The Philosophy of Lifelong Leadership
Distinguished guest Art Athens reflects on a lifetime of service and leadership
Introduction and Background
My name is Art Athens, and I grew up on Long Island, outside of New York City. I lived there my whole life until going to the Naval Academy. After graduating, I became a Marine. From the academy, about 75% of graduates go to the Navy, and 25% go to the Marine Corps. I was one of those who went to the Marine Corps.
I spent 17 years on active duty. Many people know that you can retire after 20 years, so 17 years was an unusual time to transition to the reserves, but that's what I did. I made this change because I was asked to take on a nonprofit organization that helps military personnel integrate their faith and their profession. This opportunity led me to leave active duty but continue on as a reservist. I spent 30 years serving both active and reserve duty.
Afterward, I held two government positions. One was at the U.S. Merchant Marine Academy in Kings Point, New York, where I served as commandant. Although it was a civilian position, I wore a maritime uniform. From there, I moved to the U.S. Naval Academy, where I was fortunate to serve as the director of the Vice Admiral Stockdale Center for Ethical Leadership.
In December 2018, I passed the baton to another leader at the Stockdale Center so I could dedicate myself to speaking full-time. Since 2019, I have been speaking about ethical leadership to a wide range of audiences, including the Department of Defense, law enforcement, medical professionals, school administrators, and corporations.
On the personal side, I have been married for 46 years to my wife, Misty. We have 10 children and have moved 23 times during those years. Recently, we relocated from South Carolina to Florida to care for Misty's 93-year-old mother. We also have 20 grandchildren, with three more expected between November and February. They are truly the loves of my life.
When you initially decided to join the military, what was that moment like? Was it something you always wanted, or did it happen more spontaneously?
I played soccer, ran track, and played lacrosse in high school. Lacrosse, in particular, brought me to the Naval Academy, because I was heavily recruited for it. I knew I was going to a military institution, but I don’t think I fully understood what I was getting into until I was there. The idea of leadership really appealed to me, along with the opportunity to pursue academics, athletics, and leadership all at once. I’m very grateful for the experience, but lacrosse was the initial draw that led me to learn about the Naval Academy.
What made you stay in the military for so long?
During my junior year at the Naval Academy, I injured myself, ending my lacrosse career. That experience broadened my understanding of what the military was really about and prompted me to think more seriously about my future. By then, I knew I wanted to start a military career.
When deciding between the Navy and the Marine Corps, I was drawn to the Marine Corps because of its emphasis on leadership and people. I had a five-year service obligation after graduation, and at the five-year mark, I evaluated my options. By then, I was married with a child, so I thought about how deployments would fit into my life. Despite those considerations, I enjoyed what I was doing and wanted to stay. When the opportunity to lead a nonprofit organization came up, I transitioned to the reserves to continue serving while pursuing this new role. From 1978 to 2018, I maintained my connection with the Marine Corps.
What is the leadership philosophy you live by now?
One story illustrates my philosophy. In 2007, my son was about to deploy to Ramadi, Iraq, as a platoon leader. At Baltimore-Washington International Airport, just before he boarded his flight, he asked me to summarize leadership for him.
I shared a story that a mentor, Tom Hemingway, told me when I was a new second lieutenant. He recounted how, as a young officer in the late 1950s, he was assigned an experienced platoon sergeant who had fought in major battles like Guadalcanal, Iwo Jima, and the Korean War. Tom, feeling inexperienced, asked the sergeant why he would follow him. The sergeant explained they would evaluate him based on three questions:
Do you know your job or are you striving to learn it?
Will you make the hard but right decisions, even if it costs you personally?
Do you care as much about us as you do about yourself?
I’ve carried these three principles—competence, courage, and compassion—throughout my career. Over time, I added a foundational value: humility. Leadership isn’t about you; it’s about your people, the mission, and service.
What are some leadership mistakes you’ve observed?
Leadership struggles often stem from a lack of humility. Self-centered leaders focused on their own success rather than their team are less effective. Beyond that, issues arise when leaders fail in one of the three core areas:
Competence: Not knowing their job or failing to strive for improvement.
Courage: Lacking integrity or avoiding difficult but necessary decisions.
Compassion: Failing to show genuine care for their people.
When these elements are missing, leaders struggle, and their teams suffer.
There has been a generational decline in interest in joining the military. Why do you think that is, and how can it be addressed?
This is a challenge all branches are grappling with. Currently, only the Marine Corps met its recruiting goals. Demographic changes—like smaller families and fewer physically qualified candidates—play a role. Additionally, the long wars since 2001 have affected how veterans encourage the next generation. Historically, many recruits have been inspired by family members who served, but that influence has diminished.
It’s a significant issue, and lowering standards to meet quotas is a tempting but problematic solution. Recruiting efforts must target not just young people but also the older generations advising them.
What advice would you give to a young person thinking about joining the military?
Two of my sons joined the military—one is still an Army battalion commander, and another served in the Coast Guard. Two others pursued law enforcement careers. I always told my children that service matters, but it doesn’t have to be in uniform. It could be through public service, healthcare, or even writing and speaking, like your mom.
For young people considering the military, I recommend researching, seeking advice, and making their own decision. Joining the military should come from a personal desire, not societal pressure. It’s essential to find a path that aligns with your passion for service.