Jerry Toner, Mark Fulks
How to manage slaves
Preface to the Russian edition
Vedius Pollio, a wealthy Roman, decided to impress Emperor Augustus and gave the order to punish a young slave for some offense by throwing him into a pond with moray eels. However, Augustus was not impressed. Moreover, he was outraged by the inexplicable cruelty and ordered Vedia to release the boy.
Most Romans, like Augustus, considered excessive cruelty towards slaves unacceptable and shocking. They understood that intimidating slaves does not mean forcing them to work well. Slaves were an expensive investment for the owner, and cruelty to them meant damage to his own assets. The Romans preferred to use other methods to encourage slaves to work better and more willingly, from small rewards and long-term incentives to actions aimed at improving morale in the household and developing team spirit. From this experience, we are able to glean more than may seem at first glance, ideas about how to successfully manage people in the modern world, in companies and corporations.
Additionally, How to Manage Slaves shows how the Romans viewed management and leadership. They understood that there was a huge difference between having the organizational skills to create a structure and the ability to effectively lead it. One of the problems of modern managers is that they often feel uncomfortable in a leadership position. They strive to maintain friendly relations with everyone. In Rome such weakness would have been a subject of ridicule. Did Julius Caesar lead his legions, convincing them to understand the need to conquer Gaul? Successful leaders must stand out from the crowd and use their extraordinary abilities to inspire, persuade, and sometimes simply force people to do what needs to be done.
Some Western readers react nervously to this book, saying that owning slaves and managing subordinates are completely different things. In a general sense, they are, of course, right. But upon deeper consideration of the issue, we will find many similarities between the two different situations. It's an inconvenient truth, but it doesn't stop being true: both ancient slave owners and today's corporations strive to make the most of their human resources. More deeply, managing other people always involves finding solutions to age-old problems: evaluating employees in conditions of limited information, motivating them, rewarding them, maintaining discipline and imposing penalties, and, finally, ways to part with them. As much as we might try to mask the harsh realities of wage labor with the pompous rhetoric of mutual cooperation and friendly relationships in a “team” environment, we would do well to listen to the blunt honesty of the ancient Romans. In those days, everyone was clearly aware of their place, even if sometimes, no matter how terrible, their place was in line for execution.
I think that Russian readers are much more aware of the mores of unbridled capitalism than their British contemporaries. The ups and downs of the past two decades have demonstrated to them both the benefits and the challenges that economic liberalism can bring. I also expect that the Russian reading public will be able to appreciate the qualities that are inherent in Mark Sidonius Fulks. This is a decisive administrator who does not have the weaknesses of today's Western leaders. He understands well what needs to be done so that his subordinates respect him, how to maintain order in the house and household. If in order to achieve these goals you have to deal harshly with someone, well, that’s a harsh necessity of life.
Jerry TonerCambridge, January 2015
Preface
I have never encountered such a character as Marcus Sidonius Fulks before, but this type of person is familiar to me. In Roman times there were many who owned a huge number of slaves and hardly gave themselves the trouble to think about it. Slavery was an absolutely normal, natural part of the social order. No, the Romans, of course, thought about their slaves, but in their own way: how to manage them, how to appear in a favorable light before their friends at their expense. And those who are smarter (it is possible that Falks is one of them) could sometimes experience fear. They were worried about what the slaves were talking about behind their backs, and how long the culture of Ancient Rome was. The Roman slogan “How many slaves - so many enemies” is known to Fulks. As did the notorious incident that took place during the reign of Emperor Nero, when a Roman plutocrat was killed by one of his four hundred slaves. As we will see later, Fulks would not have slept in his bed if all the slaves of that household had not been executed to intimidate him.
I'm a little surprised that Fulks and Toner got along so well with each other. Fulks is an aristocrat, while Toner's family - in his words - goes back to the oppressed (British elite) classes ("from the plow", so to speak). It is, I think, to the credit of both of them that they found a common language despite their political differences. Of course, there were slave owners who were not at all like Falx: thousands of small traders and artisans who owned one or two slaves. And many of them themselves recently received freedom and started families with those who were once owners - this applies to both men and women. Even in Falx's circle there were several favored slaves and private secretaries who lived better than the poor free Romans trying to make a living by doing day labor at the dock or selling cheap flowers in the square. Interestingly, some of the free poor took to the streets, protesting - albeit unsuccessfully - against the (legal) punishment of all the four hundred slaves mentioned. However, Fulks talks about the massive use of slave labor.
It is now difficult for us to understand all the nuances of the relationship between a free person, a slave and a former slave (and it was not easy even then). But we do have some idea of what the wealthy Romans thought of their common slave workers, and Fulks is one of the most reliable guides on our journey into the reality that the Romans viewed as a glorious tradition - "slave management." He tries to help everyone by sharing his wealth of experience, and there is a lot to learn from him.
