Summary
This chapter reveals Confucius at his most human and relatable, showing how real leadership works in practice. Through a series of short conversations and observations, we see a leader who refuses to be boxed in by others' expectations or his own ego. When someone criticizes him for not having a specialty that makes him famous, Confucius playfully responds that maybe he should focus on chariot-driving—showing how secure leaders don't get defensive about criticism. He demonstrates practical wisdom by choosing when to follow social customs (wearing silk instead of linen caps because it's economical) and when to stand firm on principles (continuing to bow respectfully even when others have gotten lazy about it). Perhaps most importantly, he reveals the four freedoms that define authentic leadership: no predetermined conclusions, no arbitrary decisions, no stubborn attachments, and no ego-driven choices. When disciples try to treat him like royalty during an illness, he gently but firmly refuses the pretense, preferring to die among friends rather than live a lie. The chapter also explores how true expertise develops—not through trying to impress people, but through genuine curiosity and practical experience. Confucius admits he's not naturally brilliant; his knowledge comes from asking questions and working through problems methodically. This makes his wisdom accessible to anyone willing to put in the work. The famous image of time flowing like a river reminds us that growth requires consistent effort, while his observation about people loving beauty more than virtue highlights a timeless human challenge.
Coming Up in Chapter 10
The next section shifts to examining Confucius in his daily life, revealing how philosophical principles translate into practical habits, social interactions, and personal conduct.
Share it with friends
An excerpt from the original text.(~500 words)
BOOK IX. TSZE HAN. CHAP. I. The subjects of which the Master seldom spoke were-- profitableness, and also the appointments of Heaven, and perfect virtue. CHAP. II. 1. A man of the village of Ta-hsiang said, 'Great indeed is the philosopher K'ung! His learning is extensive, and yet he does not render his name famous by any particular thing.' 2. The Master heard the observation, and said to his disciples, 'What shall I practise? Shall I practise charioteering, or shall I practise archery? I will practise charioteering.' CHAP. III. 1. The Master said, 'The linen cap is that prescribed by the rules of ceremony, but now a silk one is worn. It is economical, and I follow the common practice. 2. 'The rules of ceremony prescribe the bowing below the hall, but now the practice is to bow only after ascending it. That is arrogant. I continue to bow below the hall, though I oppose the common practice.' CHAP. IV. There were four things from which the Master was entirely free. He had no foregone conclusions, no arbitrary predeterminations, no obstinacy, and no egoism. CHAP. V. 1. The Master was put in fear in K'wang. 2. He said, 'After the death of King Wan, was not the cause of truth lodged here in me? 3. 'If Heaven had wished to let this cause of truth perish, then I, a future mortal, should not have got such a relation to that cause. While Heaven does not let the cause of truth perish, what can the people of K'wang do to me?' CHAP. VI. 1. A high officer asked Tsze-kung, saying, 'May we not say that your Master is a sage? How various is his ability!' 2. Tsze-kung said, 'Certainly Heaven has endowed him unlimitedly. He is about a sage. And, moreover, his ability is various.' 3. The Master heard of the conversation and said, 'Does the high officer know me? When I was young, my condition was low, and therefore I acquired my ability in many things, but they were mean matters. Must the superior man have such variety of ability? He does not need variety of ability.' 4. Lao said, 'The Master said, "Having no official employment, I acquired many arts."' CHAP. VII. The Master said, 'Am I indeed possessed of knowledge? I am not knowing. But if a mean person, who appears quite empty-like, ask anything of me, I set it forth from one end to the other, and exhaust it.' CHAP. VIII. The Master said, 'The FANG bird does not come; the river sends forth no map:-- it is all over with me!' CHAP. IX. When the Master saw a person in a mourning dress, or any one with the cap and upper and lower garments of full dress, or a blind person, on observing them approaching, though they were younger than himself, he would rise up, and if he had to pass by them, he would do so hastily. CHAP. X. 1. Yen Yuan, in admiration of...
Master this chapter. Complete your experience
Purchase the complete book to access all chapters and support classic literature
As an Amazon Associate, we earn a small commission from qualifying purchases at no additional cost to you.
