In 2015, my agent called me with an idea. I had published The Obstacle is the Way and was working on Ego is the Enemy, two books which were rooted in Stoic philosophy–but tried not to be too overt about it.

Steve, my agent, suggested I do the exact opposite. You should write a daily devotional about Stoicism, he told me, one page per day. It seemed crazy to me. Most people weren’t interested in philosophy (and most publishers weren’t either). Besides, I don’t speak Greek or Latin, so how would I do the translations? “I’ll do them,” Steve told me, “and I promise it will be your bestselling book.”

This was preposterous to me on many levels. For one, Steve knew Greek and Latin? But it turns out he did…and he was right!

The Daily Stoic released on this day seven years ago and has gone on to sell over 2M English language copies, and it’s been translated into more than 30 languages. Here on the 7th anniversary of The Daily Stoic, I thought I would share some lessons from that book–or rather, lessons that came from writing and publishing it, because the whole process taught me as much about business and life as it did about philosophy.

–Take the assignment. As I mentioned, the idea for The Daily Stoic wasn’t mine. In fact, I wasn’t totally convinced the idea would have much appeal, but I was at a point in my career where I was taking assignments. It seemed like a challenge. I felt like I would get better for trying. Plus Steve had far more experience in publishing than I did, so I trusted him. You just never know. Certainly, I have been surprised time and time again where little opportunities, little suggestions have changed the trajectory of my career. But only because I showed up and did the work.

–There is something powerful about the “daily read” format. Tolstoy believed his most essential work was not his novels but his daily read, A Calendar of Wisdom (it’s since become an absolute favorite of mine). As Tolstoy wrote in his diary, the continual study of one text, reading one page at the start of each day, is critical to personal growth. Steve had published The Daily Drucker (which is also great). I didn’t understand until later how perfect this format is for Stoicism. It’s not something you read once and ‘get.’ It’s a process. A ritual. I think everyone’s day should start with a daily read of some kind (The Daily Laws by Robert Greene is another I recommend).

–The work never stops. As I was writing the book, I got into it and decided I would just keep going. That’s what started the Daily Stoic newsletter. I’ve written and sent out a meditation on Stoicism every day since—I’d estimate that’s 750,000 words? Enough for seven more books. We’ve sent out just over 3,000 emails, which is just mind-blowing to me. The daily email continues to steadily grow, going out to over 760,000 people each day. And our open rate has basically been the same as when we started with just a few thousand subscribers in December 2016.

–Platforms are the priority. When Winston Churchill was driven from power, he could have wallowed. He could have retired. Instead, he became a one man media company. Between 1931 and 1939, Winston Churchill published 11 books, more than 400 articles, and delivered more than 350 speeches. He became more famous in the U.S. than he was in Britain. He cultivated power outside the system, delivered his message without intermediation. You could say they tried to cancel him, but it didn’t work. That’s what I’ve set up with The Daily Stoic. It’s not just an email list but also a YouTube Channel with 1.5M subscribers, an Instagram account with 2.7M followers, a Twitter account with 540K followers, a TikTok page with 655k followers, and a Facebook page with 861K followers. It’s Stoicism directly to the people.

–Give a lot of value away and capture a small percentage. I mentioned that we’ve essentially published seven books for free through the Daily Stoic email. On top of that, over the years, we’ve essentially created the largest Stoic library in the world. Hundreds of hours of video on the great Stoic works, the rules the Stoics lived by, Stoic habits, Stoic don’ts, and Stoic questions for a better life. Hundreds of thousands of words across articles on the Big 3 (Marucs Aurelius, Seneca, and Epictetus), timeless Stoic strategies for happiness, dealing with stress, getting and staying motivated, overcoming procrastination, and handling rude people. We’ve done something like 63 million views on YouTube (4.4 million hours watched). The podcast does around 5 million downloads a month (well over 150M lifetime downloads). The vast majority of people who have ever heard of or consumed anything from me, have done it for free. That’s absolutely cool with me. A very small percentage of people buy a book or a coin or whatever…my goal is to provide a lot of value to a lot of people and capture a tiny bit of it. That’s plenty for me.