Vedius Pollio, a wealthy Roman, decided to impress Emperor Augustus and gave the order to punish a young slave for some offense by throwing him into a pond with moray eels. However, Augustus was not impressed. Moreover, he was outraged by the inexplicable cruelty and ordered Vedia to release the boy.
Many Romans, like Augustus, found excessive cruelty towards slaves unacceptable and shocking. They understood that intimidating slaves does not mean forcing them to work well. Slaves were an expensive investment for the owner, and cruelty to them meant damage to his own assets. The Romans preferred to use other methods to encourage slaves to work better and more willingly, from small rewards and long-term incentives to actions aimed at improving morale in the household and developing team spirit. From this experience, we are able to glean more than may seem at first glance, ideas about how to successfully manage people in the modern world, in companies and corporations.
Additionally, How to Manage Slaves shows how the Romans viewed management and leadership. They understood that there was a huge difference between having the organizational skills to create a structure and the ability to effectively lead it. One of the problems of modern managers is that they often feel uncomfortable in a leadership position. They strive to maintain friendly relations with everyone. In Rome such weakness would have been a subject of ridicule. Did Julius Caesar lead his legions, convincing them to understand the need to conquer Gaul? Successful leaders must stand out from the crowd and use their extraordinary abilities to inspire, persuade, and sometimes simply force people to do what needs to be done.
Some Western readers react nervously to this book, saying that owning slaves and managing subordinates are completely different things. In a general sense, they are, of course, right. But upon deeper consideration of the issue, we will find many similarities between the two different situations. It's an inconvenient truth, but it doesn't stop being true: both ancient slave owners and today's corporations strive to make the most of their human resources. More deeply, managing other people always involves finding solutions to age-old problems: evaluating employees in conditions of limited information, motivating them, rewarding them, maintaining discipline and imposing penalties, and, finally, ways to part with them. As much as we might try to mask the harsh realities of wage labor with the pompous rhetoric of mutual cooperation and friendly relationships in a “team” environment, we would do well to listen to the blunt honesty of the ancient Romans. In those days, everyone was clearly aware of their place, even if sometimes, no matter how terrible, their place was in line for execution.
I think that Russian readers are much more aware of the mores of unbridled capitalism than their British contemporaries. The ups and downs of the past two decades have demonstrated to them both the benefits and the challenges that economic liberalism can bring. I also expect that the Russian reading public will be able to appreciate the qualities that are inherent in Mark Sidonius Fulks. This is a decisive administrator who does not have the weaknesses of today's Western leaders. He understands well what needs to be done so that his subordinates respect him, how to maintain order in the house and household. If in order to achieve these goals you have to deal harshly with someone, well, that’s a harsh necessity of life.
Jerry Toner
Cambridge, January 2015
Preface
I have never encountered such a character as Marcus Sidonius Fulks before, but this type of person is familiar to me. In Roman times there were many who owned a huge number of slaves and hardly gave themselves the trouble to think about it. Slavery was an absolutely normal, natural part of the social order. No, the Romans, of course, thought about their slaves, but in their own way: how to manage them, how to appear in a favorable light before their friends at their expense. And those who are smarter (it is possible that Falks is one of them) could sometimes experience fear. They were worried about what the slaves were talking about behind their backs, and how long the culture of Ancient Rome was. The Roman slogan “How many slaves - so many enemies” is known to Fulks. As did the notorious incident that took place during the reign of Emperor Nero, when a Roman plutocrat was killed by one of his four hundred slaves. As we will see later, Fulks would not have slept in his bed if all the slaves of that household had not been executed to intimidate him.
I'm a little surprised that Fulks and Toner got along so well with each other. Fulks is an aristocrat, while Toner's family - in his words - goes back to the oppressed (British elite) classes ("from the plow", so to speak). It is, I think, to the credit of both of them that they found a common language despite their political differences. Of course, there were slave owners who were not at all like Falx: thousands of small traders and artisans who owned one or two slaves. And many of them themselves recently received freedom and started families with those who were once owners - this applies to both men and women. Even in Falx's circle there were several favored slaves and private secretaries who lived better than the poor free Romans trying to make a living by doing day labor at the dock or selling cheap flowers in the square. Interestingly, some of the free poor took to the streets, protesting - albeit unsuccessfully - against the (legal) punishment of all the four hundred slaves mentioned. However, Fulks talks about the massive use of slave labor.
It is now difficult for us to understand all the nuances of the relationship between a free person, a slave and a former slave (and it was not easy even then). But we do have some idea of what the wealthy Romans thought of their common slave workers, and Fulks is one of the most reliable guides on our journey into the reality that the Romans viewed as a glorious tradition - "slave management." He tries to help everyone by sharing his wealth of experience, and there is a lot to learn from him.
