Based on the seminal volume by Sun Tzu and translated by Dr. Lionel Giles with apologies to both and a copuy of the original document can be found at http://www.artofwarsuntzu.com/Art%20of%20War%20PDF.pdf
1. It can be said: The art of rural estate management is of vital importance to the country, both the rural and the sovereignty
2. This is a subject that includes life, death and growth. It can be seen as both a science and an art, which includes both equal measures of inquiry and guesswork and can be on no account be neglected.
3. The art of rural estate management, then, is governed by eight factors, which must be taken into account in one’s deliberations when seeking the conditions of developing the rural estate.
4. These are in alphabetical order: (1) Agriculture; (2) Business Management; (3) Environmental and Woodland Management; (4) Law; (5) Rural Planning, Development & Construction; (6) Rural Policy Implementation; (7) Rural Professional Practice; (8) Rural Valuation .
5. There are many governing bodies who you can rely and report to, the greatest being the Royal Institute of Chartered Surveyors (RICS) and the Central Association of Agricultural Valuers (CAAV).
6. It should be also stated that moral law causes us, the people, to be in complete accord with out rulers. This is understandably quite hard at the current time of writing.
7. Rural estate management is overruled by two major components: The Skies and the Earth.
8. The Sky brings on day and night, warmth and coldness, the heat and the precipitation and seasons.
9. The Earth adds danger, death, disease, distances, diversification and many other words not beginning with the letter D including life and profit.
10. The Rural estate manager should stand for the virtues of benevolence, courage, sincerity, strictness, sustainability and wisdom.
11. By discipline, education and method are to be understood if the rural estate manager is to understand and use the five concepts of the warrior as described by Sun Tzu.
12. These five concepts; the leadership, management, terrain, seasons and the way of the rural estate manager. He or she, as we live in enlightened times, who know these will be victorious and will not fail.
13. Therefore, in your deliberations, when seeking to determine the management conditions, let them be made the basis of a comparison, using these statements:
a. Are you leading the rural market field with your estate’s objectives?
b. Are you managing the estate within the parameters set by the employer, the Sky and the Earth?
c. Does the Earth provide an advantage to your development? If so reap the rewards and the field.
d. At times your decision, as a rural estate manager, will be divided by your employer and government legislation. Side on the side whose discipline is more rigorously enforced.
e. At times your decision, as a rural estate manager, will be divided by your employer and government legislation. Side on the side who has the stronger resources.
f. At times your decision, as a rural estate manager, will be divided by your employer and government legislation. Side on the side who has the more highly trained staff.
g. If you wish to change position or gain a new rural estate management job, examine the current and potential firms to determine where there is greater constancy both in reward and punishment.
14. By means of the above statements, it is possible to forecast victory or defeat.
15. The rural estate manager that listens and heeds the advice above and below as well as the information dispersed in a RICS & CAAV registered course will conquer and be retained in rural estate management. The manager who does not do what I said above will suffer defeat and no doubt be dismissed from their current position of employment.
16. Whilst in your current position, whether assistant or manager, offer advice to others and heed others advice, choose which is useful.
17. The rural estate manager should look at the changing circumstances and allow their plans to be easily modified.
18. All business, like war, is based on deception. It shouldn’t be, but as rural estate managers, you will find this out, hopefully not to you or your business’ cost.
19. Hence, when developing a project, you must give the opposite appearance as for as long as you can; when using your resources, try to show a period of inactivity; if you are near you must appear far away and when you are far away you must appear near. Deception is known by many names, know them all.
20. Invest your time in finding out who your competition or employer is and find their weaknesses.
21. If your competitor or employer is superior than you, evade them for the time being but remember to observe them and bide your time for a drop in their defences.
22. If your competition or employer has an irritable manner, then beware and pretend to be weak so that they may grow arrogant.
23. If your competition or employer are taking their ease then give them no rest; if their forces are united then bide your time before you try to separate them.
24. Provide knowledge when your competitor or employer is unprepared and appear where you are not expected.
25. Do not tell your competitor or employer of these deeds described above before the deed, if you do then your victory will be dulled.
26. Attempt to make the decisions in your head before the meeting and a success will be gained. The rural estate manager who loses a development project will have made few cranial calculations beforehand. The amount of these calculations and decisions are related to the success or failure of any decision. Choose wisely.