Sleeping Guards

(This is a Virtuous Leadership article originally published in Finnish here.)

A story about sleeping guards reveals a fundamental problem in society. What’s to be done when control and security measures fail? Character is making a comeback.


A friend of mine who works for the Finnish Embassy in Tanzania built a real sauna in his backyard with a view of the Indian Ocean. One morning he found footprints, dark boot-size stains, on the wall at the end of the long sauna bench. He figured that the night guards had been sleeping in the sauna, so he decided to inspect the following night.

He was right: he found not only a guard in the sauna, but two guards in fact. But he recognized neither of them. Why was this? It turned out that the men were the security firm’s internal inspectors whose job was to visit locations to make sure the guards were present – and preferably awake too. In other words, the guards whose obligation was to make sure the night guards weren’t sleeping, were themselves sound asleep in a Finnish Embassy sauna.

The morale of the story is quite significant. It reveals a certain societal problem that pertains to families, schools, jobs, entire states – and not only in Africa, but also in Western countries.

Control mechanisms fail

The guards are sleeping, and the guards guarding the guards are sleeping. What can one do in this situation? Send more guards patrols to inspect the guards guarding the guards? And what about when these, too, find a comfortable sleeping place, say, the Swedish Embassy sauna? Send another higher patrol to inspect the inspectors of the guards guarding the guards? Clearly this would be an absurd, ineffective waste of resources. Sooner or later we reach a limit.

What should we conclude from this? That security and control mechanisms and procedures are all a waste of time? Certainly not. But alone they do not suffice. There must be another way.

We must understand that the root of many problems in society is not a technical one, something that can be fixed or cured “technically”. The root is, in many cases, fundamentally a moral one. If leaders and people in charge are not people of good character, no level of security and control measures suffice. Everything can be bypassed. There will always be an “inspector” of some sort who will decide to go to sleep – or look elsewhere as others are sleeping.

Alexandre Havard explains: “The business scandals of our time invariably give rise to calls for increased government oversight, reform of corporate government, and revision of codes of ethical conduct. These things may have their place, but they miss the essential point. The perpetrators of corporate wrongdoing invariably know that what they are doing is wrong. And yet they do it anyway. This is a failure of character.” (Virtuous Leadership, New York: Scepter, 2007, p. xiv.)

Competing anthropologies

If we neglect our inbuilt pull towards evil – towards “sleeping” – we will try to fix our societal problems and dysfunctional human behaviour by social engineering and various control mechanisms. We forget a fact humanity has always known to be true: evil is intrinsic to human nature – as is goodness.

T. S. Eliot said that some people “dream of systems so perfect that no one will need to be good” (The Rock, New York: Harcourt Brace, 1934).

Nicholas Capaldi is right: a most alarming problem of modern Western societies is the widespread presence of the “failed or incomplete individual”. He writes:

“What really inhibits these people is a character defect, a moral inadequacy… What they end up with are leaders who are their mirror image: leaders who are themselves incomplete individuals and who seek to control others because they cannot control themselves.” (Decadence: The Passing of Personal Virtues and its Replacement by Political and Psychological Slogans, London: Social Affairs Unit 2005, p. 145.)

Back to character

Havard explains that these kind of societies and people replace virtues with political slogans and psychobabble:

“Tolerance, understood as moral relativism, replaces the virtue of justice, statistics and probability theory replace prudence, avoidance of nicotine and trans fats and other dietary fads replaces self-control, self-esteem replaces magnanimity, self-criticism replaces humility – and democracy replaces God” (Virtuous Leadership, p. 51).

The result is a pervasive boredom – to quote George Weigel, “not simply boredom of the day-in, day-out, quotidian sort but boredom on a transcendent, even metaphysical plane: a kind of boredom with the mystery of life itself”. A boredom that, in D. B. Hart’s words, “renders the imagination inert and desire torpid” (Virtuous Leadership, p. 51).

The homes, schools, companies and states that focus and invest in character building (without forgetting control mechanisms) exercise prudence and are the major players of the future. They have understood the reality of things and made decisions accordingly. Others still live and function in an illusion, and over and over again, will be surprised to find failing mechanisms and sleeping guards.