Cleopatra’s Guide to Good Governance

LET’S say you can’t readily lay your hands on “Leadership Secrets of Attila the Hun” or those of Winnie the Pooh. And let’s say the political mood around you is bleak; gridlock is the order of the day. Why not turn to a different management guru, a woman who left some 2,000-year-old teachable moments, each of them enduring and essential?

At 18, Cleopatra VII inherited the most lucrative enterprise in existence, the envy of her world. Everyone for miles around worked for her. Anything they grew or manufactured enriched her coffers. She had the administrative apparatus and the miles of paperwork to prove it.

From the moment she woke she wrangled with military and managerial decisions. The crush of state business consumed her day. Partisan interests threatened to trip her up at every turn; she observed enough court intrigue to make a Medici blush. To complicate matters, she was highly vulnerable to a hostile takeover. Oh, and she looked very little like the other statesmen with whom she did business.

Herewith her leadership secrets, a papyrus primer for modern-day Washington:

Obliterate your rivals. Co-opting the competition is good. Eliminating it is better. Cleopatra made quick work of her siblings, which sounds uncouth. As Plutarch noted, however, such behavior was axiomatic among sovereigns. It happened in the best of families.

The royal rules for dispensing with blood relatives were as inflexible as those of geometry. Cleopatra lost one brother in her civil war against him; allegedly poisoned a second; arranged the murder of her surviving sister. She thereafter reigned supreme.

Does this suggest by extension that a family business is a bad idea? It does.

Read the rest here.