–Use your success well. My friend Casey Neistat once said something to me. “You don’t make art to make money,” he said, “you make money to make more art.” As Daily Stoic has captured some of the value it has created, you know what I’ve done with that money? I’ve made more stuff! It’s allowed me to start the podcast, to hire a video editor, etc etc. I have a little note card next to my desk that says “Am I being a good steward of Stoicism?” By that I mean, am I using the success that this philosophy has brought me to introduce more people to the philosophy, or am I buying fancy cars with it? My goal has been to re-invest most of what I have gotten back into making and doing cool stuff. That’s a privilege, but also an obligation.

–Commitments/deadlines make you better. It might seem like a lot of work to write and put out an email every day for seven years…and it is! But it’s also one of my favorite things to do, and it has made me so much better. Committing to do this has been a forcing function to my productivity. We all need reps. If I only published books, I wouldn’t get nearly as many reps as I have gotten from publishing these daily emails–each one making me a little better at my craft. It’s also kept me active and in good shape. No resting on my laurels, no off season. Every day I have a show to put on.

–Meet people where they are. We know that people don’t necessarily wake up and think, ‘Today is the day I’m going to start looking into an ancient school of philosophy.’ In fact, that’s why I was skeptical about the book working in the first place. I say in the intro “Stoic philosophy” is not an appealing phrase in the English language. In order to make this all work, I’ve tried to never lose sight of that. I understand people are busy. I understand they’re not philosophy nerds. I try to meet them where they are. That means making stuff in lots of formats. That means giving stuff away for free. It also means trying to present what I know as solutions to their problems, trying to show how this philosophy helps them with their actual life.

–Think about how they’re interacting with what you do. Most books put the title on the top of every other page. For the second printing of The Daily Stoic, we put the title at the top of every page. We made that change because we realized people liked to take pictures or screenshots of that day’s page and share it…but then their friends had no idea what book it was from. Tolstoy didn’t have this issue/opportunity, but in the modern world we do.

–To everyone who hasn’t heard about you, you’re new. Even with the title at the top of every page, even though the book has been out for seven years, and even though it’s been read by millions—still, whenever we post a picture from the book on our own social accounts, people comment, what book is that from? It’s hard to remember when something is so familiar to you that it is still new to a lot of other people. I don’t expect people to have heard of me. I understand that the vast majority of people haven’t. I want to meet those new people.

–It takes time. Always remember that great things take time. They take longer than you think, even when you take that into account. The Daily Stoic took a while, years, even until it became a hit. I would walk into bookstores and they wouldn’t have it. The email list took years to reach what it is now. I’ve learned that patience is everything.

–Little things add up. Zeno said that greatness “is realized by small steps, but is truly no small thing.” Below is a look at some of the sales data for the hardcover and e-book in the U.S. You’ll notice that in most weeks it only sells a couple thousand copies and for many weeks at the beginning, it sold many fewer than that (those big spikes are the first week of January every year when we do a big discounted promo btw). But because I stuck with it, because the book was about something timeless, over the last seven years, those weekly sales have added up in a big way. Maybe other books sold more, faster, but I am confident that The Daily Stoic is going to keep going, like the tortoise, and in the end get very far.

Anyway, I can’t finish this piece without a note of gratitude. To Steve, who suggested the book and helped me write it. And to all of you who read it, watched one of the videos, forwarded one of the emails to a friend. As I said, I’ve gotten better for the opportunity (and privilege) to get to do this. Thank you!

For the most part, we can’t change the world. We can’t change the fundamental facts of existence–like the fact that we’re going to die. We can’t change other people.

Does that mean that everything is hopeless and permanently broken?

No, because although we have that extreme powerlessness in one sense, we have an incredible superpower in another: We can change how we think about things. We can change how we view them, how we orient ourselves to them.

That’s the essence of Stoicism, by the way. The idea that we don’t control what happens, but we do control ourselves. When we respond to what happens, the main thing we control is our mind and the story we tell ourselves.