Fortunately, the world has changed since then. But this text offers us reliable (documented) information about the most important aspect of the life of Rome and the Roman Empire. If it had been published 2000 years ago, it would have long since taken a leading place in the list of the most popular books on management. A modern reader may have problems with the perception of such material: the mentality has not been the same for a long time; However, behind the usual rhetoric, he may be able to discern not “just a scoundrel” (Falks), but a person corresponding to the standards of the time.
And Fulks points his finger at us. After all, some of his ideas still help us manage our subordinates today. Are we sure that today's "wage slaves" are so different from the real ones? Are we that far from the Romans?
Mary Beard
Cambridge, April 2014
I am Marcus Sidonius Fulks, of noble birth, whose great-great-grandfather was a consul, and whose mother comes from an ancient senatorial family. Our family was given the name Falx ("paw with claws") because we never gave up. I served with distinction for five years in the VI Iron Legion, mostly in operations against the troublesome eastern tribes, before returning to Rome to manage my affairs and manage my substantial land holdings in Campania and Africa. My family has owned countless slaves for many generations. There is nothing that we do not know about their management.
In order to write for a circle of non-Romans, I was forced to employ the services of one Jerry Toner, an educator in one of our poor northern provinces, who knows something of the Roman way of life, but hardly shares with us many of our virtues. Moreover, this is a man so meek and quiet that I have never encountered such outside the slave class: he has never fought, is hardly able to drink an amphora of diluted wine, and even stoops so low as to wash his child's back himself instead of to leave such unworthy deeds to his slaves and women. He was, however, lucky to marry a woman of rare beauty and intelligence (although she, perhaps, pokes around with her opinions more than a woman should), to whom I am very grateful for making the meaning of my text clear to barbarian readers.
Mark Sidonius Fulks
Rome, Eve of the Ides of March
From a commentator
The existence of Marcus Sidonius Fulks may be the subject of scientific debate, but the reality of his views is beyond doubt. This is slavery seen through Roman eyes. Slavery was a key institution of the Roman world throughout its existence. It was so common and so important that it never occurred to anyone that it might not exist. Owning slaves was as natural as voting Conservative in Wiltshire or Labor in Hampstead today. Unfortunately, we do not know what the slaves themselves thought about this, since no one was interested in their views. But we know a lot about what their Roman owners thought of them. The essence of Mark's sayings comes to life in the Roman texts on slavery, although he does not follow them literally. Existing sources are often illegible or difficult to interpret. This is the only text that provides a clear and simple guide to the management of slaves as was customary in Rome. It should be noted that the fact that I contributed to the publication of this text does not mean that I endorse it.
Mark is difficult to read. He often gives harsh and repulsive language that he refuses to admit is wrong or immoral. But by Roman standards he is a “decent man.” His text shows that the Roman world - so seemingly studied and familiar - can sometimes turn out to be shockingly unfamiliar. It also demonstrates how complex an institution slavery was.
Marcus did not choose to specify his time: his ideas are often an amalgamation of views from different centuries, although he seems to borrow them mainly from the times of the empire of the 1st and 2nd centuries AD.
I have added brief comments to his texts at the end of each chapter to place his recommendations in some context and (partly in the interest of my own reputation) to argue against the most objectionable views. These comments will point the interested reader to the underlying primary sources and contemporary debates as the book progresses.
Jerry Toner
Cambridge, April 2014
Introduction
Be the master
A wonderful thing happened to me in the garden of my villa a few months ago. It was an event so strange and thought-provoking that it inspired me to write this book. I had the opportunity to entertain a guest from one of the Germanic tribes - the Alans, to be precise. It may seem strange to you that a man of my rank would host some insignificant barbarian, but this was no ordinary barbarian. He was an outstanding figure who arrived in our great city of Rome to the emperor with ambassadorial powers. Tired of trying to make small talk about the merits of trousers and other trivial matters, our great ruler asked me to accommodate this foreign visitor - until the time of his return to the muddy swamp that he calls home.
We took the usual walk through the flower garden behind the villa, and I explained to the guest in simple language, so as not to confuse him, what mythological heroes the marble statues depict. This is where it happened. Concentrating my attention on the statue, I did not notice a small hoe lying on the path. When I stepped on the metal end, the wooden handle hit my legs so hard that I screamed, more in surprise than in pain. A certain slave who was standing nearby (it was his instrument) snorted when he saw me jumping on one leg. Naturally, I was outraged that this idiot, this “talking instrument”, dared to laugh at his master’s misadventure. I called out to the manager:
“This slave thinks that a wound on his leg is funny.” Let's break his legs and see how he laughs.
The smile instantly disappeared from his face. Ignoring the pitiful pleas to which slaves always resort when it comes to punishment, the manager and his two strong assistants knocked the disrespectful slave down, and the fourth ran up with a heavy iron block. But as soon as he swung it, my barbarian suddenly cried out:
Turning to him, I saw that he had turned white as chalk.
- What's happened?
He hesitated to answer. I suggested:
“You treat slaves the same way, don’t you?”
His answer was unexpected:
- We have no slaves.
