Beautiful Sentences, Weak Characters: Reviewing Coetzee

Waiting for the Barbarians 
By J.M. Coetzee 

192 pages
Publication Date: April, 1982

Waiting for the Barbarians, written during the apartheid regime in South Africa, examines and questions the legitimacy of colonialism through the eyes of its protagonist, an unnamed Magistrate who governs a province that borders lands inhabited by a population of so-called barbarians.

Amazon describes it as “an allegory of the war between oppressor and oppressed. The Magistrate is not simply a man living through a crisis of conscience in an obscure place in remote times, his situation is that of all men living in unbearable complicity with regimes that elevate their own survival above justice and decency.”

Most of my fellow Mules gave it very high ratings, but a few of us were more critical.

What it was lacking was a compelling plot line. The actions – such as there are – take place in an unnamed desert outpost of an unnamed colonial power whose ostensible purpose is to “protect” the empire from the barbarians. But, as one might expect from the set up so far (and the good reviews it got from the leftist press), the barbarians behave like Rousseau-like innocents and most of the colonial soldiers behave like… yes, you guessed it, barbarians.

Most of what happens in the story happens within the mind of the Magistrate, the outpost commander who, in contrast to Colonel Joll, a bureaucrat sent by the central government to try to wipe out the encroachment by the barbarians, has a conscience, which fuels his constant and actually incessant worrying about the treatment of the barbarians, and a heart, which he used to develop some sort of emotional attraction to a female barbarian that he keeps in his bedroom as a sort of pretend-lover and anthropological subject.

What I Liked About It

The interior monologue is well written, as are the external monologues and the descriptive passages. This is where Coetzee shows his skill set. There’s no denying he is a master of diction and a skillful assembler of sentences.

What I Didn’t Like So Much

But as to the development of his characters, I was disappointed. Apart from the protagonist, the players in this drama are more types than flesh-and-blood people with all the complications that flesh-and-blood Homo sapiens have.

On top of that – and this might be me – it was difficult to read this book as an existential novel, which is what I think Coetzee meant it to be, because of all the parallels and associations in the plot and characterization that whisper (if not shout) “Apartheid South Africa.”

So, would I recommend Waiting for the Barbarians?

Before I answer that…

A Few Words About the Way I Evaluate the Books (Fiction) That I Review Here

My approach to every serious novel that I read (and my contributions to the Mules’ discussions) is guided by a very helpful lesson about how to understand and appreciate modern drama that I learned in graduate school from Robert W. Corrigan, a visiting professor for whom I served as a teaching assistant and from whom I learned more than I ever expected to. (See “Notes From My Journal,” above.)

Here’s the gist of it:

In Professor Corrigan’s view, modern theater could be understood best by looking at it from the perspective of Aristotle’s Poetics. In that treatise, the greatest philosopher of all time identified six elements of drama: plot, character, thought, diction, song, and spectacle – basically in that order of importance.

Writing a great plot, Aristotle understood, is the most difficult of the dramatist’s challenges because a great plot is much more than one-thing-led-to-another. It is a very detailed and delicate fabric that, if not woven together by a master, will unravel faster than a ribbon in a windstorm.

Next in line is character. And then thought. (Let’s call it the psychology of the characters.) Then diction and song (the poetry of the drama). And, finally, spectacle (costumes, scenery, visual and sound effects, etc.).

What modern dramatists do, Corrigan argued, is reverse the importance of these elements, prioritizing diction, song, and spectacle while diminishing the attention given to plot, character, and thought. The clearest example of this is Samuel Beckett’s Waiting for Godot.

But it’s not just modern drama that has been affected by this inversion. It’s also poetry, fiction, and – this may surprise you – art.

The inversion in aesthetic values that took place in modern art in the second half of the 20th century paralleled what happened in drama and literature. The three core elements of traditional art – draftsmanship, perspective, and story – were abandoned and replace by their opposites: abstraction, expression, and thought. (I just made that up. But it’s pretty good!)

So how does all of this apply to Waiting for the Barbarians?

