I think its WAY worse when people’s for realsies, actual NAMES are somehow related to powers or schticks that didn’t come along until much later.
Can we pull a Scotland and do something fantasy like “Mythril” or “Soulsteel”? I’d get in on that.
Mr. Steel. Mr. Zinc. Mr. Copper. Mr. Titanium. Mr. Cobalt. Mr. Pig Iron.
Did I call any upperclass guys showing up later?
Ms. Mercury, Ms. Lead, Ms. Tungsten, Ms. Chrome, Ms. Zirconium, and are all having a girls night at Ms. Nickel’s place – MMA live and mani pedi (Tifa Lockhart brand nailpolish of course.)
“Mr. Steel. Mr. Zinc. Mr. Copper. Mr. Titanium. Mr. Cobalt. Mr. Pig Iron.”
How come I’m Mr. Pig Iron?
Cause you break easily!
Why can’t we pick our own names?
No good. No good. We tried it once. Everybody wanted to be Mr. Steel. Six people, no one trusted each other, so no one would budge! I pick the names. You’re Mr. Pig Iron. Consider yourself lucky you’re not Mr. Tinfoil!
I like the full-bearded look. Much more mature & less “swashbuckler”.
I noticed that. I wonder if Isauro planned to grow it out,in contrast to his previous henchman role?
I thought he meant his name on a brass plate on the door to an executive office. Anyhow, if he’s working for dangerous, violent people, wouldn’t they want to eliminate a possible threat to their jobs?
The answer to that depends on both the AMOUNT of “Room at the Top” of this “Corporate Ladder”…
…& the PERCEIVED amount of “R.a.t.T.”…
…the combination of these 2 factors will determine how eager the higher-ups might be to fight against anyone else’s rise in the ranks.
Consider also that more people “at the Top” would make it easier to expand the organization into more territory.
It boils down to basic “Darwinism”. Any organization’s survival requires an ability to:
– …reward good work with incentives that reflect how WELL you did the work. Better quality gets better rewards, in a “Positive Feedback”-loop.
– …constructively discourage fighting within-the-ranks for scarce resources. By using the “Carrot” instead of the “Stick”, you suffer less productivity-losses, & less lost manpower, which in-turn means less time spent finding replacements. Less in-fighting also translates to better teamwork.
Any group that ignores 1-or-both of these factors is doomed from the start. No matter their initial successes, they’ll unavoidably reach a point where they’ll choke-&-die on the excess of their success. Like any physical organism, it’s impossible to maintain a “steady”-state – you either grow, or you stagnate-&-die. In the corporate world, some might compare this to the “Peter Principle”:
A 3rd factor is (of course) just what kind of story the Author(s) are planning to tell, here.
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