The Wisdom of the Fool
How Playing Dumb Can (Sometimes) Be a Smart Strategy
Over the years I’ve built up a pretty extensive library, and like most people with more books than shelf space, I sometimes can’t remember where or why I acquired a particular one. These random finds often become the most enjoyable, offering insights when I least expect them. One such book I recently picked up was The Adventures of Herbie Cohen, a fascinating read with unexpected depth.
For those unfamiliar, Herbie Cohen was known as one of the world’s greatest negotiators. He helped resolve some of the most high-profile disputes of the late 20th century, from labor strikes to international hostage crises. He worked with U.S. presidents, major corporations, and even sports leagues.
But what made Cohen unique wasn’t just his ability to strike deals—it was the unorthodox, almost philosophical approach he took to negotiation. He popularized concepts like “win-win” negotiations and believed deeply in the idea of “engaged detachment”—caring, but not too much. His Brooklyn-born street smarts shaped his style, and he knew how to blend humor, humility, and strategy in ways that disarmed even the toughest opponents.
One of the most striking characters in his book is a soldier named Magna Para, who personifies a concept Cohen frequently leaned on: the wisdom of playing dumb. No one really knew if that was his real name, a nickname, or some kind of alias. One thing was clear however: Magna Para didn’t want to be a soldier and hated authority.
Interestingly, he didn’t fight authority head-on; instead, he used a different kind of power, one rooted in simplicity and what seemed like ignorance. His actions and attitudes might seem foolish on the surface, but as Cohen explains, they were actually part of a much deeper, more strategic way of dealing with authority and power.
This concept of “the fool” and how playing dumb can be an effective strategy offers valuable lessons for leaders today. Let’s explore how this approach can help disarm opposition, build trust, and ultimately win people over.
The Magna Para Effect: Simplicity as Strength
Magna Para was a soldier Herbie Cohen encountered during his military days. He wasn’t the fastest, strongest, or most efficient, and he didn’t take authority seriously. He was constantly late, always disheveled, and seemed blissfully unaware of the punishments that rained down on him. But the more people tried to discipline Magna Para, the less he seemed to care. While his fellow soldiers scrambled to meet expectations and avoid penalties, Magna Para remained unbothered. Eventually, his superiors just stopped trying to control him.
What Magna Para understood, perhaps better than anyone else, is that weakness can be strength. By refusing to engage with authority in the expected way, he forced the system to accommodate him. In doing so, he gained a kind of freedom that others didn’t have.
Now, let’s be clear: I’m not advocating for leaders to disregard authority or shirk responsibilities. But there’s a deeper lesson here—one that’s incredibly relevant in leadership and business. Sometimes, playing the fool, downplaying your abilities, or embracing self-deprecation can be a powerful tool for disarming opponents, building rapport, and ultimately, winning the long game.
Why “Playing Dumb” Works in Leadership
There’s a reason why playing dumb or using humor can be an effective strategy for leaders. It creates a sense of unpredictability and often leads others to lower their defenses. When people think they’ve got you figured out or assume you’re not a threat, they stop seeing you as competition. This is where you can make your move.
Let’s break down why this works:
1. It Lowers Defenses
When you present yourself as less knowledgeable or less capable, people tend to relax around you. They feel less guarded and are more likely to reveal their true thoughts, intentions, or strategies. This allows you to gather critical information and make decisions based on what’s really going on, not just what people are willing to show on the surface.
2. It Creates Opportunities for Learning
Leaders often feel the pressure to have all the answers. But here’s the thing: no one has all the answers. When you admit ignorance or play dumb, you open the door to learning. You allow others to fill in the gaps, which can lead to innovative ideas, deeper insights, and stronger team collaboration. People love sharing what they know, especially with someone who seems eager to learn.
3. It Builds Rapport Through Vulnerability
Playing dumb, or using self-deprecation, can be a form of vulnerability. And vulnerability is a powerful way to build connections. People trust those who don’t take themselves too seriously. When you can admit your own shortcomings or laugh at yourself, it humanizes you. As a leader, this can foster a culture of openness and trust within your team.
4. It Lets You Control the Narrative
By playing the fool, you often control how others perceive you. It’s a strategic choice to let others underestimate you. When they do, you have the freedom to act in ways they don’t expect. And, more importantly, you retain control of your actions without the pressure of high expectations.
Leaders Who Embrace the Wisdom of the Fool
Some of the most effective leaders in history have used this strategy to their advantage. Take Winston Churchill, for example. He was a master of self-deprecating humor, often poking fun at his own mistakes or flaws. But beneath that wit was a sharp, calculating mind that few could rival. By allowing people to laugh with him, he built trust and rapport, making him an incredibly effective wartime leader.
Steve Jobs, in his early years, often played the role of the brash young entrepreneur who didn’t know the rules. But in doing so, he challenged the status quo and reshaped industries. People underestimated him at first, but that only gave him more room to innovate.
Even more recently, Richard Branson of Virgin Group is known for using humor and downplaying his own seriousness to his advantage. He’s built a brand on being the quirky, approachable entrepreneur, but underneath that exterior is a razor-sharp business mind that has consistently disrupted markets.
How to Apply the Fool’s Wisdom
So, how can leaders today use this strategy without undermining their authority or competence? It’s all about balance. Playing dumb doesn’t mean being dumb, and self-deprecation doesn’t mean self-sabotage. Here’s how to strike that balance:
1. Know When to Step Back
In high-pressure situations, instead of rushing to assert control, take a step back. Ask questions that may seem basic or obvious. Let others feel like they’re leading the conversation, but use the information they provide to form your strategy. This allows you to guide the conversation without dominating it.
2. Embrace Self-Deprecating Humor
There’s a time and place for self-deprecating humor, and when used correctly, it can be a great way to diffuse tension. If a meeting is getting heated, a well-placed joke about your own quirks or past mistakes can break the ice and shift the tone. Just be careful not to overdo it—too much self-deprecation can make you seem unsure of yourself.
3. Don’t Be Afraid to Admit Ignorance
Leaders are expected to know a lot, but no one knows everything. Admitting you don’t have all the answers not only invites collaboration but also shows that you value the input of others. It’s a great way to foster an inclusive environment where everyone feels their expertise is appreciated.
4. Let Others Underestimate You
There’s real power in letting people underestimate you. It gives you the element of surprise. When someone doesn’t see you as a threat, they’re more likely to reveal their true intentions or drop their guard. Use that to your advantage, especially in negotiations or competitive situations.
When Not to Play Dumb
Of course, there are times when playing dumb is the wrong move. If you’re in a situation where authority and competence need to be immediately established—say, dealing with a crisis—then this is not the strategy to employ. In those moments, people need decisive leadership. But when building relationships, gathering information, or negotiating, playing the fool can be a masterstroke.
The Subtle Art of Strategic Foolishness
Herbie Cohen’s stories, particularly his encounters with Magna Para, show us that sometimes the most powerful position in a room isn’t the loudest or most dominant. It’s the fool—the one who steps back, listens, and disarms others by appearing non-threatening. In business and leadership, this is a strategy that can pay dividends, allowing you to gather information, build trust, and ultimately, lead from a position of subtle strength.
So next time you find yourself in a tense situation or a tricky negotiation, consider channeling a little bit of Magna Para. Play the fool, and you might just outsmart everyone in the room.