So one way to think about Stoicism itself then is as a collection of mindset shifts for the many situations that life seems to thrust us in. Indeed, Seneca’s Letters, Marcus Aurelius’ Meditations, and Epictetus’ Discourses are filled with passages, anecdotes, and quotes which force a shift in perspective.

Here are 14 that I have taken from the Stoics over the years that have changed my life. I think they’ll do the same for you.

Everything is an opportunity for excellence. The now famous passage from Marcus Aurelius is that the impediment to action advances action, that what stands in the way becomes the way. But do you know what he was talking about specifically? He was talking about difficult people! He was saying that difficult people are an opportunity to practice excellence and virtue–be it forgiveness or patience or cheerfulness. And so it goes for all the things that are not in our control in life. So when I find myself in situations big and small, positive or negative, I try to see each of them as an opportunity for me to be the best I’m capable of being in that moment. It doesn’t matter who we are, where we are, we can always do this.

Every event has two handles, Epictetus said: “one by which it can be carried, and one by which it can’t. If your brother does you wrong, don’t grab it by his wronging, because this is the handle incapable of lifting it. Instead, use the other—that he is your brother, that you were raised together, and then you will have hold of the handle that carries.” Another way to say that is that there are multiple ways to look at every situation, multiple ways to determine how you’re going to react. Some of them are sturdy and some of them are not. Some are kind and resilient, some are not. Which will you choose? Which handle will you grab?

The world is dyed by the color of your thoughts. Marcus said, “The things you think about determine the quality of your mind. Your soul takes the color of your thoughts.” He also said, “Our life is what our thoughts make it.” If you see the world as a negative, horrible place, you’re right. If you look for shittiness, you will see shittiness. If you believe that you were screwed, you’re right. But if you look for beauty in the mundane, you’ll see it. If you look for evidence of goodness in people, you’ll find it. If you decide to see the agency and power you do have over your life (which as we’ve said is largely in how we think), well, you’ll find you have quite a bit.

There is a tax on everything. Taxes aren’t just from the government. Seneca wrote to his friend Lucilius, “All the things which cause complaint or dread are like the taxes of life—things from which, my dear Lucilius, you should never hope for exemption or seek escape.” Annoying people are a tax on being outside your house. Delays are a tax on travel. Haters are a tax on having a YouTube channel. There’s a tax on money too–and the more successful you are, the more you pay. Seneca said he tried to pay the taxes gladly. I love that. After all, it’s usually a sign of a good problem. It means you had a killer year financially. It means you’re alive and breathing. You can whine about the cost. Or you can pay and move on.

Poverty isn’t only having too little. Of course, not having what you need to survive is insufficient. But what about people who have a lot…but are insatiable? Who are plagued by envy and comparison? Both Marcus Aurelius and Seneca talk about rich people who are not content with what they have and are thus quite poor. But feeling like you have ‘enough’–that’s rich no matter what your income is.

Alive time or Dead time? This isn’t from the Stoics exactly, but close enough. Robert Greene once told me there were two types of time in life: Alive time and Dead time. One is when you sit around, when you wait until things happen to you. The other is when you are using that time productively, actively. You’re stuck at the airport–you don’t control that. You decide whether it’s alive time or dead time (you read a book, you take a walk, you call your grandmother). I had a year left on a job when Robert gave me that advice. I could have just sat on my hands. Instead, it was an incredibly productive period of reading and researching and filling boxes of notecards that helped me write The Obstacle is the Way and Ego is the Enemy.

Anxiety isn’t escaped. It’s discarded. This was a breakthrough I had during the pandemic. Suddenly, I had a lot less to worry about. I wasn’t doing the things that, in the past, I told myself were the causes of my anxiety. I wasn’t having to get to a plane. I wasn’t battling traffic to get somewhere on time. I wasn’t having to prepare for this talk or that one. So you’d think that my anxiety would have gone way down. But it didn’t. And what I realized is that anxiety has nothing to do with any of these things. The airport isn’t the one to blame. I am! Marcus Aurelius actually talks about this in Meditations. “Today I escaped from anxiety,” he says. “Or no, I discarded it, because it was within me, in my own perceptions—not outside.” It’s not your parents that are frustrating you. They’re just doing what they do. You are the source of the frustration. That’s a little frustrating, but it’s also freeing. Because it means you can stop it! You can choose to discard it.

