Section 1.1: The Reflection of Character

You can gauge a person's true nature by observing how they interact with others, regardless of their social standing. When colleagues dismiss someone with the phrase, "That's just an employee," it's worth questioning: aren't we all engaged in some form of service?

“Servant!” they may exclaim. But aren't we all beholden to various masters in our lives? “Stranger!” they might add. Yet, aren’t they simply someone we have yet to meet?

Consider how often we treat those we know little about—who have done us no wrong—worse than those we know well, who may have given us ample reasons to complain.

I previously mentioned that your social standing does not prevent you from becoming a philosopher. Why, then, does an elevated status act as a barrier for many in showing kindness to others?

We are all familiar with the executive who rushes from their chauffeur-driven vehicle to a private elevator awaiting them on the ground floor. A cadre of loyal aides is always nearby, showering them with flattery before they retreat to the executive dining area for a lavish meal. If they require a moment of respite afterward, they retire to their personal restrooms for a private reprieve.

These leaders often perceive their position as isolating, believing that their unique burdens are beyond the comprehension of others. Yet, they remain oblivious to the multitude of underlings who facilitate their daily lives:

Who transported them from their grand estate to their office? Who ensured the lobby was tidy and the elevator doors were ready? Who keeps the printers stocked and the waste bins emptied?

Does the gourmet meal listed on the day's menu magically appear without the assistance of dedicated staff?

I suspect that a boss who avoids frequent engagement with lower-level employees fears that such interactions would highlight how minimal their differences truly are.

Instead, they choose to surround themselves with symbols of their status, reinforcing a superficial distinction that lacks genuine substance. If only they paused to reflect on the implications of this mindset, they might reconsider their approach.

Section 1.2: The Fallacy of Superiority

What does elevating one person over another truly accomplish? Does it enhance their ability to hear, see, or think clearly?

Those in lower positions can often detect the slightest insincerity from their superiors, while those at the top often close themselves off to the realities around them.

The most tragic figure is not the boss who ignores their surroundings but rather the one who deludes themselves into thinking their status has made them superior.

Even if they struggle with basic tasks, they excel at gauging their standing on the social ladder.

There is nothing more disheartening than a boss who belittles their secretary while groveling to board members about compensation.

To treat someone as lesser simply because they serve you is an act of true cruelty. However, to do so out of ignorance of their intrinsic worth is an even greater insult to your own character.

What kind of person evaluates a colleague based on their designer suit or luxury watch while dismissing another for lacking such trappings?

I caution you, Deuteros, not to fall into this category.