Someone asked Pra Ajarn to expand on Khun Yai's teaching, "Young in age is no problem, so long as you have plenty of merit" — originally given to a devotee who came seeking encouragement, worried about taking on a new role as a supervisor over people older than themselves. Khun Yai taught: don't be afraid — young age is fine, so long as merit is abundant, because merit is what governs management and authority, not age. We are merely the vessel; merit is what controls the dhamma at work. With enough merit, one can lead in that role regardless of age.

Pra Ajarn expanded on this: for someone with abundant merit, that merit continuously refines and liberates them from one dimension into an ever subtler one. As they're liberated into a subtler dimension, the proportion of the wholesome increases, granting access to an ever more refined, wiser knower and empowered one. The knower guides us, telling us to do this or that, as if it were our own thought — like living alone yet living as two, with a knower constantly guiding us. Our role is much like a puppet following the knower's instruction in four ways: teaching us to do it, leading us through it (when we don't yet know how), and sometimes even commanding us to act. The empowered one clears away every obstacle of defilement so the task can succeed — however difficult, it can be done, depending on the knower and empowered one within us.

Regarding work and organizations, the Monarch within the sphere of merit multiplies our merit and helps manage our work and organization for us. Organizations of every size — small, medium, or large — all depend on merit to sustain them, overseen by the Monarch, with the Jewel Elephant, Jewel Horse, Jewel General, Jewel Treasurer, and Jewel Consort as attendants managing different domains. Without such attendants, only a mere spirit-body remains, managing through distributing defilement among the people involved — attendants and clients alike — through layered authority, clearing every obstacle. All of this runs on merit. If an organization lacks merit, that's a serious matter: a leader lacking merit cannot control the situation, and confusion and chaos follow, because the unwholesome seizes the opportunity to stir things up.

All of this is the fruit of the law of kamma — the turn in which the wholesome or unwholesome, created as cause in the past, is now bearing its fruit. So there's nothing for the young to fear, because there is a backing force managing things behind the scenes; whoever holds more merit holds more authority to govern. The knower teaches the right and suitable methods. But when it happens to be a moment when demerit is bearing fruit, it misguides us, producing many problems and obstacles — so we must reflect carefully on which side is guiding us. If it's the wholesome knower, the explanation will be reasonable and impressive; if it's the demerit side, it will be full of greed and anger, with nothing genuinely good to offer. The empowered one on the merit side resolves problems fittingly and appropriately, while the demerit side produces one calamity after another, leaving the person themselves bewildered as to why it keeps happening.