It’s the surprise that kills you. Stuff is going to happen, but what makes it harder is when it catches us off guard. The unexpected blow lands heaviest, Seneca said. That’s why we should practice the art of *premeditatio malorum–*essentially, a pre-mortem of the things that could happen in a day or a life. This takes the sting out of them in advance…it also lets us prepare and prevent. And for no one is this more important than parents and leaders. Seneca said that the one thing a leader is not allowed to say is, “Wow, I didn’t think that was going to happen.”

You can’t learn what you think you already know. Conceit, Zeno said, was the enemy of wisdom and learning. This was the essential worldview of Socrates, the hero of the Stoics. Think of Socrates’ method. He didn’t go around telling people anything. He went around asking questions. That’s how he learned so much and ended up becoming so smart. If you want to get smarter, stop thinking you’re so smart. If you want to learn, focus on all the things you don’t know. Humility, admission of ignorance–these are the starting points. This is the attitude that gets you further in life.

What good is posthumous fame? Marcus Aurelius knew he was famous. He knew they were building statues of him. He knew he would have a legacy. He also knew this was basically worthless. What good is posthumous fame, he asks in Meditations, when you’re not around to enjoy it?! He reminded himself too that you know, it’s not like the people in the future were going to be way better than the people alive right now–there will be idiots in the future too. What do I care about how many people read my books in 100 years? What matters is if I am doing my best right now, if I am taking pleasure and pride from doing my best right now. So stop trying to live forever by achieving all this greatness, stop trying to get more than you need, stop trying to perform for history. Do the good you can do now. Stop chasing something you will never touch. Legacy is not for you. You’ll be dead. Leave it to others.

People are just doing their job. I don’t just mean at work. After bumping into a particularly frustrating person, Marcus Aurelius asks himself, “Is a world without shamelessness possible?” No, he answers. “There have to be shameless people in the world. This is one of them.” This is just someone fulfilling their role. Seeing things this way not only prevents me from being surprised, but it makes me sympathetic. This person has a crappy job. It’s not fun to be them–they have to be one of the jerks that exist in the world. And then I remind myself that I am lucky that my job is to try to be a good person.

They don’t want you to be miserable. It’s strange that Stoics have the reputation for being unfeeling when Seneca wrote three very beautiful essays on loss and grief called Consolations. I read these essays whenever I lose someone or miss someone who I loved. Anyway, one of the lessons that hit me the most is when he is writing to the daughter of a now-deceased friend. He brings up a great point, basically saying, look, your dad loved you so much. Of course, he would be honored that you miss him, but do you think he would want his death to make you miserable? Would he want the mere mention of his name to bring you pain? No, that would be his worst nightmare. He would want you to be happy. He would want you to go on with your life. He wouldn’t want his memory to haunt you like a ghost–he would want the thought of him to bring you joy and happiness. Of course, we’re always going to feel sad when we lose someone, but then we can remind ourselves of this and try to smile too.

Opinions are optional. “Remember, you always have the power to have no opinion,” Marcus says. Do you need to have an opinion about the weather today–is it changing anything? Do you need to have an opinion about the way your kid does their hair? So what if this person likes music that sounds weird to you? So what if that person is a vegetarian? “These things are not asking to be judged by you,” Marcus writes. “Leave them alone.” Especially because these opinions often make us miserable! “It’s not things that upset us,” Epictetus says, “it’s our opinions about things.” The less opinions you have, especially about other people and things outside your control, the happier you will be. The nicer you’ll be to be around too.

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The last one is the most powerful one, I think. And it’s about the thing we have the least amount of power and control over: the fact that we’re all going to die.