Available in paperback, hardcover, and e-book formats
Intelligence Amplifier™ Analysis
The Road of Authentic Authority
The more someone needs to prove their authority, the less authentic authority they actually possess.
Why This Matters
Connect literature to life
This chapter teaches how to distinguish between leaders who are secure in their abilities and those who are desperately trying to prove themselves.
Practice This Today
This week, notice when someone gets defensive about criticism versus when they ask genuine questions—the difference reveals who you can actually trust with responsibility.
Now let's explore the literary elements.
Terms to Know
The Four Freedoms
Confucius describes four mental traps that leaders must avoid: having predetermined conclusions, making arbitrary decisions, being stubborn about positions, and letting ego drive choices. These represent the difference between reactive leadership and thoughtful response.
Modern Usage:
We see this when managers refuse to admit mistakes, CEOs who won't change course when data shows they're wrong, or anyone who digs in their heels just to save face.
Ritual vs. Principle
The distinction between following empty customs and understanding the deeper reasons behind traditions. Confucius shows when to adapt practices for practical reasons and when to maintain them for moral ones.
Modern Usage:
Like choosing which workplace traditions actually serve a purpose versus which ones we keep just because 'that's how we've always done it.'
The Mandate of Heaven
The ancient Chinese belief that legitimate rulers receive divine approval for their authority. Confucius references this when explaining his mission to preserve and teach moral wisdom during chaotic times.
Modern Usage:
Similar to how we talk about someone having a 'calling' or feeling destined to do important work despite obstacles.
Practical Wisdom
Knowledge gained through experience and careful observation rather than pure book learning. Confucius emphasizes learning by doing and asking questions over trying to appear naturally brilliant.
Modern Usage:
The difference between someone who's worked their way up learning the job versus someone with just theoretical training from school.
Defensive vs. Secure Leadership
How leaders respond to criticism reveals their character. Secure leaders can laugh at themselves and acknowledge limitations, while defensive ones get angry or make excuses.
Modern Usage:
You see this when a good supervisor takes feedback well versus a bad one who punishes anyone who points out problems.
Time as Teacher
Confucius uses the metaphor of flowing water to show that learning and growth happen gradually through consistent effort over time, not in dramatic moments.
Modern Usage:
Like how real fitness comes from daily walks, not crash diets, or how good relationships build through small daily choices, not grand gestures.
Characters in This Chapter
Confucius (The Master)
Protagonist and teacher
Shows authentic leadership through his responses to criticism, his practical decisions about customs, and his honest admission of limitations. He demonstrates how to maintain principles while staying flexible about methods.
Modern Equivalent:
The experienced supervisor who's confident enough to admit when they don't know something
The man from Ta-hsiang village
Critic
Represents people who expect leaders to have flashy specialties or dramatic achievements. His comment that Confucius has broad learning but no particular fame reveals a misunderstanding of real expertise.
Modern Equivalent:
The person who thinks you're not successful unless you're famous for one specific thing
The disciples
Students and observers
They witness Confucius's responses to various situations and sometimes try to treat him with excessive formality. Their presence shows how authentic teaching happens through example rather than lectures.
Modern Equivalent:
The coworkers or family members who watch how you handle stress and learn from your example
King Wan
Historical reference point
Mentioned as the previous keeper of moral wisdom, showing how Confucius sees himself as part of a larger tradition of preserving and teaching ethical principles during difficult times.
Modern Equivalent:
The respected former leader whose values you're trying to carry forward in your own work
Key Quotes & Analysis
"There were four things from which the Master was entirely free. He had no foregone conclusions, no arbitrary predeterminations, no obstinacy, and no egoism."
Context: Describing Confucius's leadership style and mental approach
This defines what authentic leadership looks like - staying open to new information, making decisions based on evidence rather than whim, being willing to change course, and keeping ego out of choices. It's a practical guide for anyone in a position of responsibility.
In Today's Words:
He didn't make up his mind before hearing the facts, didn't make random decisions, didn't dig in his heels when he was wrong, and didn't let his pride drive his choices.
"What shall I practise? Shall I practise charioteering, or shall I practise archery? I will practise charioteering."
