The Prince with Study Guide

Deluxe Special Edition

Niccolo Machiavelli

• Publisher: G&D Media
• Year: 2018
• ISBN:
  9781722520779
• Topic: Business
• Subtopic: Leadership
• Index: Business

Throughout his lifetime and in the years that followed, Niccolo Machiavelli, an Italian diplomat, was best known for his strategic thinking in the world of politics and power.Machiavelli's writings have remained timely and highly controversial. The Prince is often claimed to be one of the first works of modern political philosophy, in which the effective truth is taken to be more important than any abstract ideal.This deluxe edition of this classic work, includes a 21st century study guide filled with practices and exercises that will provide a summary and insights on Machiavelli's teachings, and provide you with the fundamental traits that help to cultivate a successful leader.

Chapter I

How Many Kinds of Principalities There Are and By What Means They Are Acquired

All states, all powers, that have held and hold rule over men have been and are either republics or principalities. Principalities are either hereditary, in which the family has been long established; or they are new.

The new are either entirely new, as was Milan to Francesco Sforza, or they are, as it were, members annexed to the hereditary state of the prince who has acquired them, as was the kingdom of Naples to that of the King of Spain.

Such dominions thus acquired are either accustomed to live under a prince, or to live in freedom; and are acquired either by the arms of the prince himself, or of others, or else by fortune or by ability.

All states are: Republics or Principalities (hereditary or new)

STUDY GUIDE

Chapter I

Leadership Trait #1

Passion— Drive and the Ability to Step into the Unknown

In this chapter Machiavelli shares information and insights on how power and leadership are gained. He references two states: Republics and Principalities. In the case of Principalities, they are either sought after through cunning and strategy or inherited. In order to learn about what will or will not work for you as you seek greater power and strength in your leadership initiatives, it is important that you understand what your current beliefs are and whether they help or hinder you. In this chapter you are going to decipher what your beliefs and expectations are around leadership, and how they do or do not serve you.

The leadership trait you will be focusing on in this chapter is passion—drive and the ability to step into the unknown. While many have dreams that they wish to pursue, few possess the passion and subsequent drive to manifest them in their lives. To be an effective leader, you must have a vision and then cultivate the knowledge, support and circumstances to bring it to fruition.

1.  Machiavelli opens this chapter stating that all states are one of two things: Republics or Principalities. Principalities are either new or inherited. What are your beliefs around wealth that has been inherited versus wealth that has been acquired through hard work? Do you believe that one who receives wealth and power due to lineage is deserving of it? Why or why not?

2.  On a scale from one to ten (one being “not at all” and ten being “very much so”), rate how worthy do you believe you are of being wealthy:

3.  Are there any reasons why you don’t believe you deserve wealth? If so, what are they?

4.  If you believe you are deserving of wealth, why do you think you have not yet attained it (if you have, how did you do so?)

5.  Do you have any fears around being wealthy? If you are aware of any, what are they?

6.  On a scale from one to ten (one being “not at all” and ten being “very much so”), rate how worthy you believe you are of being powerful:

7.  Are there any reasons why you don’t believe you deserve power? If so, what are they?

8.  If you believe you are deserving of power, why do you think you have not yet attained it (if you have, how did you do so?

9.  Do you have any fears around acquiring power? If so, what are they?

10.  Do you believe you may have blocks or prejudices around easy acquisition of wealth and power? In other words, do you hold a belief that you need to work hard in order to succeed? Write about your belief system and how it does or doesn’t serve you.

11.  The leadership trait you will be focusing on in this chapter is passion—drive and the ability to step into the unknown. On a scale from one to ten (one being “not at all” and ten being “very much so”), rate how passionate you are about your leadership initiatives:

12.  Write a passionate description of what your leadership goals are.

13.  Take your description, and write an elevator speech that condenses your description into one or two sentences.

14.  Your elevator speech should be provocative and engaging. Read it to a couple of people. Get feedback as to whether they were moved and excited by it. Tweak it if necessary.

15.  While passion is powerful, action is essential. On a scale from one to ten (one being “not at all” and ten being “very much so”), rate how driven you are towards manifesting your leadership goals:

16.  Are there any areas in your initiative where you lack drive? For example, some individuals love to envision, but do not like to build their vision into fruition. Others love to create, but perhaps are not successful marketers. List the areas that you see as challenging.

17.  Ideally, if you are not passionate about particular areas of your initiative, you may require assistance from others. Go through the list you created in #16. Are there individuals you could recruit to follow through in the areas of you endeavor where you lack passion? List the positions and the potentials individuals you could recruit.

18.  Do you have any fear around stepping into the unknown? Explain.

19.  What steps could you take to alleviate your fears if you have any?

Chapter II

Concerning Hereditary Principalities

I will leave out all discussion on republics, inasmuch as in another place I have written of them at length, and will address myself only to principalities. In doing so I will keep to the order indicated above, and discuss how such principalities are to be ruled and preserved.

I say at once there are fewer difficulties in holding hereditary states, and those long accustomed to the family of their prince, than new ones; for it is sufficient only not to transgress the customs of his ancestors, and to deal prudently with circumstances as they arise, for a prince of average powers to maintain himself in his state, unless he be deprived of it by some extraordinary and excessive force; and if he should be so deprived of it, whenever anything sinister happens to the usurper, he will regain it.

We have in Italy, for example, the Duke of Ferrara, who could not have withstood the attacks of the Venetians in ’84, nor those of Pope Julius in ’10, unless he had been long established in his dominions. For the hereditary prince has less cause and less necessity to offend; hence it happens that he will be more loved; and unless extraordinary vices cause him to be hated, it is reasonable to expect that his subjects will be naturally well disposed towards him; and in the antiquity and duration of his rule the memories and motives that make for change are lost, for one change always leaves the toothing for another.

Inheriting leadership is easier because you have picked up where family left behind. Without having to fight for your domain, being popular and loved is easy.

STUDY GUIDE

Chapter II

Leadership Trait #2

Proactive—Ability to Take Immediate Action

Machiavelli shares insights on inherited leaderships and their inherent challenges in this chapter. While it appears to be easy, this is not always the case. This raises the question as to whether one’s lot in life is somewhat random or influenced more by events as they arise, or pre-destined. In this segment of the study guide, you are going to explore what your beliefs are around “destiny” as well as how character traits (whether inherited or not) play a part in your past, present and current leadership initiatives.

The leadership trait affiliated with this chapter is proactivity—the ability to take immediate action. Many people are visionaries, but lack the ability to move on their insights and ideas. Vision without action is futile. Being proactive and taking initiative is key in becoming a successful leader.

1. In this chapter the author states that inheriting a leadership position is easy because you have picked up what family left behind. Without having to fight for your domain, being popular and loved is easy. Do you believe your life is pre-determined; that your lot in life has been set? Do you believe that you have control over what happens to you?

2. If you believe that your life has been pre-determined, then what action steps can you take to empower yourself and move towards achieving your goals?

3. If you believe that you have control over what happens in your life, then list what specific steps you are currently taking to further develop your leadership skills.

4. Write a list of the traits that you have ...