But the Stoics want us to think about it differently…

Death isn’t in the future. It’s happening now. It’s easy to see death as this thing that lies off in the distant future. It’s a fixed event that happens to us once…at the end. This is literally true but it’s also incorrect. “This is our big mistake,” as Seneca points out, “to think we look forward toward death. Most of death is already gone. Whatever time has passed is owned by death.”

It’s better to think of death as a process—something that is always happening. We are dying every day, he said. Even as you read this email, time is passing that you will never get back. That time, he said, belongs to death. Powerful, right? Death doesn’t lie off in the distance. It’s with us right now. It’s the second hand on the clock. It’s the setting sun. As the arrow of time moves, death follows, claiming every moment that has passed. What ought we do about it? The answer is live. Live while you can. Put nothing off. Leave nothing unfinished. Seize it while it still belongs to us.

People think that leadership is something that just happens. One is anointed a leader. One is promoted to leadership. One is born into leadership. And of course, this is not the case.

“Leadership,” Eisenhower said, “is the art of getting someone else to do something that you want done because he wants to do it.” Which means that, like any art, leadership is something that has to be studied. No one comes out of the womb a leader. And yet we’re all leaders in one way or another—of families, of companies, of a team, of an audience, of a group of friends, of ourselves. So there’s no one who wouldn’t benefit from learning some essential leadership principles from some of history’s greatest leaders. These 24 by no means make a complete list–that’s why we built The Daily Stoic Leadership Challenge (registration is currently open for this year’s LIVE 9-week course) but if you implement even a couple of them, I’m comfortable guaranteeing you’ll be a better leader for it. But perhaps the first and most important lesson we learn from the leaders I talk about below is that leadership is a skill that one could refine over multiple lifetimes—so the sooner you start the better.

A Leader Is A Reader. Harry Truman famously said that not all readers are leaders but all leaders are readers—they have to be. And they certainly aren’t reading to impress people or for the mental gymnastics. It’s to get better! It’s to find things they can use. Not at the dinner table or on Twitter, but in their real lives. A leader must learn from the experiences of others. A leader must be challenged. A leader must prepare themselves for the things they’ll only be able to experience once, by learning from the experiences of others. To paraphrase the soldier-philosopher General James Mattis, it is unconscionable to fill up body bags while you get your education solely by experience, one mistake at a time. A leader must be a reader. It’s not just the best way, it’s the only way.

A Leader Puts Everything In The Calm and Mild Light. In Thomas Rick’s wonderful book Waging a Good War, he looks at what made Bob Moses one of the best (yet lesser known) of the civil rights leaders. Moses was quiet and calm. He did not seek out the spotlight. He did not make decisions out of emotion. Instead, Ricks says, quoting a colleague of Moses, he had a “‘capacity for reflection and distance from the thing that you are very much in the midst of and even leading.’” The job of a leader, George Washington similarly said, is to look at all events, all opportunities, all people through the “calm light of mild philosophy.” As leaders, we will have good days and bad, moments of heartbreak and bad luck, as well as strokes of good fortune and good timing. What matters is how we respond to these swings of fate. (That’s why we dedicate week two of The Daily Stoic Leadership Challenge to mastering your emotions.)

A Leader Always Looks For Teachable Moments. In the 1960s, IBM CEO Tom Watson supposedly called an executive into his office after his venture lost $10 million. The man assumed he was being fired. Watson told him, “Fired? Hell, I spent $10 million educating you. I just want to be sure you learned the right lessons.”

A Leader Finds A Teacher. Eisenhower was mentored by George Marshall and Fox Conner (and learned a lot about what not to do spending time under Douglas MacArthur). Marcus Aurelius spend two decades under Antoninus Pius (Hadrian had at best hoped Antoninus could offer Marcus a few years of tutoring). It was really an incredible and formative experience for him–it’s part of what we tried to distill down in the Daily Stoic Leadership Challenge, especially with the experts we brought in to talk to us. The idea is, as Marcus said of his own development as a leader, to go “straight to the seat of intelligence.”

