48 Laws of Power - Law 7: Get Others to Do the Work for You, but Always Take the Credit

                                                                At its essence, this law teaches that time and energy are your most precious resources. By leveraging the skills, knowledge, and efforts of others, you accomplish more while preserving your own energy for strategic thinking and positioning. The law suggests that those who rise to positions of great power rarely do so by grinding through every task themselves—instead, they master the art of orchestration.

Greene argues that wisdom can be "borrowed" just as easily as it can be earned through years of study. By using the work of others, you not only save time but also benefit from expertise you may not possess.

Historical Examples

Thomas Edison serves as Greene's prime example of this law in action. While Edison is celebrated as one of history's greatest inventors, much of the actual innovative work came from his team of talented engineers and scientists. Edison's genius lay not just in invention, but in his ability to organize, direct, and ultimately claim credit for the collective output of his laboratory. The phonograph, the light bulb, and countless other "Edison inventions" were collaborative efforts—but it's Edison's name that history remembers.

Nikola Tesla, conversely, represents the cautionary tale. Despite being arguably more brilliant than Edison, Tesla's insistence on doing everything himself and his failure to effectively manage credit and recognition left him dying in poverty while Edison's legacy flourished.

The Modern Application

In today's corporate and creative landscapes, this law manifests in various forms:

In Business Leadership: CEOs and executives succeed by building strong teams and delegating effectively. A leader who insists on micromanaging every detail will never scale their impact. The most successful leaders curate talent, set vision, and yes—take credit for their team's achievements during shareholder meetings and public appearances.

In Creative Industries: Many successful authors, artists, and content creators employ ghostwriters, researchers, editors, and production teams. The "author" becomes a brand that orchestrates various talents into a cohesive product.

In Academia: Senior researchers often publish papers based largely on the work of graduate students and junior researchers, with their name appearing first due to their supervisory role and institutional power.

The Ethical Dilemma

This is where Law 7 becomes deeply controversial. There's a fine line between strategic delegation with appropriate acknowledgment and outright exploitation. The law, as stated, explicitly encourages taking credit—not sharing it.

Critics rightfully point out that this approach:

• Demoralizes talented team members
• Creates toxic work environments
• Represents a form of intellectual theft
• Undermines collaborative spirit

In modern contexts, completely hiding the contributions of others often backfires. Social media and transparent communication mean that team members can expose credit-hoarding leaders, damaging reputations irreparably.

A More Sustainable Interpretation

Perhaps the real wisdom in Law 7 isn't about stealing credit, but about understanding leverage and visibility. A more ethical application might be:

Delegate wisely: Recognize that you cannot and should not do everything yourself. Find people whose skills complement yours.

Orchestrate effectively: Your value lies in bringing together the right people, providing direction, and creating conditions for success.

Manage perception strategically: Understand that as a leader, you will be associated with your team's output. This isn't theft—it's the nature of leadership and representation.

Acknowledge appropriately: Share credit in private and team settings, while understanding that in public-facing situations, you may be the face of collective efforts.

The Power Dynamics at Play

What Greene captures, perhaps cynically but accurately, is that power often accrues to those who control narrative and visibility. The person who presents the work, who interfaces with decision-makers, who stands at the podium—that person gains the recognition, regardless of who did the actual labor.

This isn't always fair, but it is often true.

Practical Wisdom

For those seeking to apply this law without compromising integrity:

1. Build genuine expertise in orchestration, strategy, and vision-setting—these are valuable skills
2. Create systems that multiply your effectiveness through others
3. Be the connector who brings together complementary talents
4. Master communication so you can effectively present collaborative work
5. Give credit downstream while understanding you'll receive it upstream

Conclusion

This Law forces us to confront uncomfortable truths about recognition, credit, and power. While the law as stated advocates for a zero-sum approach to credit, the underlying principle—that strategic leverage of others' abilities is essential to large-scale achievement—remains valid.

The key is finding your own ethical framework within this reality. You can leverage collaboration and delegation without exploitation. You can be the face of collective efforts while ensuring team members feel valued and acknowledged.

Ultimately, the most sustainable power doesn't come from theft of credit, but from building systems and teams so effective that success becomes inevitable—and when that success arrives, there's enough recognition to go around.

The question isn't whether you'll benefit from others' work—in any collaborative endeavor, you will. The question is: what kind of leader will you be in the process?