No.0138：A motivated idiot must be XX
June 28,2025
If I were to reinterpret the title phrase in a modern context, it would go something like this: “ Never entrust a major role to someone who lacks self-awareness and introspection, yet has an oddly strong ambition to rise.” Why? Because when someone like Type ② gains the wrong kind of power, the people around them inevitably end up paying the price.
Recently, a video spread widely online, showing radical supporters of a particular candidate putting immense pressure on the opposing camp’s backers. Despite initial projections favoring that candidate, they ended up losing the race. In the postmortem analysis, the phrase from the title was cited. It was like a poor batter being called out for fan interference—when a foul ball near the fence is snatched away from a fielder by an overenthusiastic spectator.
The same kind of thing happens in companies as well. There’s an overwhelming amount of work that needs to be done—but obviously, it’s impossible to do everything. That’s why organizations must clearly define their priorities based on the values (their internal measuring stick) of what they truly consider important.
- Things that absolutely must be done, or our very reason for existence will be called into question
- Things that should be handled adequately, but don’t require perfection
- Things we respond to minimally—only when strongly demanded, and with an apologetic stance
- Things that must never be done under any circumstances
Given this kind of classification, it’s essential to make effective use of limited human resources. However, when a leader of Type ② is in charge of an organization, they often end up catering too much to the loudest voices. Why? Because they lack their own internal standards, yet are obsessively fixated on “trying hard.” It’s like those unfortunate retail companies that spend excessive time dealing with complainers while neglecting their loyal customers, ultimately heading toward long-term decline. In such an irrational environment, the frontline continues to deteriorate. As a result, only obedient yes-men who follow the leader remain, while the thoughtful, critical minds walk away, fed up with the nonsense.
Another recent example that’s been all over TV is the never-ending stream of harassment scandals involving celebrities. Each case likely has its own specifics, but overall, the pattern seems clear: over the years, their authority inflated to the point where no one could speak up, and they eventually went off the rails. That impression is hard to shake. Absolute power absolutely corrupts. It’s a textbook example of a Type ② personality. On the other hand, there are those who continue to be loved without fading away—people who deny their own ego, genuinely listen to others, and maintain flexibility, humility, and a sense of their true self.
To close, let me address one final question: What should you do if you find yourself stuck in an environment dominated by a Type ② leader? My answer is this—make a conscious effort not to read the room. Of course, you also need to be prepared to walk away if it comes to that. It’s been a while since workforce mobility started being seen as a virtue. Even if you speak up after careful thought and end up getting crushed for it, yeah, it might hurt in the moment—but from a long-term perspective, it often works out in your favor.
For a while, the organization might tear into you pretty harshly—but brushing it off is just about right. Eventually, you’ll start seeing it clearly and calmly: “If they want to stay there forever, fine. I’m moving on.” I’m pretty sure that’ll happen. In my experience, getting harshly rejected by about 25% of the Type ② crowd, ignored by 50%, and quietly supported by the remaining 25%—that kind of balance feels just right. Being the timid person I am, I’m always a little afraid of being completely ostracized, but still.
If you want to make friends, you must not be afraid of making enemies.