In today's business landscape, leaders often struggle with uncertainty and lack of control. The Stoic concept of "dichotomy of control" is a practical framework to address these challenges.
When done consistently, this can help focus your energy effectively and make better decisions. I explore how the Stoic dichotomy of control applies to modern leadership, along with strategies for improving personal effectiveness and organizational outcomes.
For today's leaders, the illusion of control is constantly shattered by unexpected challenges. In a recent study, only 15% of business leaders felt very prepared to lead in a rapidly changing and uncertain environment. Surprisingly, ancient Stoic wisdom might hold the answer to modern business challenges.
What is in our control
Some things are up to us and others are not.
— Epictetus, Encheiridion
Epictetus opens his classic with this iconic line. It is the basis of a fundamental Stoic precept - dichotomy of control- or “the stoic fork.”
Of all the philosophical schools, Stoicism is probably the most directly relevant to the uncertainty and lack of control in the modern workplace, especially in leadership. The Stoics’ primary goal was to teach people how to stay calm and resolute amid overwhelming anxiety and uncertainty, and this was 2,000 years ago!
It teaches to distinguish between our voluntary judgments and intentions, which we control, and external events and others' actions, which we don't.
We control our reasoned choice and all acts that depend on that moral will. What’s not under our control are the body and any of its parts, our possessions, parents, siblings, children, or country—anything with which we might associate.
— Epictetus, Discourses
Epictetus explains:
Things in our control are opinion, intention, desire, objection, and, in a word, whatever are our own actions. Things not in our control are body, property, reputation, status, and, in one word, whatever are not our own actions.
The things in our control are by nature free, unbounded and unhindered; but those not in our control are weak, slavish, constrained, not our own.
— Epictetus, Enchiridion
He warns that focusing on things beyond our control leads to a greater sense of powerlessness:
If you regard that… which is not your own as being your own, you’ll have cause to lament, you’ll have a troubled mind, and you’ll find fault with both gods and human beings…
Thus, according to Epictetus, the "dichotomy of control" underlines that we can fully control some things (like our opinions and intentions), while we cannot control others (like external events).
But as William Irvine points out, the challenge lies in how we interpret "not in our control." It could mean a complete lack of control or partial control.
If we only consider complete control versus no control, we oversimplify reality. Many aspects of life fall into a gray area where we have some, but not complete, control. For instance, winning a tennis match: practicing increases your chances, but victory isn't guaranteed.[4]
To better reflect reality, Irvine proposes a trichotomy of control:
- Complete Control: Things like our goals and values. Prioritize and focus on these.
- No Control: Events like the sunrise. Avoid worrying about them.
- Partial Control: Competitive outcomes, such as the result of a match. Internalize goals to manage effectively.
A similar strand is found in Stephen Covey’s circles of control, influence, and concerns. Julian Rotter’s locus of control is also related to this 2,000-year-old Stoic idea.
Implementing the dichotomy of control in leadership
Why is this notion critical to modern leadership? How can leaders integrate it into their routine?
Sooner or later, all competent leaders realize that they can only “control” so many things. In fact, as I noted in my circle of control piece, the more responsibility you have, the less you directly control. Recognizing this fact is the first step before advancing to the next level. The early part of their careers is often about control. But it’s also what they need to discard to be more effective.
To thrive in increasing complexity, you need a core set of simple algorithms that you operate with. One of those is the Stoic dichotomy of control.
Bear in mind that 'simple' does not equate to 'simplistic' or 'easy'. Here are practical ways to implement this principle:
Goal internalization: Shifting focus to what we can control
Goal internalization is a practice where you shift focus from external results to internal efforts and character. It's particularly useful for managing situations where we have some but not complete control.
We minimize negative emotions associated with not achieving desired external outcomes by focusing on internal goals. For example, if your goal is to perform at your best in a tennis match (internal), losing the match won't disturb your tranquility as much compared to if your goal was to win (external). Instead of aiming solely for high salaries (external), focus on developing expertise and expanding knowledge (internal).
Internal goals keep us centered and reduce performance anxiety. For instance, concentrating on improving your skills can help you stay calm and play better, which also increases your chances of winning.
If external outcomes aren't met, internal goals help in staying resolute. By valuing effort and personal growth over external success, we build resilience against setbacks.
Practical steps:
- Set internal objectives: Focus on controllable actions. For example, "Draft 500 words daily."
