Leading From WithinMartial Arts Skills for Dynamic Business and Management
Acknowledgments
Conclusion: The next step: The Warrior's Approach (from the introduction) Have you ever wished that work were less of a struggle? Most people have. It's easy for most of us to feel overwhelmed by the mental and emotional turmoil of day-to-day living in these times of never-ending change. But most people also have experienced those times when all the gears seemed to be moving in synchronicity, when the world seemed calm and fluid. At such times we accomplish even more than we ever thought possible--and with little wasted effort and far less tension. If you are someone who would like to increase the frequency of these "good to be alive" days, but never thought there was anything you could do to achieve them, I have news for you. For centuries select martial arts have armed their advanced practitioners with strategies and techniques enabling them to live the principles of "effortless effort." First you need to start by taking a hard look at what doesn't work for you. For instance, take this too-common situation: You try to institute a change in your organization that others have requested--a new procedure, new piece of equipment, different benefits--only to have these same individuals then resist the change. In this situation it's easy to become angry and frustrated--"What's the matter with them? I gave them exactly what they wanted!"--and to take things personally, or to give up and form lasting, negative perceptions of others. People clearly are nonlinear and not always logical in the way they think. But martial arts experts--and master leaders--know that there are underlying rules of human nature that, if incorporated in planning and execution, give us power. If ignored, these principles will overcome you. It is no different than trying to stop the current of a river with your fingers. There is no sense in wasting precious energy on needless resistance when there is so little extra to spare. Just as yanking on a tangled rope can harden a knot, resorting to blind force when confronting workplace snags can result in getting even more frustrated. A beginning student of the internal martial arts (those that emphasize boosting the ability to sense and direct changing forces) is similarly frustrated. Why, she wonders, doesn't my wing parry work like my instructor's? My arm is in the same position as his. But while the student and instructor's elbows might appear to be at similar angles, there are definite differences of force, direction, and feeling in them. And these make all the difference between controlling larger, faster, stronger opponents and being swept away by another's light brush of force. How you do something is often more important than what you do. But for many people it's not realistic to first hunt down a truly capable instructor and then spend decades physically training in a martial art that will address their individual needs. So this book is aimed at helping you, both as a reader and leader, to learn how to better make extremely small changes that can have a dramatic impact on your decision-making process, self-image, and ability to perceive "hidden" yet important forces, and to feel more in control and in harmony with your work environment. Working with people from a wide array of cultures worldwide has made it plain to me that we all seek some kind of power, that we all long for control. By distilling and applying "secret" essentials from advanced martial arts, this book is designed to help you develop the most critical kind of power--power from within. It shows you how to apply this "software" to realize your desired results more easily and simply. By selecting and judiciously employing the right techniques, you can better bypass those everyday frustrations that are obstacles to reaching your goals, to inspiring others, to living a "big life." The martial art of leadership is the art and science of making (the right) things happen. Of course, those in positions of corporate authority have an advantage. But we've also worked with people who were without title or authority and who were still powerful agents for change. Many times these catalysts have had more influence on what has happened in an organization than those with the official stamp of position. Consider the parallels between leadership and martial arts. Some qualities people associate with both master leaders and expert martial artists are: a powerful presence, an ability to remain calm under pressure, maintaining personal control, the ability to respond fluidly to change, and to be in harmony with themselves. When expertly applied, both disciplines:
The goals of black-belt leadership and of this book are to help you further develop:
Changing the World Two of the most famous martial arts masters in the past one hundred years did just that--change the world--both of them evolving from individuals with humble beginnings into men who were world-changing forces. Neither of these men were strong or powerful youths. In fact, as these tales go, Jigoro Kano and Gichin Funakoshi each watched their fathers being bullied by ruffians and internally vowed that things would be different for them. Thus they studied the martial arts, trained hard, and became experts, far transcending their initial desire for protection from intimidation. But they didn't stop there. After moving beyond their own fears, their focus shifted to helping others in similar positions and in so doing, helped transform their culture. Each adopted and refined a traditional martial art--practices that had become clandestine and inbred--into something useful for their society. Both Professor Kano, the Japanese founder of judo, and Gichin Funakoshi, Okinawan father of modern karate, have had a great impact not only on their own country, but on the world as well. Each of these men created huge organizations, which still exist today, fueled by loyal groups of practitioners who have in turn spread the message of self-development. The martial arts are said to have originated in China as an exercise system to fortify Buddhist monks. Over the centuries, techniques were tested and refined, taught and adapted, and amazing methods were developed that enabled adepts to defend against larger attackers, even against groups of would-be assaulters, and to break wood and stone with their bare hands and feet. The many martial arts have a common theme: utility is the proof in the pudding; the techniques have to do the job. The methods of martial arts are timeless. Ultimately the martial arts are not about fighting. Like all leaders martial artists focus on developing the power of control, maintaining inner calmness under attack, and using concentration to attain goals. These powers also can be yours to apply to your work and to your life. The techniques in this book have already helped thousands of people and can help you cut through overwhelming problems at work, tap a reservoir of calmness during trying times, and shatter the obstacles to high performance. The Strategy "The greatest warrior conquers himself first," is an ancient martial arts maxim, because true leadership comes from within. Martial arts practitioners learn in three stages. Students first focus on themselves, learning to control their own actions and reactions. You train to withstand pressure, not to freeze when you have to think fast and act strong. In this initial stage of learning, the best students pay primary attention to themselves to more accurately