Can you imagine? A society without slaves! Have you heard of it? How does it work? Who does the dirty, hard work unworthy of even the lowest-born free man? And what to do with those captured during the war? How can you demonstrate your well-being to others? All these questions swarmed in my head, but my anger subsided.
“Master, I beg you,” the slave whined.
- Okay...
I ordered the manager to stop and release the slave after he had been lightly flogged with rods for order. I know, I know, I'm too soft. But today there are so many who cruelly punish slaves for the slightest offense. But it’s always better to count to ten before doing anything.
As I led my upset guest back to the house, it suddenly occurred to me that this German barbarian was probably not alone in his refusal to own slaves. With so many now committed to the ideas of vulgar equality, it remains to be assumed that people have ceased to understand how slaves and other subordinates should be treated. I have decided, therefore, to formulate principles by which any free man can ensure the effective management of his personnel.
This is a vital task. A person who is serious about personal development and growth through the acquisition of power and wealth must know everything that can help him in this endeavor. I never cease to be amazed at how often people in power today have no idea how to treat those who have the good fortune to serve them. Instead, they desperately seek to ingratiate themselves with those whose loyalty should be unquestionable and unconditional; they curry favor and stand on a par with people of the lower grade. I even saw a leading politician smile warmly at a woman working on the street in a pathetic attempt to gain her invaluable support! In contrast, the knowledge of how to deal with people at the bottom of the social spectrum, acquired through careful study of my work, will help provide everything necessary for a triumphal march to success and glory. My book will reveal the means of achieving goals in the family and household, and this goal is the agreement of everyone with the desires of the owner. The book will provide reliable support, allowing you to climb up the social ladder. It will help you acquire the social skills needed to manage those who build your reputation. Therefore, any thoughtful owner who intends to be the head of his own home should take the time and energy to study my book, which is the fruit of the work of one of the most experienced leaders of the past.
I am sure that there is a science of being a master that will prove that managing a household and keeping slaves in subjection is the same as being a leader in society. There is no exact answer to the question whether the qualities of a leader and owner are innate. Some Greeks argued that all people differ from each other in their inner nature. Those who are engaged in manual labor are slaves by nature, and it will be better for them if they come under the management of people like me, who have qualities of the highest grade. For a person who is capable of belonging to another is a slave by nature, that is why, as the Greeks say, he belongs to someone. Nature has arranged it in such a way, they argue, that the souls and bodies of free people differ from the souls and bodies of slaves. Slaves have strong bodies, well adapted to the physical labor that they must do. Their souls are less capable of reasoning. Free people, on the other hand, stand up straight and are not used to do physical work. But their souls are capable of learning. They are suitable for the purposes of participation in the life of society, political or military. Of course, nature sometimes makes mistakes, and the opposite happens - slaves receive the bodies of free people, and free people have only “correct” souls, but not bodies. But in general, the Greeks say, nature is not prone to mistakes. It ensures that everyone receives qualities appropriate to their destiny.
However, most Romans disagree with this. They are convinced that the subjugation of another human being is contrary to nature. So many of us Romans who continue to govern this great empire are descended from slaves that it would be ridiculous to believe that slaves are by nature unfit for anything. Roman thinkers argue that only social agreement leads to one person owning another as a slave. They say there is no natural difference between the two. This is simply injustice, and it is based on the use of force. They also rightly observe that many slaves showed courage and nobility in times of great crisis, and this shows that they are not at all of a slave nature. And if slavery is not natural, then being a master is not natural. It's worth remembering!
Rome is full of slaves. I have heard that one in three or four inhabitants of the Italian peninsula is a slave. Even over the vast expanse of the entire empire, whose population numbers at least 60–70 million people, one in eight is a slave. Moreover, slaves can be found not only in rural areas. The city of Rome is swarming with all kinds of slaves, their number here is as great as in other places. Perhaps a million slaves live in the capital, and some claim that at least a third of its population are slaves. Although such assessments are nothing more than assumptions of people with a rich imagination, they at the same time indicate how important the institution of slavery was for the world of the Romans. We Romans need our slaves.
You may ask how this situation came about. What were the advantages of using slave labor compared to the labor of free people? I'll explain now. In the past, during the Republic, whenever the Romans conquered a region of Italy, they took part of the land for themselves and populated it with Roman colonists. They expected these colonies to become garrison towns (military camps). But as a result of the fighting, a lot of land was left empty and unused. This happened because its owners were either killed or fled as part of the defeated armies. The Senate declared that anyone who wanted to farm the land could do so in exchange for payment of 10% of the annual grain harvest and 20% of the fruit harvest. The goal was to increase the population of Italy, which would produce more food for the cities and also supply Rome with soldiers in wartime.
