Four Men and a Lion / Wisdom, Ego, and the blind spots of expertise

Four friends were taking a journey crossing the forest together. Three of them were men of great learning—scientists of repute, proud of their knowledge and their credentials. The fourth was unlettered by comparison, but observant, grounded, and slow to speak.

As they walked, one of the scientists stumbled upon a skeleton partially buried in the leaves. Large ribcage. Fangs like knives. A lion, long dead. The sight stirred the scientific impulse in them. Eyes lit up. Theories began to flow.

“We should try to revive it,” one of them said.

“Let’s reconstruct the body,” said another. “I can regenerate its flesh and skin.”

“I can get the blood flowing again,” added the second.

“I will breathe life into it,” offered the third, chest swelling with pride.

The fourth man said nothing. He looked at the bones, then at the forest around them, then up at the tallest tree nearby.

“Before you begin,” he said, “let me climb up there. Just in case.”

The scientists laughed, but they indulged him.

One by one, they applied their knowledge. Muscles wrapped around bones. Blood vessels filled and pulsed. The body twitched. And finally—life.

The lion rose, fully alive and fully hungry. Its instincts unclouded by gratitude or curiosity. In a single motion, it pounced and tore into the three brilliant men who had just given it life.

High above, the fourth man stayed still in the branches until the lion lost interest and walked away. He descended quietly and continued his journey alone.

Just because you can build something doesn’t mean you should.

Intelligence without foresight builds risk. In every room of builders, keep one tree-climber.

Four Men and a Lion

Lessons for Founders, Operators, and Investors

1. Beware the Echo Chamber of Expertise: When everyone in the room has similar training, background, and incentives, blind spots multiply, not shrink. Diverse thought isn’t a political checkbox—it’s strategic insulation.

2. Always Ask: What Are We Resurrecting? Not all innovation is net positive. Some ideas—no matter how elegant—are better left theoretical. Every resurrection should be followed by a simulation of consequence.

3. Wisdom is Often Silent: The most valuable voice in the room might not be the loudest or most credentialed. It’s often the one asking the dumb questions that unveil the fatal flaw.

4. Climb the Tree Before You Build the Beast: Before launching a product, raising that round, or entering a new market, pause. Zoom out. Simulate failure. Consider unintended consequences. Then decide.