A few years ago, I came across an article on Stoicism that reignited my interest in this ancient philosophy. My first exposure had come many years earlier when a friend gave me a copy of Meditations by Marcus Aurelius, Emperor of Rome from 161 to 180 AD. The book is a private journal he wrote for himself, filled with reflections on life, leadership, resilience, compassion, and personal accountability. It was never intended for public eyes. It was a tool for self-discipline and growth.
Unlike many Roman emperors known for cruelty and excess, Marcus Aurelius was a benevolent and principled leader. He—and other prominent Stoics like Seneca and Epictetus—devoted themselves to four core virtues:
- Courage
- Temperance
- Justice
- Wisdom
These Stoic values shaped how they lived and led. Remarkably, they remain as relevant in 2025 as they were nearly two millennia ago. Here’s how Stoicism has guided my leadership style—right up to this day, even in retirement.
Control: Focus on What You Can Influence
A foundational tenet of Stoicism is the distinction between what we can and cannot control. As leaders, we influence strategic decisions, how we present ourselves to our teams, clients, and executives, and how we respond to challenges. However, we can’t control macroeconomic trends, flawed decisions made by higher-ups, or the unexpected failures of others.
Take layoffs, for example. You may be ordered to reduce headcount even after already trimming inefficiencies. It’s frustrating—and unfair. But that decision may be outside your control. What is within your control is how you handle it: whether you lead with empathy, offer support, and keep morale intact for those who remain.
Too often, I’ve seen leaders fixate on the injustice of such situations, expending energy on what they can’t change. That kind of reaction is unproductive. Leadership requires accepting complex realities and focusing your efforts where they matter: your attitude, your integrity, your resilience.
The same principle applies to everyday life. You can't control the reckless driver who cuts you off, or the leaky roof that suddenly drains your savings. But you can control how you react. Do you stew in anger, or take a breath and move forward? The Stoics knew the answer. So should leaders.
Courage: The Backbone of Leadership
Leadership demands courage. The courage to make unpopular decisions, to stand up to superiors when they’re wrong, to deliver tough messages—even to friends.
Sometimes it means reorganizing a team or changing strategic direction despite resistance. It’s tempting to maintain the status quo to avoid conflict. But authentic leadership means pushing forward for the good of the organization.
Courage also means weathering unjust criticism and still showing up with integrity. I’ve had more than a few experiences with leaders above me who were unfair, even petty. I had to develop the resolve to keep moving, focused on the mission and the people who depended on me. Without courage, you can't lead effectively. You’ll either shy away from what’s necessary or become paralyzed by fear of disapproval.
Leadership demands courage. The courage to make unpopular decisions, to stand up to superiors when they’re wrong, to deliver tough messages—even to friends.
Justice: Treat People Fairly and With Dignity
In Stoic terms, justice means treating people fairly and equitably. It’s about doing right by others, not playing favorites or advancing personal agendas.
Unfortunately, I’ve seen leaders fall short here. In the corporate security world, I’ve watched senior leaders surround themselves with people from their old government agency—be it the CIA, FBI, or Secret Service—regardless of whether those individuals were the best fit for the job. Team members who didn’t share that background were often marginalized, even if they brought more relevant experience.
That’s not justice. And frankly, it’s not wise leadership. Real leaders seek out diverse perspectives and surround themselves with people who challenge their thinking. Justice means creating an environment where everyone has an equal shot, where skills, not connections, and a determined opportunity. It’s about being consistent, compassionate, and accountable.
Temperance: Balance the Mission with the Self
Temperance is often misunderstood as simply avoiding excess. In a leadership context, it means maintaining balance, especially between work and life.
In our profession, security is rarely a 9-to-5 job. Crises erupt at all hours, and sometimes round-the-clock vigilance is required. But not always. And in the quiet moments, how we choose to operate matters.
Do you answer non-urgent emails at 10 p.m.? Are you mentally checked out during dinner with your family because you’re reading reports on your phone? Do you work seven days a week without pause or recovery?
You control that. And if you don't prioritize balance, burnout is inevitable.
Even Marcus Aurelius, who ruled the largest empire in the world while managing wars, plagues, political intrigue, and personal loss, still carved out time to walk, journal, and reflect. If he could find balance under those pressures, we certainly can too.
Practicing temperance doesn’t mean slacking off. It means pacing yourself, making room for reflection, and avoiding the tunnel vision that comes from unchecked intensity. It’s essential for your well-being—and your leadership effectiveness.
Wisdom: Listen, Learn, and Lead with Humility
Finally, we come to wisdom. Of the four Stoic virtues, this may be the most crucial—and the most elusive.
Wisdom means making sound decisions for the greater good. It means listening to others, even those who disagree with you, and being willing to reconsider your position. You don't have a monopoly on insight. No leader does.
Over the years, I’ve watched capable leaders fall into the trap of believing they were the most intelligent person in the room. They pursued a strategy based solely on their own instincts, ignoring input from trusted advisors. When things went sideways, they blamed everyone but themselves.
That’s not wisdom. That’s ego.
Wisdom is born from humility. From learning, growing, and owning your mistakes. From seeking counsel, not as a formality, but with a genuine desire to understand. There’s a verse from the Bible I often reflect on:
“Do nothing out of selfish ambition or conceit. But in humility, consider others better than yourselves.”
That’s the essence of wise leadership. Sometimes, you’ll still need to call the final shot against the consensus. I’ve had to do that. However, I did it only after earnestly weighing the counsel of others, checking my ego, and ensuring it was the best move for the mission, not for me.
Wisdom takes time. You develop it through trial, error, feedback, and reflection. But the investment pays off—in better decisions, stronger teams, and deeper trust.
Final Thoughts: A Timeless Blueprint
Even in retirement, Stoicism remains central to how I live and lead. Whether serving on a board, mentoring others, or engaging in community work, I lean on the principles of control, courage, temperance, justice, and wisdom.
These aren’t abstract ideals; they’re daily disciplines. They keep me grounded when things go sideways and focused when the noise gets loud.
If you aspire to be a more effective leader, study the Stoics. Read Meditations by Marcus Aurelius. Dive into the letters of Seneca. Reflect on the teachings of Epictetus. Their words have survived for a reason. They speak across centuries because the human condition—and the challenges of leadership—remain essentially unchanged.
And if you’re lucky, like I was, maybe one of those ancient voices will become a guide for your journey.
About the Author

Mike Howard
President of Howard Consulting Services
Mike Howard currently is President of Howard Consulting Services, LLC, a security consulting and mentoring firm based out of Las Vegas Nevada. Howard is the former Chief Security Officer (CSO) for Microsoft Corporation and held global responsibility for vital security functions including operations, investigations, risk mitigation, crisis management, executive protection, security technology, strategy, intelligence, and employee awareness. Mike was the CSO of Microsoft for 16 years. Mike speaks regularly as a subject matter expert on security and leadership while using his extensive security background to help drive industry innovation.
He spent 22 years with the Central Intelligence Agency, finishing as a Chief of Station. Mike also worked in the CIA’s Office of Security and served on the security staff of the Director of Central Intelligence. He worked in the Counterterrorism Center, ran global programs, and served in assignments around the world. Mike’s first book, “The Art or Ronin Leadership,” is available now.