A Leader Is Imperfect. Bad leaders think that they have to appear perfect, that they have to have all the answers, that they have to cover up their weaknesses. Great leaders do the opposite. Gandhi, once being interviewed by a reporter, said, “I am very imperfect. Before you are gone you will have discovered a hundred of my faults and if you don’t, I will help you to see them.” Why would he do such a thing? Because he knew that as a leader, egotism and an outsized sense of one’s abilities is dangerous and destructive.

A Leader Seeks Out Advice And Feedback. “It is impossible to learn that which one thinks one already knows,” Epictetus says. When a leader lets their ego tell them that they have arrived and figured it all out, it prevents them from learning and it leads to mistakes. As Dwight D. Eisenhower, one of the best commanders of the last century, said of the necessity of listening to feedback: “I have no sympathy with anyone, whatever his station, who will not brook criticism. We are here to get the best possible results.”

A Leader Doesn’t Tell People What To Do. Gandhi’s friends always appreciated the grace he gave them, not judging them for their choices or for the less-strict lives they led. In one of the deep dives in the Daily Stoic Leadership Challenge, General Dan Caine recounted that he has maybe given two direct orders in his entire 33 year career. Like Eisenhower said, a leader persuades, a leader motivates. A leader is a strong, inspiring example. They don’t bully and yell. They earn their authority. They are strict with themselves and tolerant with others.

A Leader Gets The Best Out of People. Lots of brilliant leaders and talented people have made the same mistake through the centuries: they expect of others what they expect of themselves, so they are constantly upset and let down. We know that Marcus Aurelius found a better way through. “So long as a person did anything good,” Cassius Dio wrote, “he would praise him and use him for the service in which he excelled, but to his other conduct he paid no attention.” That’s key for anyone in any position of leadership. Your standards are for you. You only control your behavior. You have to meet everyone else where they are. Get as much as you can from them and of them. See the good in them. Lean into their strengths rather than disdain their weaknesses. Focus on what is special and unique about them instead of zeroing in on the ways they are not as good as you. That’s not only the kind way to lead, it’s the only effective way.

A Leader Can Do Anything But Not Everything. In 1956, Harry Belafonte called Coretta Scott King. With her husband arrested once again, he wanted to check in with her and see how she was doing and what the movement might need. Except they could barely carry on a conversation, because Coretta kept being pulled away from the phone to attend to one of the children, to check on dinner, to answer the door. Belafonte politely asked why the Kings did not have any help at home. Because, Coretta said, Martin was worried other people would think he was enriching himself at the expense of the cause, living the high life while millions of blacks suffered. Belafonte was baffled, “He’s here in the middle of this movement doing all of these things, and he’s going to get caught up in what people are going to think if he has somebody helping you?” Then he said he was going to personally pay for staff—and that Martin had absolutely no say in the matter. This wasn’t just a nice gesture to an overworked family. It was also a strategic move. What Belafonte was buying Martin and Coretta was time, peace of mind, and more energy and more focus for the cause. “A leader,” Plutarch said, “should do anything but not everything.”

A Leader Prepares For The Inevitable Chaos. As the legendary coach Phil Jackson would explain, “Once I had the Bulls practice in silence; on another occasion I made them scrimmage with the lights out. Not because I want to make their lives miserable but because I want to prepare them for the inevitable chaos that occurs the minute they step onto a basketball court.”

A Leader Thinks Long Term. In his 1997 letter to shareholders, Jeff Bezos said, “We believe that a fundamental measure of our success will be the shareholder value we create over the long term.” For companies—as is the case for individuals—there are always pressures to be narrow in our focus and vision. Bezos, unlike most business leaders, refused to play that game. “Rather than short-term profitability considerations or short-term Wall Street reactions,” Bezos said, the real value lies in thinking decades ahead. His maxim for business opportunities is also relevant here: “Focus on the things that don’t change.”

