The Godfather Part II, 1974
American historian Stephen Kotkin once said in an interview that winning in a war of attrition happens in two ways: breaking the enemy's will to fight or their capacity to fight.
For a country, an example of the first is a change in leadership resulting from a coup, and an example of the second is the destruction of factories producing ammunition.
This idea applies to both companies and individuals. That's why Muhammad Ali would get into the opponent's head before the match even started. And Mike Tyson, during a staredown, could already foresee his victory.
When the stakes are high, even a slight disorientation, confusion, or indecision can lead to a catastrophe. Whether it's trading on the stock market, climbing an eight-thousander, or landing on the moon.
But besides willpower, the ability to fight is equally crucial. Jiu-jitsu coach John Danaher advises applying relentless pressure on the opponent throughout the match. The ideal is to use gravity, fatiguing the opponent below while catching your breath.
In business, much attention is given to the second aspect: expanding the team, acquiring sophisticated tools, absorbing promising startups, etc. It makes sense - the increase in capability is tangible.
The first aspect is often ignored because it's intangible and complex. CEOs find it easier to convince themselves: "Vision is obvious. Goals are clear to everyone. The team is solid. Top managers are motivated and aligned." Unfortunately, when hit by reality, the company suddenly falls on canvas.
If you're a founder or CEO, here's a hint. The team's readiness to fight heavily depends on your will. And that, in turn, depends on your honest answer to the question: "For what?".
Sincerely yours,
-Alexander
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