assess their own strengths and inefficiencies. In the second phase the focus is on developing understanding of others and the mechanisms that make them impressive allies, weak compatriots, or formidable enemies. In the third phase, budding martial arts experts study the interaction between themselves and others. When someone moves in a certain way, how do I respond? And how can that person counter my new movement? This stage is known as the field of continuous change. My management and organizational consulting experience suggests that black-belt leaders develop in similar ways. Mario Bisio, a karate practitioner who owns a chain of upscale clothing stores, agrees: "You have to be disciplined with yourself before you can exercise good business discipline." The "Power and Control" techniques in the first part of this book will help you to increase your personal productivity, manage stress, harness the power of dedication, and leverage a small amount of effort into large returns. "Success," wrote karate master Gichin Funakoshi, "cannot be attained alone. Any person's time and power is limited. A wise leader enlists others in working toward organizational goals." The second section of this book highlights simple methods for harnessing rather than fighting people's natural reactions and emotions. It offers proven techniques for developing a strongly self-motivated staff, being effective without wielding a big stick, and using conflict to generate creativity. The third section, Mastering Change, provides strategies for reacting successfully to forces you cannot control, planning for organizational strength, and becoming an agent of productive change. All the sections include the experiences and observations of leaders who have successfully applied martial arts principles in their organizations. Not all are martial arts practitioners, but they are all "black-belt leaders." This doesn't mean they are masters, just that they have learned how to apply the principles wisely. Several of our black-belt leaders appear in more than one chapter as they apply various martial arts concepts to organizational problems. You can also apply these methods to developing other individuals into people who are independently decisive, yet team players, innovative and still stable, and people who have the judgment to leverage change toward long-range opportunity, while still getting the daily job done. This book shows you specific martial arts strategies that can boost creativity, control, and effectiveness. It will help you hone your skills and expand your power, while enjoying your work more. To reap full benefit of these strategies, focus on carrying them over to your personal life as well. Far from being esoteric or philosophical, the martial arts strategies in this book are simple and practical. The same principles can be applied to excellent leadership. When Intel president Andrew Grove writes of using "leverage," organizational and motivational psychologist Kurt Lewin about "balancing forces" for productivity and change, author/consultant Tom Peters on "increasing power through proximity" (close to the customer), they are using martial arts principles. My colleagues and I have applied the strategies and techniques in this book to thousands of people--senior executives, middle managers, employee leaders, supervisors, and trainees--in a wide range of industries in Europe, Asia, the Middle East, and South and North America. And those who have used these techniques report that they work. This is not a manual of Japanese management. Martial arts principles, while developed in the East, are available to all of us, old and young, female and male. The keys to mastering these principles are knowledge and practice. I first began studying jujitsu and aikido in 1972. Since then I have practiced several martial arts--tae kwon do, kenjitsu, hapkido, and several others--and since 1993 I have been actively practicing wing chun kung fu. Once I had gotten past the magical image of being a martial arts "superman," I was immediately impressed by the beauty of the discipline. Its approach to self- and people-management reinforced much of what I already knew: it makes more sense to direct overwhelming forces than to try to stop them. Control yourself and you can more readily influence situations. I've met many martial arts-practicing leaders who concur. The martial arts are the basis of their most useful planning and implementation strategies. Since 1973 I have incorporated martial arts methods into my own management style, and since 1976 into my organizational consulting. In 1985 I started a consulting organization that applies martial arts principles to worldwide workplace safety. The principles work within my own company, in presentations to hostile groups, and in finding ways to change highly resistant systems. But it doesn't matter what has worked for me or for anyone else, only what works for you. Use this book wisely. If something doesn't make sense to you as you read, put it aside for now. You may find it useful at another time. You may already have had many experiences of effective leadership. As you move through this book, don't search only for new techniques, but also look for explanations of what you've experienced and for reminders of what you already know. You can make quick improvements when you understand what's behind your "lucky" accomplishments or when you apply one of your existing skills to a new area. Success is less a matter of knowing what to do than it is remembering to do what you know. The ancient martial artists had a saying, "The best secrets keep themselves." There are no magical results without work. Inspiration, persistence, and patience open the door to powerful performance. An old martial arts tale tells of a shopkeeper in ancient Japan who was repeatedly robbed. (Bear in mind that in feudal Japan business people were at the bottom of the social order, beneath the nobility, the samurai warriors, artisans, even the peasants who provided food.) This one businessman became fed up with getting his wares stolen and so decided to train in the martial arts. After ten years of dedicated practice, he became quite accomplished. One day as he was walking along the road with a friend, a snarling brigand brandishing a large knife sprang out of the bushes, threatening him and demanding his property. Without thought, the businessman sank to his knees and began to beg for his life. The friend looked on and, prodding the shopkeeper, barked, "You're not just a businessman, you're a martial artist!" "That's right!" replied the shopkeeper who promptly arose and, drawing upon his daily practice, disabled the attacker. It is so easy during times of demand, stress, and change to forget who we are and what we can do, and to retreat to old, perhaps outdated, images of who we used to be and of what we can't do. But it is important to remember who you are and what you have accomplished and learned--often through painful experience. And if you see a friend who forgets who they are, wake them up and remind them of the skills they possess. Through practice, martial artists actually reprogram their reflexes, and while actual leadership expertise won't come from just reading a book, you can act and react with more focus and control and foster more dynamic and responsive organizations by applying these martial arts principles to your work and life. You, too, can become a black belt in the art of leadership. |
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