The real sting here isn't simply that popularity demands sacrifice—it's that Thatcher identifies a particular *type* of person this creates: someone perpetually reactive, always scanning for approval rather than moving toward conviction. A manager who softens every decision to avoid upsetting staff members doesn't gain their respect; she becomes a weather vane, and her team learns that persistence and noise matter more than merit. What makes this observation sharp is the suggestion that compromise itself isn't the problem—it's making approval the *primary* goal that rots your judgment and leaves you with neither the relationships nor the accomplishments you sought.