Such wonderful intentions! But the result was the opposite of what was expected. In fact, rich people took over most of the land that was “nobody’s,” and once they got used to owning this land and felt that no one would take it away from them, they convinced the poor peasants who owned small plots in the neighborhood to sell their plots to them. And if they refused, they sometimes simply seized these areas by force. The poor farmer was unable to defend himself against a powerful neighbor, often because he himself was far away serving military service. Gradually, large plots turned from simple farms into vast estates. Property owners did not want to rely on the very farmers they had dispossessed to farm their land, nor did they want to use free men to do it because they would likely be drafted into the army at some point. So they bought slaves and relied on them. This turned out to be a very profitable business, in particular because the slaves multiplied, producing many children. Another advantage was that slaves were not conscripted for military service, since the army naturally could not rely on slaves to defend the state. Property owners became extremely wealthy. At the same time, the number of slaves grew rapidly. But the number of Italians decreased, and those who remained became increasingly poor, bearing the burden of taxes and long military service. And even when they were not in military service, the freeborn could not find work, since the land belonged to the rich, and they used the labor of slaves, not free people.
Naturally, the Senate and the people of Rome were increasingly concerned that in such conditions it was impossible to form a sufficient number of Italian troops, and also that such a mass of slaves would simply exterminate their masters. But they also understood that now taking away these huge estates from their owners would be as difficult as it would be unfair - after all, they had owned these estates for several generations. How do you deprive a person of the right to own the trees that his grandfather planted with his own hands? Some of the tribunes of the people tried to legislate to limit the size of such estates and force large landowners to employ a certain percentage of free people. But no one paid attention to such calls. As for the threat posed by slaves, the concern was not so much that they might rebel, but that they might completely destroy the freeborn peasants on whom the Roman elite relied, expecting them to serve in the army and protect her interests. Therefore, a decree was passed: no citizen between the ages of 20 and 40 should serve in the army outside Italy for more than three years in a row. Thus, the peasants were given a chance to maintain control over their small plots at home.
Fortunately, today's slave owner no longer worries about such problems. The army is now professional, and many years have passed since the last major slave revolt. Today's slave owner only has to worry about maintaining control over his farm and his slaves. I absorbed this with my mother's milk. I studied the acquisition of influence and power since childhood, giving commands to the service staff right and left: “Bring me my raincoat!”, “Wash my hands!”, “Give me my breakfast, boy!” This was common, everyday practice. While still a green youth, I went through the school of my father, who taught me how to gain respect from even the most rebellious slaves.
Vedius Pollio, a wealthy Roman, decided to impress Emperor Augustus and gave the order to punish a young slave for some offense by throwing him into a pond with moray eels. However, Augustus was not impressed. Moreover, he was outraged by the inexplicable cruelty and ordered Vedia to release the boy.
Most Romans, like Augustus, considered excessive cruelty towards slaves unacceptable and shocking. They understood that intimidating slaves does not mean forcing them to work well. Slaves were an expensive investment for the owner, and cruelty to them meant damage to his own assets. The Romans preferred to use other methods to encourage slaves to work better and more willingly, from small rewards and long-term incentives to actions aimed at improving morale in the household and developing team spirit. From this experience, we are able to glean more than may seem at first glance, ideas about how to successfully manage people in the modern world, in companies and corporations.
Additionally, How to Manage Slaves shows how the Romans viewed management and leadership. They understood that there was a huge difference between having the organizational skills to create a structure and the ability to effectively lead it. One of the problems of modern managers is that they often feel uncomfortable in a leadership position. They strive to maintain friendly relations with everyone. In Rome such weakness would have been a subject of ridicule. Did Julius Caesar lead his legions, convincing them to understand the need to conquer Gaul? Successful leaders must stand out from the crowd and use their extraordinary abilities to inspire, persuade, and sometimes simply force people to do what needs to be done.
Some Western readers react nervously to this book, saying that owning slaves and managing subordinates are completely different things. In a general sense, they are, of course, right. But upon deeper consideration of the issue, we will find many similarities between the two different situations. It's an inconvenient truth, but it doesn't stop being true: both ancient slave owners and today's corporations strive to make the most of their human resources. More deeply, managing other people always involves finding solutions to age-old problems: evaluating employees in conditions of limited information, motivating them, rewarding them, maintaining discipline and imposing penalties, and, finally, ways to part with them. As much as we might try to mask the harsh realities of wage labor with the pompous rhetoric of mutual cooperation and friendly relationships in a “team” environment, we would do well to listen to the blunt honesty of the ancient Romans. In those days, everyone was clearly aware of their place, even if sometimes, no matter how terrible, their place was in line for execution.
I think that Russian readers are much more aware of the mores of unbridled capitalism than their British contemporaries. The ups and downs of the past two decades have demonstrated to them both the benefits and the challenges that economic liberalism can bring. I also expect that the Russian reading public will be able to appreciate the qualities that are inherent in Mark Sidonius Fulks. This is a decisive administrator who does not have the weaknesses of today's Western leaders. He understands well what needs to be done so that his subordinates respect him, how to maintain order in the house and household. If in order to achieve these goals you have to deal harshly with someone, well, that’s a harsh necessity of life.
