New Articles

Why Today’s Leaders Are Channeling Ancient Philosophers

philosophy

Why Today’s Leaders Are Channeling Ancient Philosophers

Steve Jobs wished he had met Socrates.

Arnold Schwarzenegger is a Marcus Aurelius fan.

Elon Musk leans toward Aristotle.

Across the land – and the world – leaders in business, government and other areas look to the future by seeking wisdom from the past – the far past. While that might sound surprising, perhaps it shouldn’t be – especially when it comes to entrepreneurs and CEOs.

“Philosophy is one of the most important things that can be introduced into the corporate world today because of its fundamental properties and practical benefits,” says Cristina DiGiacomo (www.cristinadigiacomo.com), author of Wise Up! At Work and founder of MorAlchemy, a leadership consulting firm that helps CEOs and executives use philosophy to tackle challenges by teaching them to think differently and see new solutions to help their companies thrive.

“In fact, most of the important and progressive management, communication, and organizational practices are based on principles firmly rooted in philosophy.”

Helping others and doing your work dutifully come from philosophies of service espoused by Romans such as Seneca and Marcus Aurelius, DiGiacomo says. Ideas of employee-centric cultures and employee-driven suggestions are a modern expression of Plato’s ideas. Reciprocity and meritocracy, mutually beneficial acts, and equitable work cultures can be traced to ideas from Confucius.

“Even the idea of work/life balance has philosophical moorings in Lao Tzu’s teaching on balance in life,” DiGiacomo says.

At some level, many top leaders understand this – either knowingly or unknowingly channeling ancient philosophers whose wisdom has remained constant and relevant for centuries.

Just a few examples of the phenomenon are:

Musk and Netflix CEO Reed Hastings have both used “first principles” thinking to grow their businesses. The term “first principles” was coined more than 2,000 years ago by Aristotle, who believed we learn more by understanding a subject’s fundamental principles, breaking down problems into their basic elements and then reassembling them.

Schwarzenegger, the actor, politician and businessman, cited the words of Roman emperor Marcus Aurelius when he addressed 2020 graduates in a video commencement speech. The COVID-19 pandemic created plenty of obstacles in the final months of school for those students, inspiring Schwarzenegger to use the Aurelius quote: “What stands in the way becomes the way.” In other words, Schwarzenegger told the graduates, impediments that keep us from our goals can also be the motivation to achieve our goals.

Robert Ceravolo, head of Tropic Ocean Airways, said in a Forbes interview that one way he manages the stress of running a business is by reading about stoicism, particularly Aurelius and Seneca. “What makes something good or bad is your perception of whether or not it’s good or bad,” Ceravolo says. “When [the worst] happens, it’s not a massive shock.”

Lucio Tan Jr., CEO of Tanduay Distillers Inc., has said that his father taught him Confucian values, such as doing to others as if you’re the other person. Tan has said the Chinese philosopher’s teachings “give you a deeper perspective of humanity, respect for others and for nature,” and have served as a guide for his approach to leadership and life.

“The reason ancient philosophers continue to have relevance in America’s corporate boardrooms is simple,” DiGiacomo says. “Their ideas stand the test of time and still have practical applications in the 21st century, just as they did hundreds or thousands of years ago.”

__________________________________________________________________

Cristina DiGiacomo (www.cristinadigiacomo.com), author of Wise Up! At Work, is the founder of MorAlchemy, a philosophical consulting firm. She also is the inventor of industrial philosophy and is the driving force behind the idea of applying philosophy in the workplace for the benefit of the leadership of organizations. DiGiacomo has 20 years of corporate executive experience at companies such as The New York Times, Citigroup, AMC Networks, and R/GA. She holds a master’s degree in Organizational Change Management from The New School. She also dedicated nine years to the study and practice of philosophy.

business owners

All In Or Out? How Business Owners Can Deal with COVID’S Cloudy Future.

As the coronavirus pandemic continues, small businesses have reopened across the nation but certainty and optimism are a long way from being restored.

Spikes in infections in many states, double-digit unemployment, consumer and lender concerns, and steep economic challenges in the wake of a long shutdown make it difficult to forecast if and when many companies will fully recover. Small business owners – many of them baby boomers and in the retirement age range – are in a difficult position trying to decide whether to risk staying in business or sell and cut their losses, says Michael Sipe, author of The AVADA Principle and founder of the consulting firm 10x Catalyst Groups (www.10xgroups.com).

“We are in the early stages of a depression that’s going to go on quite a while,” Sipe says. “Many small business owners are in their 60s and 70s, and they’re tired and beat up. Some recovered from the financial collapse of 2008, but now they’re getting hammered again.”

“Customers and employees are scared or nervous. The supply chain is a big problem, and there’s this crazy situation where prices are going up because of the shortages, but meanwhile we have a depression because there aren’t enough transactions.”

Sipe offers the following suggestions to small business owners as they try to sort out their future amidst so much uncertainty:

Quit. “A lot of people are going to do that,” Sipe says. “And if that’s the decision, they should quit fast. Don’t drag this out. One of the things that happened in the recession of 2008 was people refused to face reality, and it cost them everything, their savings and retirement. If you’re 60 to 70 years old right now and don’t know if you can gut this out another 10 or 15 years, then cut your losses. You’ll have a little nest egg now as opposed to spending all of it trying to bail the business out.”

Reinvent. “If you’re not going to quit,” Sipe says, “then you’ve got to change. Just slugging it out and hoping it’s going to get better or that it will get back to normal – that kind of thinking is ridiculous. We have huge structural problems as a country. So if you’re going to reinvent, you have to come back to the fundamentals of business. The owner has to back up and say, ‘What are the fundamental concerns of customers we are actually trying to address here?’ And focus energy on those prime areas that are going to move people to pay a good margin for your product. Don’t ask why it’s not easier; ask how you can get better.”

Be flexible. Given the fluid state of our world, Sipe says changing some of your business model and processes may have to become a habit. “The next thing business owners have to do is realize what they changed today may need to change tomorrow,” he says. “The innovation has to happen every day. That has a lot to do with listening to customers and anticipating what they would respond to. Engagement with customers and engagement in the innovation process for owners is absolutely critical. If an owner is not willing to try and get that figured out with and for their customers, they’re going to fail.”

“The business has to be infused with a fresh energy and a fresh passion,” Sipe says. “If you’re not going to quit during these extremely difficult times, that means you’ve got to get back in the game. And you’ve got to play hard because this is going to be tough.”

_____________________________________________________________________

Michael Sipe, author of The AVADA Principle, is the founder of 10x Catalyst Groups (www.10xgroups.com), which helps entrepreneurs grow profitable and thriving businesses organized on a foundation of Biblical principles. Sipe has also enjoyed a successful 30-plus year career in mergers, acquisitions, and business development as the founder of CrossPointe Capital, a middle market investment-banking firm. In that capacity, he consulted with and evaluated over 5,000 companies and has provided advisory services for approximately a half-billion dollars in business sales involving hundreds of companies. He remains active in transactional work and has been a key advisor in mergers and acquisitions projects covering a multitude of industry sectors.