What I see in that novel is a gifted writer who prides himself on his poetic skills and recognizes that if he can create the right sort of socio-political scenes and write the dialogue and descriptions beautifully he will win praise from post-modern illuminati, even if the plot is boring and the characters are cardboard thin.

Coetzee gifted us with well-chosen words, artfully crafted sentences, knowingly selected metaphors, poetic density, and rhythm – and that’s a lot. But I felt that it was not enough to compensate for an anemic plot, thin characters, and thought content that borders on a Morality Play.

Bottom Line

Yes, it’s a good book. Maybe even a very good book. But not by any means a great book.

Which brings me back to the question: Would I recommend Waiting for the Barbarians?

The answer: Well, maybe. I will say this, though, I do intend to read another of Coetzee’s novels.

About the Author

John Maxwell Coetzee is a South African and Australian novelist, essayist, linguist, and translator. The recipient of the 2003 Nobel Prize in Literature, Coetzee is one of the most critically acclaimed and decorated authors in the English language.

Chile Joins Latin American Move to the Right 

I’m sure you’ve noticed. In the last several years, we’ve seen a hopeful trend in Latin American politics. In one country after another, South and Central American voters are replacing leftist-leaning and straight-out Socialist leaders with fiscally sensible conservatives. With that change, we are already seeing a sharp decline in murders, rapes, kidnappings, and terror and a demonstrable increase in local and international business, jobs, and national GDPs.

On Sunday, December 14, voters handed a decisive victory to center-right candidate José Antonio Kast, rejecting leftist Jeannette Jara and, by extension, the broader Socialist experiment that’s been running out of credibility across the region.

Kast ran on a bluntly unfashionable platform: faster growth, fiscal discipline, safer streets, and cracking down on illegal immigration. Chile’s result now joins Argentina, Bolivia, Ecuador, Venezuela, and Honduras – all of which have turned away from hard-left presidential candidates since 2023. So much for the Chávez-era fantasy of a Bolivarian domino effect.

What makes Chile especially revealing is how fast the mood flipped. Just four years ago, voters bought into Gabriel Boric’s promise of “social justice” after the 2019 riots paralyzed Santiago. Kast lost that race. But Boric never had the mandate – or the competence – to remake Chile. His tax hikes died in Congress. His hostility toward business bled jobs. Unemployment stayed stubbornly high. And he burned enormous political capital on two failed attempts to rewrite the country’s Constitution.

The economy didn’t implode, but mediocrity can be fatal in politics. Chile saw nearly zero growth in 2023, while crime and disorder climbed. Voters weren’t fooled when Jara tried to distance herself from Boric’s record or his activist base.

Add in the Venezuelan collapse – hundreds of thousands fleeing Nicolás Maduro’s dictatorship into Chile – and the rightward swing makes even more sense. Kast promised border enforcement, deregulation, tax cuts, and a smaller state. He won’t have Congressional majorities, but he does have a clear mandate: Chileans want order, growth, and competence back.

If Kast can revive the 1990s formula – open markets, capital-friendly rules, and controlled legal immigration – Chile could again become the region’s standout. And yes, Washington could help by lowering tariffs and treating Chile as a serious trade partner.

The voters have spoken. This time, Socialism didn’t just lose, it wore out.

You can read much more about it here, here, and here.

Note: In the next issue, I’m going to give you a bunch of predictions about what’s going to happen worldwide and in the US in 2026. My prediction on this topic is that the trend will continue. But I’m also predicting that it will include some changes and agreements that may seem impossible today.

New Talent, Big Wins, and the Future of Business

I’m writing this while I’m in Baltimore for an end-of-year review of Agora’s seven domestic and six international publishing groups, which will be followed by their annual holiday party.

This year’s reviews are much better than they’ve been since 2021. The success that’s been achieved in moving through the slough and rebuilding our business is more than I expected. And that, I’m happy to say, is due to a new generation of creatives and executives who understand the business better than we did when we grew it from $8 million to more than a billion.