Jerry Toner
I'm a little surprised that Fulks and Toner got along so well with each other. Fulks is an aristocrat, while Toner's family - in his words - goes back to the oppressed (British elite) classes ("from the plow", so to speak). It is, I think, to the credit of both of them that they found a common language despite their political differences. Of course, there were slave owners who were not at all like Falx: thousands of small traders and artisans who owned one or two slaves. And many of them themselves recently received freedom and started families with those who were once owners - this applies to both men and women. Even in Falx's circle there were several favored slaves and private secretaries who lived better than the poor free Romans trying to make a living by doing day labor at the dock or selling cheap flowers in the square. Interestingly, some of the free poor took to the streets, protesting - albeit unsuccessfully - against the (legal) punishment of all the four hundred slaves mentioned. However, Fulks talks about the massive use of slave labor.
It is now difficult for us to understand all the nuances of the relationship between a free person, a slave and a former slave (and it was not easy even then). But we do have some idea of what the wealthy Romans thought of their common slave workers, and Fulks is one of the most reliable guides on our journey into the reality that the Romans viewed as a glorious tradition - "slave management." He tries to help everyone by sharing his wealth of experience, and there is a lot to learn from him.
Fortunately, the world has changed since then. But this text offers us reliable (documented) information about the most important aspect of the life of Rome and the Roman Empire. If it had been published 2000 years ago, it would have long since taken a leading place in the list of the most popular books on management. A modern reader may have problems with the perception of such material: the mentality has not been the same for a long time; However, behind the usual rhetoric, he may be able to discern not “just a scoundrel” (Falks), but a person corresponding to the standards of the time.
And Fulks points his finger at us. After all, some of his ideas still help us manage our subordinates today. Are we sure that today's "wage slaves" are so different from the real ones? Are we that far from the Romans?
Mary Beard
Cambridge, April 2014
I am Marcus Sidonius Fulks, of noble birth, whose great-great-grandfather was a consul, and whose mother comes from an ancient senatorial family. Our family was given the name Falx ("paw with claws") because we never gave up. I served with distinction for five years in the VI Iron Legion, mostly in operations against the troublesome eastern tribes, before returning to Rome to manage my affairs and manage my substantial land holdings in Campania and Africa. My family has owned countless slaves for many generations. There is nothing that we do not know about their management.
Preface to the Russian edition
Vedius Pollio, a wealthy Roman, decided to impress Emperor Augustus and gave the order to punish a young slave for some offense by throwing him into a pond with moray eels. However, Augustus was not impressed. Moreover, he was outraged by the inexplicable cruelty and ordered Vedia to release the boy.
Most Romans, like Augustus, considered excessive cruelty towards slaves unacceptable and shocking. They understood that intimidating slaves does not mean forcing them to work well. Slaves were an expensive investment for the owner, and cruelty to them meant damage to his own assets. The Romans preferred to use other methods to encourage slaves to work better and more willingly, from small rewards and long-term incentives to actions aimed at improving morale in the household and developing team spirit. From this experience, we are able to glean more than may seem at first glance, ideas about how to successfully manage people in the modern world, in companies and corporations.
Additionally, How to Manage Slaves shows how the Romans viewed management and leadership. They understood that there was a huge difference between having the organizational skills to create a structure and the ability to effectively lead it. One of the problems of modern managers is that they often feel uncomfortable in a leadership position. They strive to maintain friendly relations with everyone. In Rome such weakness would have been a subject of ridicule. Did Julius Caesar lead his legions, convincing them to understand the need to conquer Gaul? Successful leaders must stand out from the crowd and use their extraordinary abilities to inspire, persuade, and sometimes simply force people to do what needs to be done.
Some Western readers react nervously to this book, saying that owning slaves and managing subordinates are completely different things. In a general sense, they are, of course, right. But upon deeper consideration of the issue, we will find many similarities between the two different situations. It's an inconvenient truth, but it doesn't stop being true: both ancient slave owners and today's corporations strive to make the most of their human resources. More deeply, managing other people always involves finding solutions to age-old problems: evaluating employees in conditions of limited information, motivating them, rewarding them, maintaining discipline and imposing penalties, and, finally, ways to part with them. As much as we might try to mask the harsh realities of wage labor with the pompous rhetoric of mutual cooperation and friendly relationships in a “team” environment, we would do well to listen to the blunt honesty of the ancient Romans. In those days, everyone was clearly aware of their place, even if sometimes, no matter how terrible, their place was in line for execution.
I think that Russian readers are much more aware of the mores of unbridled capitalism than their British contemporaries. The ups and downs of the past two decades have demonstrated to them both the benefits and the challenges that economic liberalism can bring. I also expect that the Russian reading public will be able to appreciate the qualities that are inherent in Mark Sidonius Fulks. This is a decisive administrator who does not have the weaknesses of today's Western leaders. He understands well what needs to be done so that his subordinates respect him, how to maintain order in the house and household. If in order to achieve these goals you have to deal harshly with someone, well, that’s a harsh necessity of life.