Context: His playful response to criticism about not being famous for any particular skill
Shows how secure leaders respond to criticism with humor rather than defensiveness. Instead of getting angry or making excuses, he acknowledges the comment and even jokes about picking a specialty, demonstrating confidence in his broader approach.
In Today's Words:
Oh, you think I need a specialty? Maybe I should become the office's best driver then.
"The linen cap is that prescribed by the rules of ceremony, but now a silk one is worn. It is economical, and I follow the common practice."
Context: Explaining when he chooses to adapt traditional practices
Demonstrates practical wisdom about when to follow tradition and when to adapt. He's not rigidly traditional or carelessly modern, but thoughtful about which changes serve good purposes and which abandon important principles.
In Today's Words:
The old way was linen hats, but silk is cheaper and works just as well, so I'm fine with that change.
Thematic Threads
Identity
In This Chapter
Confucius refuses to be defined by others' expectations or his own image, choosing authenticity over performance
Development
Deepens from earlier chapters about not seeking recognition—now shows how to maintain identity under pressure
In Your Life:
You might catch yourself changing your behavior to match what you think others expect from your role.
Social Expectations
In This Chapter
He selectively follows customs (economic silk cap) while maintaining principles (respectful bowing), showing strategic navigation
Development
Builds on earlier themes about ritual and propriety—now demonstrates practical application
In Your Life:
You face daily choices about when to conform to workplace culture and when to stand firm on your values.
Personal Growth
In This Chapter
Admits his wisdom comes from curiosity and hard work, not natural talent, making excellence accessible
Development
Continues the learning theme but emphasizes process over innate ability
In Your Life:
You might assume others are naturally better at things you struggle with, when they've just put in more practice.
Class
In This Chapter
Rejects the trappings of high status (royal treatment during illness) in favor of genuine relationships
Development
Extends earlier class discussions to show how authentic leaders relate across social boundaries
In Your Life:
You might notice how differently people treat you based on your job title, uniform, or perceived status.
Human Relationships
In This Chapter
Chooses to die among friends rather than live a pretense, prioritizing authentic connection over social position
Development
Culminates relationship themes by showing the ultimate test—facing mortality with integrity
In Your Life:
You might find yourself maintaining relationships that require you to be someone you're not.
You now have the context. Time to form your own thoughts.
Discussion Questions
- 1
When someone criticized Confucius for not having a specialty, he joked about becoming a chariot driver. How did this response show strength rather than weakness?
analysis • surface - 2
Why do you think Confucius refused royal treatment when he was sick, preferring to 'die among friends rather than live a lie'?
analysis • medium - 3
Think about leaders you've encountered at work, school, or in your community. Which ones performed authority (got defensive, name-dropped credentials) versus showed authentic authority? What was the difference in how people responded to them?
application • medium - 4
Confucius admits his knowledge comes from asking questions and working through problems, not natural brilliance. How might this approach change how you handle situations where you don't know something?
application • deep - 5
The chapter suggests that secure people don't need constant validation because they won't sacrifice others to protect their ego. What does this reveal about the relationship between personal security and how we treat others?
reflection • deep
Critical Thinking Exercise
Authority Check: Performed vs. Authentic
Think of three people in positions of authority in your life (boss, family member, community leader, etc.). For each person, write down specific behaviors they show when challenged or criticized. Then categorize each behavior as either 'performed authority' (defensive, ego-protecting) or 'authentic authority' (secure, growth-oriented). Notice patterns in how you and others respond to each type.
Consider:
- •Look for defensive language versus curious questions when they're challenged
- •Notice whether they admit mistakes quickly or deflect blame to others
- •Pay attention to whether they make decisions to look good or to solve problems
Journaling Prompt
Write about a time when you caught yourself performing authority instead of showing authentic leadership. What were you afraid of losing? How might you handle a similar situation differently now?
Coming Up Next...
Chapter 10: The Art of Showing Respect
In the next chapter, you'll discover your behavior changes meaning based on context and audience, and learn attention to detail in presentation builds trust and credibility. These insights reveal timeless patterns that resonate in our own lives and relationships.