Listening to these youngsters has me thinking about our possibilities for the future. And for the moment, that has inspired me to put together this issue about how to grow and regrow successful businesses.

Three Days of Non-Stop Meetings – Oh Boy! 

I had my first meeting right after I checked in to my room at Baltimore’s Hotel Ulysses, which is a few blocks from Agora’s headquarters in central Mount Vernon.

Yesterday, my partner and I met with the CEOs of six of Agora’s profit centers – three publishing franchises, one real estate marketing company, and two specialized investment services – all of which are doing well. Surprisingly well, if you consider the marketing environment we have been in for the last four years.

Today, we began at 9:00 am and went until 5:00. I was back in my room by 5:30, took a nap, and was down here at the hotel bar writing this at 6:30.

Agora’s holiday party – always a gala event – will be held at the historic Maryland Club, and it begins at 7:30. I could easily be there on time if I stop writing now – but being on time for a party, I’ve been told, is très déclassé. So I’ll finish up this Journal entry and plan to show up at 8:00.

When I checked in, the receptionist told me that Hotel Ulysses is three years old, which surprised me because I hadn’t heard of it until Gio booked it for me. (Since I abandoned my pied-à-terre in downtown Baltimore years ago, I’ve been trying out the hotels within walking distance of the company’s headquarters and I thought I knew them all.)

Like several other hotels in the area, it’s a converted apartment building. But unlike the rest, this one is charming. Charming is hardly five-star, but it’s about 300% better than the best of the others.

Let me see if I can describe it to you…

I’ll start with the bar. It’s modest in size – seating at max maybe 40. It’s funky, stylish, and plush with good lighting. The bartenders are young and Brooklyn hipster-looking – i.e., tattoos (not sleeves but that apparently cooler random style), unique hair styles, bracelets, earrings, nose rings, and who knows what. They are dressed mostly in black. They aren’t mixologists, but they are modestly skilled and eager to learn. Most importantly, they are efficiently friendly (which is the only way a server should ever be) and quick to notice an empty glass.

The bartender waiting on me now is a blonde with black lipstick, a beguiling smile, a small nose ring, a few tattoos, and a voice that doesn’t help me identify his/her gender. If I were younger than a baby boomer, I could say “Dude” and get away with it. Old as I am, my mind is rifling through a series of alternatives: Champ, Sport, Pal, Chief? All masculine and all from my father’s generation.

Maybe Comrade? Is that gender-neutral?

Oh well. Never mind. Let me continue.

The prevailing décor of the hotel works for me – an eclectic selection of furniture, fabrics, curtains, carpets, floor and wall finishes, collectibles, art, and artifacts, curated with a respect for the budget and an authentic sense of humor. It is not high concept, for sure. But neither does it make me suspect it was designed by someone’s “really creative” sister-in-law.

The color scheme is also working for me. Reds from scarlet to crimson to claret. Blues from sapphire to turquois to midnight blue. And best of all, a very evidently conscious knowledge of effective lighting.

This is true throughout the hotel. Every space (and there are many distinctly different ones) feels exactly like it should.

Here are some photos…

The Entrance

 

The Foyer

 

The Restaurant Bar

 

The food

 

The Feeling of the Rooms

 

My View

I’d like to tell you about Baltimore – the city I met about 35 years ago, after I gave up on my first attempt at retirement and went back to work in the information publishing industry with a former competitor. He – BB, the founder of The Agora Companies – chose Baltimore for the birthplace of his then-fledgling business because he was able to buy a building there for a single US dollar. (He’s a value investor.)

Today, 40-something years later, The Agora Companies is the world’s largest financial information publisher, larger than The Wall Street Journal and Barron’s put together.

I’m proud to have been a part of that history.

But never mind. That’s another story.

Let’s get to what I really want to talk about in this issue… some simple, basic concepts about why and how businesses work that every aspiring business builder should know.

Choosing the Right Personalities to Grow Your Business 

Growers and Tenders, Alphas and Betas 
Choosing the Right Personalities to Grow Your Business 

Many years ago, I came up with what I believe may be one of the better insights into the question of how entrepreneurial businesses grow.

