Aristotle and the Transcendent Third: The Invisible Bond That Holds Us Together

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Aristotle, one of the greatest philosophers of ancient Greece, laid the foundation for much of Western philosophy, ranging from metaphysics and ethics to politics and logic.

Educated at Plato’s Academy, Aristotle developed his own distinctive approach that diverged from his teacher’s idealism. His works delve into the empirical and practical aspects of life, promoting observation and categorization as tools for understanding the natural world. This emphasis on empirical inquiry eventually led him to establish the Lyceum in Athens, a school where philosophy and science were studied together in a systematic manner. Aristotle’s approach was deeply interdisciplinary, encompassing biology, drama, and rhetoric, which allowed him to develop insights that remain influential in diverse fields.

One of his most profound insights relates to how we bond with others—what drives commitment, and what makes relationships, both personal and professional, last. Aristotle believed that for any partnership to stand the test of time, there must be a third element each party attaches themselves to—something stronger than love. He called this element his transcendent third principle.

This transcendent third occurs when two parties are bound together by something greater than themselves—something that transcends (sits outside of) everyone involved. Without this, the relationship devolves into a shared egotism and eventually dissolves. Think for a moment of all the friends you've had over the years that you're no longer in close contact with. The dissolution of those relationships likely occurred because there wasn’t a third-party foundation for the friendship.

The same applies to leadership. As a leader, if you don’t have a third-party attachment, people won’t deeply connect to your messaging.

The best leaders create a third party. What’s vitally important is that this third party must have meaningful impact beyond the obvious. When former 49ers coach Bill Walsh spoke about how the process comes before the final result, and how the score becomes meaningless, he was using the process as his transcendent third. He made his players fall in love with their standard of performance, held each accountable, and bonded the team to something that existed outside of the relationship itself.

Leaders cannot designate an opponent as the third element—that changes too often. Nor can business leaders use the P&L sheet as the third element—it never sits outside; it’s part of day-to-day operations, making it transactional. The third element must be something transformative, something that perpetually bonds two parties together.

Creating the third element requires intentionality, vision, and a deep understanding of shared values and goals. It begins with identifying a common purpose or principle that transcends the individuals involved. This could be a mission, a philosophy, or an overarching objective that everyone can rally behind. Importantly, this third element must inspire and motivate on a level that goes beyond self-interest—it must resonate deeply and universally.

To establish this third element, leaders and individuals must first foster open communication. This involves exploring what truly matters to the group or partnership and finding the intersection of those shared values. For example, in a corporate setting, the third element might manifest as a commitment to innovation or sustainability—something that speaks to the collective aspirations of the team while existing outside the pressures of daily operations.

Once identified, the third element must be woven into the fabric of the relationship or leadership dynamic. This requires constant reinforcement through actions, language, and culture. Leaders should exemplify their commitment to this element, setting the tone for others to follow. Rituals or practices can also be introduced to reinforce it—whether it’s regular reflections on progress, storytelling that highlights its impact, or celebrating moments when the third element was upheld.

Lastly, to make the third element truly transformative, it needs to evolve and adapt while maintaining its core essence. As circumstances change, the third element should grow in meaning, continuing to bind the parties together through its relevance and importance.

By cultivating this transcendent principle, leaders and individuals can forge partnerships and teams that endure the test of time—fueled by a purpose that is greater than themselves.

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