The King of Chu intended to have Zhang Zi leave the state, yet he feared that Zhang Zi might do him harm. He said to his attendants, “I wish to send Zhang Zi away—what shall I do?” His attendants replied, “If Your Majesty is determined to send Zhang Zi away, you must entrust him with the affairs of state.” The King of Chu said, “Very well.” Thereupon he allowed Zhang Zi to depart. When Zhang Zi arrived in Chu (the text here seems erroneous; according to context, it should mean that Zhang Zi, having left Chu, returned again), the King of Chu would not heed his words, and so Zhang Zi took his leave. Zhang Zi then said to the King of Chu, “If Your Majesty is truly resolved to send me away, I beg to take fifty chariots and come to see Your Majesty next month.” The King of Chu said, “Very well.” Zhang Zi arrived with fifty chariots and said to the King of Chu, “Your Majesty’s treatment of me has already been most generous. I have heard that Your Majesty has a retainer named Zhao Yu, a man who enjoys great favor in Your Majesty’s eyes. If Your Majesty wishes me to leave, you must first bring Zhao Yu into prominence—only then can I depart.” The King of Chu said, “Very well.” Thereupon he elevated Zhao Yu to high office. Only then did Zhang Zi take his leave.
💡 商战启示录
This stratagem exemplifies Zhang Zi's wisdom of retreating in order to advance, and of leveraging external forces to deflect pressure. Knowing full well that the King of Chu intended to expel him, Zhang Zi took the initiative to propose terms of "placing the state under his counsel," thereby compelling the king to expose his true intentions. He then exploited the king's trust in Zhao Yu to redirect the conflict, creating room for his own escape. In modern business, this strategy often manifests as "reverse negotiation" and "positioning through borrowed momentum." For instance, when a company faces marginalization by competitors or shareholders, it may refrain from direct confrontation and instead proactively demand more stringent conditions—such as greater authority or resources—so as to make the opposing party retreat of their own accord, or to steer their attention toward a third party, thereby safeguarding its own position. Zhang Zi's maneuver resembles a tech executive who, facing a board vote for dismissal, insists on "full authority over a new project," thereby shifting decision-making risk while hinting that refusal might trigger team instability, ultimately forcing the board to relent. Similarly, a market challenger confronted by an industry giant may avoid head-on competition and instead propose a "merger and acquisition partnership," exploiting the giant's concerns over integration costs to buy precious time for strategic adjustment. The wisdom lies in this: not contending over immediate gains or losses, but skillfully leveraging the other party's apprehensions and networks to achieve self-preservation and strategic breathing room.