Jerry Toner
Cambridge, January 2015
Preface
I have never encountered such a character as Marcus Sidonius Fulks before, but this type of person is familiar to me. In Roman times there were many who owned a huge number of slaves and hardly gave themselves the trouble to think about it. Slavery was an absolutely normal, natural part of the social order. No, the Romans, of course, thought about their slaves, but in their own way: how to manage them, how to appear in a favorable light before their friends at their expense. And those who are smarter (it is possible that Falks is one of them) could sometimes experience fear. They were worried about what the slaves were talking about behind their backs, and how long the culture of Ancient Rome was. The Roman slogan “How many slaves - so many enemies” is known to Fulks. As did the notorious incident that took place during the reign of Emperor Nero, when a Roman plutocrat was killed by one of his four hundred slaves. As we will see later, Fulks would not have slept in his bed if all the slaves of that household had not been executed to intimidate him.
I'm a little surprised that Fulks and Toner got along so well with each other. Fulks is an aristocrat, while Toner's family - in his words - goes back to the oppressed (British elite) classes ("from the plow", so to speak). It is, I think, to the credit of both of them that they found a common language despite their political differences. Of course, there were slave owners who were not at all like Falx: thousands of small traders and artisans who owned one or two slaves. And many of them themselves recently received freedom and started families with those who were once owners - this applies to both men and women. Even in Falx's circle there were several favored slaves and private secretaries who lived better than the poor free Romans trying to make a living by doing day labor at the dock or selling cheap flowers in the square. Interestingly, some of the free poor took to the streets, protesting - albeit unsuccessfully - against the (legal) punishment of all the four hundred slaves mentioned. However, Fulks talks about the massive use of slave labor.
It is now difficult for us to understand all the nuances of the relationship between a free person, a slave and a former slave (and it was not easy even then). But we do have some idea of what the wealthy Romans thought of their common slave workers, and Fulks is one of the most reliable guides on our journey into the reality that the Romans viewed as a glorious tradition - "slave management." He tries to help everyone by sharing his wealth of experience, and there is a lot to learn from him.
Fortunately, the world has changed since then. But this text offers us reliable (documented) information about the most important aspect of the life of Rome and the Roman Empire. If it had been published 2000 years ago, it would have long since taken a leading place in the list of the most popular books on management. A modern reader may have problems with the perception of such material: the mentality has not been the same for a long time; However, behind the usual rhetoric, he may be able to discern not “just a scoundrel” (Falks), but a person corresponding to the standards of the time.
And Fulks points his finger at us. After all, some of his ideas still help us manage our subordinates today. Are we sure that today's "wage slaves" are so different from the real ones? Are we that far from the Romans?
Mary Beard
Cambridge, April 2014
Ecology of consumption. Business: There is not that much difference between managing slaves and subordinates - this is what the teacher thinks...
Ancient Roman Personnel Guide
There is not much difference between managing slaves and subordinates, according to Cambridge lecturer Jerry Toner, who prepared the ancient Roman handbook on working with personnel.
In his book How to Manage Slaves, he tells the story from the perspective of the Roman patrician Marcus Sidonius Fulks: the aristocrat tells how to choose the right slaves and take everything from them.
We have selected tips from the book that are suitable for modern leaders.
From the author
Some Western readers react nervously to this book, saying that owning slaves and managing subordinates are completely different things. In a general sense, they are, of course, right.
But upon deeper consideration of the issue, we will find many similarities between the two different situations. It's an inconvenient truth, but it doesn't stop being true: both ancient slave owners and today's corporations strive to make the most of their human resources.
As much as we might try to mask the harsh realities of wage labor with the pompous rhetoric of mutual cooperation and friendly relationships in a “team effort,” we would do well to listen to the blunt honesty of the ancient Romans.
I expect that the Russian reading public will be able to appreciate the qualities that are inherent in Mark Sidonius Fulks. This is a decisive administrator who does not have the weaknesses of today's Western leaders. He understands well what needs to be done so that his subordinates respect him, how to maintain order in the house and household. If in order to achieve these goals you have to deal harshly with someone, well, that’s a harsh necessity of life.
Don't get carried away with team building
It's worth warning about this: do not buy too many slaves from the same environment or the same nationality. Although at first glance it may seem tempting to have employees who are capable of cooperation and easily get along with each other (since they speak the same language), this can create very big problems in the future. At best, they will encourage each other to take a break, sit and chat, steal something, at worst, they will begin to argue and reason, oppose, conspire: to either escape or even kill you.
