"Diplomacy is more than saying or doing the right things at the right time, it is avoiding saying or doing the wrong things at any time"
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Diplomacy, in Bo Bennett's telling, is less a heroic performance than an exercise in restraint. The line flips the usual self-help framing of “do the right thing” into a risk-management doctrine: success isn’t just about perfectly timed charm, it’s about not detonating relationships with avoidable blunders. Coming from a businessman, that emphasis makes sense. In corporate life, the upside of a brilliant remark is often marginal; the downside of a careless one can be career-defining. One email, one offhand joke, one public comment that reads as contempt, and you’ve created a problem that no amount of “right things at the right time” can fully unwind.
The subtext is a quietly cynical but practical view of power. Diplomacy isn’t portrayed as moral clarity or truth-telling; it’s operational discipline. The standard is not authenticity but controllability: you manage your outputs because other people will manage their interpretations. “At any time” is doing heavy lifting here, suggesting that the wrong move doesn’t need bad timing to be damaging. It’s wrongness itself that accumulates interest.
There’s also a subtle redefinition of competence. Diplomacy becomes defensive driving: anticipating hazards, resisting impulse, keeping the vehicle steady. That frames the diplomat (or manager, or founder) as someone who understands that trust is fragile and reputations are path-dependent. You don’t earn credibility only by landing the big moments; you preserve it by refusing to create unnecessary fires on ordinary days.
The subtext is a quietly cynical but practical view of power. Diplomacy isn’t portrayed as moral clarity or truth-telling; it’s operational discipline. The standard is not authenticity but controllability: you manage your outputs because other people will manage their interpretations. “At any time” is doing heavy lifting here, suggesting that the wrong move doesn’t need bad timing to be damaging. It’s wrongness itself that accumulates interest.
There’s also a subtle redefinition of competence. Diplomacy becomes defensive driving: anticipating hazards, resisting impulse, keeping the vehicle steady. That frames the diplomat (or manager, or founder) as someone who understands that trust is fragile and reputations are path-dependent. You don’t earn credibility only by landing the big moments; you preserve it by refusing to create unnecessary fires on ordinary days.
Quote Details
| Topic | Decision-Making |
|---|---|
| Source | Help us find the source |
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