- Track efforts, not just outcomes: Monitor progress using self-reflection and feedback. Emphasize process goals over outcome goals.
- Cultivate a growth mindset: Value internal efforts regardless of external results. Celebrate milestones of consistent improvement.
- Maintain consistency: Persist in pursuing internal goals despite external setbacks. Example: Authors resubmitting work despite rejections.
The reserve clause: Preparing for uncertainty
The Stoics recognized that a lack of control over outcomes and external circumstances stops many people from doing the very things that will move them forward.
How do you balance “certainty of purpose” (in our control) with “uncertainty of results” (not in our control)? [1] Or as Epictetus put it, “How can concern coexist with greatness of soul?”
To resolve this dilemma, the Stoics used a psychological strategy to interact with the world without compromising their control. They took actions with a 'reserve clause', adding a caveat like "fate permitting" or "God willing." This approach ensures we remain prepared for both success and failure with equanimity. The Stoic 'reserve clause' strategy minimizes emotional distress from failures by acknowledging the uncertainty and unpredictability of external events.
Marcus Aurelius took this one step further by using the reserve clause to make the most of whatever might transpire, aka “serene acceptance” [1]:
[Marcus:] But what if some other aspect of the activity is prevented?
[Sage:] Well, yes, but if you adopt an attitude of serene acceptance with regard to such an obstacle, and if you know how to return prudently to that which you are able to do, then another action will replace it, and it will fit in with the harmonious life we are talking about.
— Marcus Aurelius, Meditations
Acceptance is the strategy for the third circle in the CIA model - circle of control, influence, and concerns (acceptance).
The here and now: Balancing future vision with present action
Effective leaders balance future planning with present awareness. This tension between long-term vision and immediate action represents a fundamental leadership paradox, as Peter Drucker observed decades ago.
While visionary thinking is crucial, it's important to recognize that the future remains unpredictable, no matter how much we try to control it.
All we have to shape that future are our present actions in the present moment.
According to Hadot, attention to the present moment is, in some respects, the essence of the spiritual exercises found in Stoicism and other Hellenistic schools of philosophy. He says that by its very nature, remaining grounded in the here and now frees us from the grip of unhealthy passions “which are always caused by the past or the future – two areas which do not depend on us.”
The present moment is where our locus of control is situated, and by taking each moment one step at a time, each instant becomes more bearable. Moreover, attention to the present moment makes us more conscious of its value in relation to the whole of cosmic nature.
— Donald Robertson [2]
Leadership requires understanding time differently.
Questions for leadership reflection
Here are questions you can incorporate in your monthly/quarterly review and overall leadership practice:
- Am I effectively distinguishing between areas of complete, partial, and no control in my leadership responsibilities? Am I allocating my energy appropriately?
- How can I shift my focus from external results to internal efforts and development?
- Am I practicing the "reserve clause" in my decision-making?
- How can I prepare for success and failure and maintain equanimity in the face of unexpected outcomes?
- Am I balancing long-term vision with present-moment awareness and action?
- How can I improve my process and approach instead of fixating on specific outcomes?
- Am I setting a good example for my team by focusing on what's within our control? How am I fostering resilience in myself and my team?
- How can I leverage my circle of influence to indirectly affect outcomes I can't control?
- How can I practice "serene acceptance" of obstacles while working towards my goals?
- How is my “cognitive hygiene" to ensure clear thinking and decision-making?
Further reading
- Process over progress: The mundanity of excellence.
- The mechanism and psychology of small wins.
- Watch out for these common cognitive distortions to maintain your mental hygiene.
References
- Robertson, Donald. Stoicism and the Art of Happiness, 2013.
- Robertson, Donald. The Philosophy of Cognitive-Behavioural Therapy (CBT): Stoic Philosophy as Rational and Cognitive Psychotherapy, 2010.
- Reynolds, Jonathan, Chris Houlder, Ben Goddard, and Tim Lewis. What Philosophy Can Teach You About Being a Better Leader, 2021.
- Irvine, William B. A Guide to the Good Life: The Ancient Art of Stoic Joy, 2008.
- Aurelius, Marcus. Meditations, Translated by Gregory Hays, 2003.
- Epictetus. Enchiridion: The Handbook, Translated by Nicholas P. White, 1983.
- Epictetus. Discourses, Fragments, Handbook, Translated by Robin Hard, 2014.
- Deloitte. (2021). "2021 Global Human Capital Trends"