My thesis was that there are basically two kinds of business leaders – those that have the personalities and skills to start and grow small businesses, and those that have the personalities and skills to manage businesses once they become large.

I named the first type “Growers” and the second type “Tenders.”

A new concept I’ve come up is that there is another way to describe executive leadership styles – one that is related to Growers and Tenders, but only indirectly.

The idea is that there are two distinct kinds of managers: Alphas and Betas.

Alpha managers are just what you’d think – confident, commanding, and assertive, sometimes to the point of coming across as overbearing.

Beta managers are in many ways the opposite – careful, cooperative, and agreeable, sometimes to the point of being overly compliant.

Alpha managers pursue objectives forthrightly and deliberately. They lead with confidence in the value of the goal in order to motivate their colleagues and subordinates to work confidently, too. And they do that even when their own confidence is limited.

Beta managers pursue objectives cautiously, seeking feedback from their colleagues and subordinates to achieve a common consensus about the worthiness of the goal (even if it is a company mandate) and the best strategy to achieve it.

Alpha managers lead like warriors. Beta managers lead like den mothers.

Now here’s the interesting thing about the difference between Growers/Tenders and Alphas/Betas. Although they generally overlap in terms of attitude, work ethic, and leadership style, the overlap is not 100%.

Growers are all Alphas because the psychological characteristics of Growers are 100% Alpha. Tenders, however, can be Alphas or Betas – and some tending roles are better handled by Alphas, while others are better handled by Betas.

The most obvious example of a tending role that is better handled by a Beta is the executive assistant – especially the assistant to an Alpha Grower.

The reason for that is simple. An Alpha Grower cannot function well if he is not supported by a Beta Tender to attend to the disorder that inevitably follows when he moves ahead with his mission, unconcerned with the operational and moral debris that almost always comes from the changes he is rapidly and determinedly making.

What cannot work ever in an entrepreneurial business, or even a mature company determined to achieve further growth, is a Beta executive in any department that is a part of any of the business’s revenue generating functions. That would include COOs and directors of departments engaged in product development, sales, and marketing. Because despite their natural ability to solve problems and boost morale, Betas do not have the harder leadership skills required to make a business grow.

What they do have is the ability to make their boss feel like everything is moving ahead in a positive direction – to soothe the fears of the founder/CEO who is concerned about the lack of growth and convince him that no changes are necessary.

What’s even worse for founders/CEOs who have Beta executives reporting to them in growth-oriented positions is that a Beta executive will almost never hire an Alpha executive for any job, including a growth job, because Betas see Alphas as inherently dangerous and destructive.

The takeaway: For management positions that are not directly involved in product or revenue growth, Betas may be appropriate. But to lead departments whose function is to support growth, only Alphas should be chosen.
Want to Grow Your Company’s Revenues? 
It’s Not Complicated 

It must have been 30 years ago when I heard Jay Abraham tell a room full of young entrepreneurs, “There are basically only three ways to grow your business. You can increase the base of your customers. You can increase the average number of purchases your customers make. And you can sell them products at higher prices.”

I remember thinking at the time, “Only three ways? That’s too simple. It can’t possibly be right.” But I’ve thought about it at least a hundred times in all the years that followed, in countless brainstorming sessions on that very topic, and I never discovered another way.

This particular bit of advice has been very useful to me whenever I was starting a new business about which I had no significant experience. It has also been helpful when I’ve been consulting with entrepreneurs looking for ways to grow their new businesses.

So why doesn’t every entrepreneur take advantage of these revenue-building strategies? Because, as easy as they are to implement, most entrepreneurs aren’t even aware that they exist.

In future issues, I’ll give you some examples of how you can put each of these strategies to work for you to see your revenues double, triple, or even quadruple in a surprisingly short amount of time.

Three Universal Marketing Truths 

1. The customer most likely to buy a product or service is one who has bought similar products or services in the past.

2. The best time to make that second sale is soon after or in some cases immediately after the customer made his first purchase.