Pay attention to character, not just skills
It is worth paying attention to the character of the slave you intend to buy. Doesn't he seem indecisive and weak-willed to you, or, on the contrary, reckless and daring? The ones that are most suitable for work are those that are neither extremely downtrodden nor too bold: you will get tired of both later. Those who are too meek and quiet are unlikely to be able to show activity and perseverance in their work, and those who have no inhibitions and demonstrate their prowess are difficult to manage.
Avoid slaves who are constantly in a state of sadness and melancholy. Being a slave is not the most enviable lot, and those who are prone to depression will only aggravate it.
Remember that there are things you can do yourself
Beware of showing off and boasting. There is nothing more vulgar than a social parvenu using a whole host of completely unnecessary slaves, busy with all sorts of stupid things, simply to demonstrate his exorbitant wealth. A rich freedman I knew kept a slave whose function was to remind his master the names of the people he received.
Make slaves love you
Many new slave owners fall into the trap of thinking they can get by with just a whip. Those of us whose families have owned slaves for generations know that such treatment exhausts and exhausts the slaves, ending in their complete unfitness for further use.
If you resort to violence beyond your reasonable responsibilities, you will end up making your charges withdrawn and uncontrollable. Such slaves are not slaves, but the torments of hell. Cruelty is a double-edged sword, and it hits the master the hardest, not the slave.
Hard work should be rewarded. It is very demoralizing for good slaves to see that they are doing all the hard work, and the food has to be divided in half with those who slacked. It is also important that each slave has a clearly defined long-term goal.
Organization of work is important
Each slave must have clear responsibilities. This creates a clear reporting system and ensures that work is stressful because the slaves know that if some part of the job is not completed, a specific worker will be held accountable.
You should divide the slaves into groups of ten (groups of this size are easiest to observe; larger groups create problems for the overseers).
You must distribute these groups throughout the estate, and the work must be organized in such a way that workers do not remain alone or in pairs: it is impossible to keep track of them if they are so scattered.
Another problem with large groups is that people do not feel personal responsibility: it dissolves in the general mass of workers. A properly sized team forces you to compete with each other, and also exposes those who work carelessly.
Pay attention to training your bosses
I teach my new managers the following things that I believe will help them become more moral. I forbid them to use slaves for matters other than those related to the interests of the owner. Otherwise, you may find that the new managers use their position to force slaves to do their personal tasks when the slaves should be working for the benefit of the estate as a whole.
Managers should not eat separately from their subordinates; let them eat the same food as the workers. Nothing irritates a tired slave more than the contemplation of the work manager devouring a delicious and luxurious meal, when the slave himself receives only the usual meager ration.
Relax with slaves
What kind of participation you will take in the festivities depends only on you. I have a friend, a terrible bore and a learned cracker, - so at the height of the celebration he retires to a quiet room so as not to hear the noise of a house party. He says that he finds it delightful to sit out Saturnalia there, wait until everyone gets crazy (everyone else in the house is in a joyful riot, the joyful cries of the celebrating people can be heard from everywhere). He claims that this is best: it does not interfere with their fun and does not limit them in anything. And besides, they do not distract him from his academic studies. What an idiot!
No, I think it's better to share their mood with people. You will be surprised how much the slaves' attitude towards you changes for the better if you take part in the holiday. Personally, I get drunk, scream, play games and throw dice, get naked, perform erotic dances, and sometimes even - with a face smeared with soot - throw myself headlong into cold water. The family loves it.
What is important is that the day after the holiday, prevent it from continuing. I advise you to put on the sternest expression on your face in the morning. This is the time to put the slacker in his place - perhaps just the one who was too carried away by the benefits of the freedom provided by the holiday and somehow offended you. However, once everything has returned to normal, it is useful to remain on friendly terms with your slaves - as much as possible, of course, within the limits required to maintain authority and respect.
Don't become a slave to your slaves
There are a number of things that your slaves can do in everyday life. It is this kind of petty disobedience that you will encounter all the time.
They will lie to you about how much food they ate, or deceive you over small things, claiming that something costs ten sesterces when in fact it costs eight.
They will pretend to be sick to avoid work, moaning so loudly that you'll worry if they'll even survive, and they're just putting on a show to get out of difficult assignments.
They will stand in the kitchen by the stove to sweat, and then show you these beads of sweat as a sign of a severe fever.
And if you believe this lie, soon every job will take twice as long as it actually takes. This is how slaves act. They constantly test you, looking closely at what and where they can snatch. And you will have to constantly reduce your power until it is completely eaten up by slaves who will begin to treat you with more and more contempt.
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Don't think that all this doesn't concern you
No one today argues, as Fulks did, that slavery is acceptable or justified. But before we congratulate ourselves on how far we have come, we must recognize the tragic fact that although slavery is illegal in all countries of the world, it is still widespread.
The non-governmental organization Free the Slaves estimates that 27 million people today are forced to work under the threat of violence, without pay and without hope of escape. There are more slaves in the world today than there were in the Roman Empire at any time during its existence. published
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