Rule #5: A Man Is Whatever Room He Is In
In the corporate world, metaphors from warfare and sports are pervasive. We regularly strategize to "capture market share," "attack competitors," or "defend positions." Sports metaphors—“team players,” “winning strategies,” “home runs,” “playing defense”—are equally abundant. These analogies highlight competition, strategy, and victory, yet often miss a subtler truth. The reality of business is much more distant from cheering crowds and actually require a far more quieter environment: a theater.
Give it a thought: within companies, we perform assigned roles, follow scripts, and operate according to established perceptions. Recognizing this performative nature helps us better understand how organizational structures truly function and what kind of roles we play within these organizations. And once I start thinking about this, I always circle back to the japanese proverb that I once heard in the “Mad Men” series long time ago.
"A man is whatever room he is in."
The Origin of the Proverb
In Japanese culture, identity has historically been fluid and contextual. Japanese poets and artists traditionally adopted new names when marking significant life transitions or entering different phases of their creative careers. The renowned poet Matsuo Munefusa famously became Matsuo Bashō, signaling a profound transformation in his identity and artistic vision. It is linked to a cultural appreciation for adaptability, acknowledging that individuals embody different roles and characteristics depending on the "rooms" they choose to occupy. The proverb thus reminds us that identity is inherently shaped by context, surroundings, and the roles we assume.
The Theater of Organizational Hierarchy
In business, organizational hierarchies function much like roles in a theatrical production. Each position—intern, manager, CEO—is akin to a character with specific expectations, behaviors, and authority defined by collective belief. This perspective aligns closely with Kenneth Burke's theory of "Dramatism," which suggests that human interactions can be viewed as symbolic actions performed on a metaphorical stage.
In organizations, authority isn't inherent in individuals—it emerges from the collective agreement about their roles. A CEO wields authority primarily because others believe in that authority, reinforcing it through compliance and recognition. Likewise, when someone loses their title, they often lose their power and the privileges that accompany it—not because their personal worth has changed, but because the collective belief that sustained their position has shifted or disappeared entirely.
This shared agreement is what holds organizations together. Titles, roles, and hierarchy exist because we choose to believe in them collectively. Understanding this helps us better navigate our professional environments, reducing conflict by engaging with roles rather than clashing with individuals.
Simon Sinek’s Styrofoam Cup
Leadership expert Simon Sinek shared a revealing anecdote from an Under Secretary of Defense who was invited to speak at the conference for two consecutive years: once as still acting government official and second as a retired civilian.
"I was invited to speak at a conference. They flew me business class, someone greeted me at the airport, drove me to my hotel, and had already checked me in. The next morning, someone waited in the lobby to escort me to the event. I was given coffee in a beautiful ceramic cup. I gave my talk, and afterward, they made sure I had everything I needed."
"A year later, I returned to the same event, but this time I wasn’t the keynote speaker—I was just attending as a regular participant. I had to find my own transportation, checked myself into my hotel, and when I arrived at the venue, I was handed coffee in a Styrofoam cup."
"The lesson is profound: the ceramic cup was never meant for me. It was meant for the position I held. I deserved the Styrofoam cup."
This story vividly demonstrates that respect and privileges are often tied to the roles we occupy rather than who we are individually. It highlights that power, authority, and value in an organization aren't inherent but rather conferred by collective belief.
Robert Greene captures a similar idea in The 48 Laws of Power. His principle underscores how critical it is to understand the performative nature of power dynamics. Authority is sustained through perception, and the respect granted to any role exists only because others agree it does. If you disrupt this perception, your position becomes vulnerable. Like Sinek's ceramic cup, authority can quickly disappear if the collective belief supporting it shifts.
Both Greene’s insight and Sinek’s experience illuminate a vital truth: organizational power is fundamentally a performance sustained by mutual perception. Recognizing this helps you navigate the complexities of hierarchy, manage expectations, and interact strategically rather than emotionally.
Recognizing that "a man is whatever room he is in" reminds us to view business through a nuanced lens. Positions, titles, and hierarchies are constructs—valuable and necessary but ultimately maintained by collective belief.
As you navigate your professional journey, remember this theater. Act accordingly, understand the roles you inhabit, and never lose sight of how quickly perception—and thus your role—can change.