A Leader Prioritizes Stillness. Randall Stutman has been a coach to some of Wall Street’s biggest CEOs for decades. His clients have included Goldman Sachs, Morgan Stanley and Bank of America. His consulting and advising agency, CRA, has worked with thousands of executives at hundreds of hedge funds and banks. These are people whose entire livelihood depends on them being perpetually ready to respond to the daily, hourly, sometimes even minute-by-minute volatility of the world’s financial markets. Stutman surprised me when he told me that he often asks these very busy executives how they recharge, given the all-consuming nature of their work. The best, he found, have at least one hobby that gives them peace — things like sailing, long-distance cycling, listening quietly to classical music, scuba diving, riding motorcycles, and fly fishing. There is a surprising commonality between all the hobbies: An absence of voices. For leaders, people who make countless high-stakes decisions in the course of a day, a couple hours without chatter, without other people in their ear, where they can simply think (or not think), is essential.

A Leader Has a Guiding Philosophy. Football coach Bill Walsh took the 49ers from the worst team in the league to Super Bowl champions in just three years thanks to his “Standard of Performance” philosophy. Seahawks coach Pete Carroll is known for his “Win Forever” philosophy—the winning mindset he aims to instill in his staff and players. The great coach John Wooden had his “Pyramid of Success” philosophy. These philosophies and frameworks are critical as they codify the principles and rules by which a team will make decisions and operate on a day-to-day basis. If you don’t have a philosophy, how do you expect to know what to do in tough situations? Or when things are confusing or complicated? Being reactive is never a position of strength. It is not a position a leader should find themselves in.

A Leader Always Keeps Their Cool. The journalist and author of The Chancellor: The Remarkable Odyssey of Angela Merkel, Kati Marton, told me on the Daily Stoic podcast that she once got to sneak into Merkel’s office. On her desk, there was a plexiglass cube with the words, In der ruhe liegt die kraft (“in calm, there is strength”) “Which is truly her mantra,” Marton said. “That is among her superpowers: she does not lose her cool.” Remaining cool-headed in times of crisis and adversity is one of the most critical skills. “The first qualification of a general is a cool head,” Napoleon once said. The worst that can happen is not the event itself, but the event and you losing your cool.

A Leader Stays Humble. Success, money and power can intoxicate a leader. Right before he destroyed his own billion-dollar company, Ty Warner, creator of Beanie Babies, overrode the objections of one of his employees and bragged, “I could put the Ty heart on manure and they’d buy it!” A leader benches the ego. A leader never believes they have the Midas touch.

A Leader Does The Right Thing. “Just that you do the right thing,” Marcus Aurelius told himself, “the rest doesn’t matter.” That would be his legacy, that would be his source of pride, not the buildings he erected or the conquests he made. A leader means making hard but costly decisions—like Marcus Aurelius making the decision to sell off palace jewels when the Antonine plague wiped out much of the Roman army. The people couldn’t afford to pay taxes for new troops. “So Marcus held a vast auction of contents of the imperial palace, Brand Blanshard writes in Four Reasonable Men, “and sold gold, crystal and myrrhine drinking vessels, even royal vases, his wife’s silk and gold-embroidered clothing, even certain jewels in fact, which he had discovered in some quantity in an inner sanctum of Hadrian’s.”

A Leader Seizes The Opportunity for Greatness. In early April 2020, Queen Elizabeth II gave a rare public speech with essentially that message. One of Britain’s last living links to World War II, the Queen compared it to the way she today can look back with admiration for those who acted bravely. “I hope in the years to come, everyone will be able to take pride in how they responded to this challenge,” the Queen said, “and those who come after us will say that the Britons of this generation were as strong as any. That the attributes of self-discipline, of quiet good-humored resolve, and of fellow-feeling still characterize this country.” When the Stoics say the obstacle is the way, this is what they were talking about–it’s an opportunity to be great.

A Leader Knows How to Prioritize. One of the great lessons from Eisenhower is his decision matrix that helps separate and distinguish immediate tasks from important ones. It asks you to group your tasks into a 2×2 grid deciding whether a task is either important or not and whether it is urgent. Most of us are distracted by what’s happening right now—even though it doesn’t matter—and as a result neglect what is critical but far in the future.

A Leader Makes People and Situations Better. Seneca said, “Happy is the man who can make others better, not merely when he is in their company, but even when he is in their thoughts!” That is the essence of being a great leader, a great Stoic, a great human being. As Randall Stutman told us in week one of the Daily Stoic Leadership Challenge. “At the base of leadership, what all great leaders have in their heads and their expressions is the idea that they want to make people and situations better.”

