Without this intellectual preparation, even the strongest leader is just guessing.

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When people ask me where I learned the leadership skills needed to navigate a $2 billion financial loss and recovery, or how I managed the Texas power grid crisis, keeping it from total collapse, my guess is they expect me to point to an engineering manual or a specific corporate insight. But the truth is much older than that.

Hanging above my computer is a list of leadership principles distilled from a man who lived over two thousand years ago: Alexander the Great. Specifically, I often find myself reflecting on the “Aristotle Advantage”. It’s the intellectual foundation Alexander received from his tutor, the philosopher Aristotle, which remains a leader’s first and most vital shield against chaos.

Alexander’s education was unique for his time. While other rulers of the era relied on religious omens or superstition to guide their kingdoms, Aristotle taught the young prince that the universe could be understood through human reason and keen observation. This approach was a precursor to the scientific method. It provided Alexander with a mental framework for analyzing evidence and building his own understanding of the world rather than waiting exclusively on omens.

One of the most practical tools Alexander gained from this classical Greek tradition was the Socratic method (or dialectic method). The Socratic method is a system of breaking down complex problems by asking relentless questions rather than making comfortable assumptions. I’ve found that in the corporate world, we are often too quick to jump to solutions before we truly understand the problem, or we jump in and add our own thoughts to a colleague’s problem without letting them wrestle with their issue themselves. Throughout my career, I’ve used this method to peel back the layers of a crisis. By asking “why” and “how” repeatedly, you can often find a pathway through theoretical knowledge that simple technical skill alone can’t reach.

The power of this observation is seen in the famous story of Alexander and his horse, Bucephalus. The beast was considered “untamable.” However, Alexander observed what no one else did: the horse was simply terrified of its own shadow. By turning the horse’s head toward the sun so it couldn’t see the shadow, Alexander the Great tamed the untamable. As a leader, your job is often to identify the “shadows”, the irrational fears or misinterpreted data that paralyze your team.

My own background is in engineering, a discipline that, much like the Greek principles of reason, taught me to solve problems logically within defined parameters. However, the transition from engineering to the fast-paced world of energy trading presented a significant hurdle: analysis paralysis. In the precise world of engineering, you strive for 100 percent of the facts before acting. But in a crisis, if you wait for a full deck of data, the opportunity to act will have already passed.

This is where the Aristotle Advantage becomes a shield. Critical thinking allows you to combine the “what I know” of hard facts with the “what I believe” of intuition and experience.

During Winter Storm Uri, when the frequency of the Texas grid was dropping rapidly, and we were minutes from a total blackout across the state, there was no playbook to consult. We had to throw out the assumptions we’d relied on for twenty years and think from first principles. My team and I had to make immediate, reasoned decisions under immense pressure with incomplete information.

I’ve learned that expert intuition isn’t a hunch. It’s much more than that. It’s the product of thousands of decisions made in real-time, tempered by continuous learning and the logical rigor Aristotle championed. In one meeting regarding the probability of a global conflict, I noticed the team was stalling due to a lack of certainty. By using the Socratic approach and asking what we didn’t know, we discovered the gap in our logic and developed a new theory of the problem.

Ultimately, critical thinking is about having the humility to gather information and the boldness to act on it. Whether you are facing a four- or five-standard-deviation market move or a literal storm, your ability to break down a problem, ask the right questions, and observe patterns in the noise is what will keep your “phalanx” together.

Without this intellectual preparation, even the strongest leader is just guessing. But with it, you have a foundation that can withstand the most disruptive times. The shield of logic doesn’t just protect you from making bad decisions. It gives you the clarity to lead when everyone else is looking for the exit.