3. To achieve the highest percentage of conversions on that second sale, price the second product at two to three times greater than the price the customer paid for the first one.

“Hell, Yes!” – or Maybe Not 

When a recent visitor to Paradise Palms wrote to the website asking if she could book a big event there, my reaction was, “Hell, yes!” The garden is amazing. I have zero doubt that anyone who had an event there would be anything less than thrilled – and it would help pay for the $600,000 a year it costs in upkeep.

Then came another opinion: “We are not ready to handle big events. We need a professional event organizer at the very least. We’ve discussed this with you before. We’ve outlined the problems.”

It reminded me of a course I took in “leadership styles.” We learned that some people are directors, some people are analysts, some people are counselors, and some people are communicators.

I’m a director. And the greatest pleasure directors get from their work comes from seeing the work get done.

The person that disagreed with me is an analyst. And the greatest pleasure analysts get from their work comes from solving problems, getting the machine running smoothly, and making workers happy.

Both personalities are important to a new business. But because analysts spend so much time trying to fix problems they foresee before the business even gets launched, nothing gets done unless a director is in charge.

I wrote a book about starting and building multimillion-dollar businesses: Ready, Fire, Aim. It was a bestseller. And it continues to generate at least one email a week from folks who have used it as an instruction manual.

In Ready Fire Aim, I laid out my thesis that there are four stages of development and that every stage has one primary challenge and one primary opportunity. In Stage One (the stage we are in with Paradise Palms), the challenge is initiating positive cash flow before you run out of money, ideas, faith, and endurance. The opportunity (the way to solve the problem) is to discover what I call the OSS (Optimum Selling Strategy).

Here’s the thing: You will never know if your business idea works until you are making sales and bringing in new customers. And even then, you are working against two timeclocks: One is about how much capital you have to spend before you are cash positive. The other is about how much faith and energy you have to keep going.

And here’s the question: Do I have what it takes for Paradise Palms?

Pay Attention to How You Pay Attention

KM sent me this link to an article by Ezra Klein in The New York Times. “When I read it,” she wrote, “I thought of you and the email conversation we had about the assumptions behind those we use for sources. How can we find any source that will validate our thinking? This is another interesting take on it that I’d love to hear your reaction to. I found it very interesting.”

I read the article and I think Klein is largely correct in all regards.

He correctly identifies the chief problems with social media (as I have seen them as an industry insider). He has identified the most popular “solutions” that are being put forward by various consumer advocacy groups, industry spokespeople, and politicians. And, to his credit, he doesn’t shy away from raising the philosophical difficulties in trying to solve them.

I agree, too, with the point he makes toward the end of the essay: Other than general, categorical, common-sense restrictions for children, which can easily be done without any civil rights problems, trying to police content fed to adults is and will always be seriously problematic.

Check it out and let me know what you think.

Youth Surfing & Mentorship

Hints: Yes, they are surfers. And, yes, this photo was taken at Rancho Santana.

Answer: They are three young Nicaraguans who are moving up quickly in the surfing world and entering the lofty ranks of international stardom: Oscar Guzman and Yefferson Lopez, who qualified for the ALAS Pro Tour Finals in El Salvador (the first time any male Nicaraguan surfers have reached this event), and Rasy Jaso, who, when this photo was taken, was preparing to compete in the ISA World Games in Peru.

About a dozen years ago, Isabella Currey, an American of Nicaraguan descent married to the Sales and Marketing Director of Rancho Santana, started a surf team with nothing but a few discarded surfboards and the conviction that she could prepare some youngsters for success in life through competitive surfing. And here you have the result.

In a recent email, Isabella says, “We are expanding our reach as well, now offering weekly training sessions for youth ages 14 to 17, paired with mentorship and ongoing anti-drug guidance…. The success we have seen makes one thing clear: When kids get the chance to participate in sports, their lives change.”

For information on how you can help support the team’s dreams and aspirations, click here.