they adhere to. In adversity
they can retain their presence of mind. They can handle chaos and the
unpredictable without succumbing to anxiety. They keep their word.
They have patience, can organize a lot of material, and complete what
they start. Not continually insecure about their status, they can also
subsume their personal interests to the good of the group, knowing
that what works best for the team will in the end make their life easier
and better.
People of weak character begin from the opposite position. They are
easily overwhelmed by circumstances, making them hard to rely upon.
They are slippery and evasive. Worst of all, they cannot be taught
because learning from others implies criticism. This means you will
continually hit a wall in dealing with them. They may appear to listen
to your instructions, but they will simply revert to what they think is
best.
We are all a mix of strong and weak qualities, but some people
clearly veer in one or the other direction. As much as you can, you
want to work and associate with strong characters and avoid weak
ones. This has been the basis for almost all of Warren Buffett’s
investment decisions. He looks beyond the numbers to the CEOs he
will be dealing with, and what he wants to gauge above all else is their
resilience, their dependability, and their self-reliance. If only we used
such measurements in those we hired, the partners we take in, and
even the politicians we choose.
Although in intimate relationships there are certainly other factors
that will guide our choices, strength of character should also be
considered. This was largely what led Franklin Roosevelt to choose

---

Eleanor as his wife. As a handsome young man of wealth, he could
have chosen many other more beautiful young women, but he admired
Eleanor’s openness to new experiences and her remarkable
determination. Looking far into the future, he could see the value of
her character mattering more than anything else. And it ended up
being a very wise choice.
In gauging strength or weakness, look at how people handle
stressful moments and responsibility. Look at their patterns: what
have they actually completed or accomplished? You can also test
people. For instance, a good-natured joke at their expense can be quite
revealing. Do they respond graciously to this, not so easily caught up in
their insecurities, or do their eyes flash resentment or even anger? To
gauge their trustworthiness as a team player, give them strategic
information or share with them some rumor—do they quickly pass
along the information to others? Are they quick to take one of your
ideas and package it as their own? Criticize them in a direct manner.
Do they take this to heart and try to learn and improve, or do they
show overt signs of resentment? Give them an open-ended assignment
with less direction than usual and monitor how they organize their
thoughts and their time. Challenge them with a difficult assignment or
some novel way of doing something, and see how they respond, how
they handle their anxiety.
Remember: weak character will neutralize all of the other possible
good qualities a person might possess. For instance, people of high
intelligence but weak character may come up with good ideas and even
do a job well, but they will crumble under pressure, or they will not
take to kindly to criticism, or they will think first and foremost of their
own agenda, or their arrogance and annoying qualities will cause
others around them to quit, harming the general environment. There
are hidden costs to working with them or hiring them. Someone less
charming and intelligent but of strong character will prove more
reliable and productive over the long run. People of real strength are as
rare as gold, and if you find them, you should respond as if you had a
discovered a treasure.