A Leader Is Rarely Surprised. Seneca said every leader needs to regularly practice premeditatio malorum—a meditation on all that could go wrong…before it goes wrong. He liked to quote Fabius: the only inexcusable thing for a commander to say was, “I did not think that could happen.” And of course, he is right: The job of the leader is to be prepared, to have a plan, to anticipate all possible and probable outcomes. Whether it’s a military campaign, a creative project, or a business negotiation.

A Leader Keeps The Main Thing The Main Thing. John DeLorean was a brilliant engineer but a poor manager (of people and himself). One executive said he was always “chasing colored balloons”—he was constantly distracted and abandoning one project for another. It’s just not enough to be smart or right or a genius. Conversely, Jony Ive, the top designer at Apple would recount how Steve Jobs was always asking Ive and other Apple employees about what they were focused on and specifically, “How many things have you said no to?” because to focus on one thing requires not focusing on other, less important things. Jobs would have liked the motto of Los Angeles Rams GM Les Snead: keep the main thing the main thing.

A Leader Trusts, But Verifies. Samuel Zemurray’s line—per Rich Cohen’s amazing book The Fish That Ate the Whale—was “Never trust the report.” He went to South America or Boston or wherever the business was being done and saw the situation for himself. He wanted first hand knowledge so as a leader he could make the right decisions. A leader can’t simply accept whatever trickles up from below them—they have to see for themselves. They have to, as the Russian proverb goes, “trust, but verify.”

A Leader Has The Courage To Stand Apart. The lesser known philosopher Agrippinus talked about how people are like threads in a garment. Most people see it as their job to match the other threads in color and style. They want to blend in, so the fabric will match. But “I want to be the red,” Agrippinus said, “that small and brilliant portion which causes the rest to appear comely and beautiful…’Be like the majority of people?’ And if I do that, how shall I any longer be the red?” That’s the leader’s job. It is not to go along to get along. It is not to default to the status quo. It is not to be another replaceable thread in an otherwise unremarkable garment. The leader’s job is to stand up. To stand out. To speak the truth. As Sam Walker writes in his wonderful book The Captain Class about the unsung leaders who have taken their teams on incredible championship runs, one of the traits great leaders share is they have “strong convictions and the courage to stand apart.”

A Leader Assumes Formlessness. Cato, one of the most vaunted and towering Stoics, built a reputation and a career out of his refusal to compromise his principles. But Cato’s inflexibility did not always best serve the public good. Indeed, no one did more than Cato to rage against his Republic’s fall, but few did more to bring that fall to pass. Cato’s refusal to compromise was driven by moral principles but ultimately hastened the end he so dreaded. A leader learns from Cato’s fatal mistake. A leader obeys Robert Greene’s 48th law of power: Assume Formlessness. “Accept the fact that nothing is certain and no law is fixed,” Robert writes. “The best way to protect yourself is to be as fluid and formless as water.” While we admire the high integrity and uprightness of the Catos of the world, the truth is that the inflexible, uncompromising, “pure” person who cannot adjust, who cannot conceive of doing things anyway but their own, is extremely fragile.

As I said, leadership can’t be distilled down into some list. It’s a process. It’s a mindset. It’s a lifelong commitment. That’s what we’ve been trying to do for the last few years now with the Daily Stoic Leadership Challenge, our most in-depth (and most popular) course.

We designed this 9-week challenge to mirror the kind of education that produced historically great leaders like Marcus Aurelius. Specifically, we built it around one of the key lessons from Marcus’s own development: the idea that leadership is less a position and more a process.

This is our first live version of this course since 2021, so we’ve got some great leadership experts lined up for FIVE Deep Dive sessions. It’s a great opportunity to hear from some of the best, and get your questions answered.

I really hope you join us for this leadership masterclass. Registration is now open, and the course begins on September 25. Head over to dailystoic.com/lead today to enroll!