Building Focus and Self-Control Through Martial Arts

 

One of the most important life skills that can be learned through martial arts is focus and self-control that uses focus. Martial arts is a great way to develop both mental and physical discipline, as well as learn valuable self-defense skills. Through regular practice and doing it right, martial artists has to better focus on the task at hand to develop confidence, and create a plan for success.

Focus is an essential part of training in martial arts. In order to effectively learn, martial artists must be able to concentrate on the technique and not be distracted by other things. When a martial artist is focused, they can faster and better remember and internalize the technique being taught, leading to faster and more effective learning.

Martial arts teach you to focus on the present moment. During a martial arts session, you should be mindful of your body and surroundings, paying attention to the details such as your breathing, posture, and form. Focusing on environment and opponent. By paying attention to such details, you can better direct your awareness to the task and become more mindful of your current experience and reactions. This improved focus can help you in other areas of life, such as work or school, where the ability to concentrate and remain on assignment can lead to greater productivity and success.

Martial arts training can also help you develop self-control via focus on what is going on within you. Learning to remain aware and focused during a martial arts session requires you to override certain instinctive responses, such as the urge to run away when faced with a difficult or challenging situation. This ability to control your responses in difficult or uncomfortable situations can give you a greater sense of personal power and confidence. This feeling of inner strength can be applied in other areas of life, such as in relationships and in professional settings, allowing you to better manage difficult conversations and challenging tasks. By learning to stay in control, martial artists can better stay in their own lane and achieve their goals. Trained martial artists are able to utilize the self-control they learn and use it in event of violence and/or everyday situations, like doing a work, making decisions and setting boundaries.

As you can see, martial arts can be an invaluable tool for not only improving physical health, but also for developing key mental and emotional skills that can be applied in many aspects of life. With a commitment to practice and dedication to the process, martial arts can be a great way to develop focus, self-control, and a strong sense of inner power – all needed in better leadership.

Cultivating Strength and Humility Through Martial Arts

 

In martial arts, we are better equipped to face life’s challenges if we develop strength and humility. We become more confident and resilient, and our minds become calmer therefore sharper and more focused. We gain the ability to assess fast changes, conflicts and take action in a measured and responsible way. Mastering these skills, help us to become more successful in our professional and personal lives, and attain greater peace of mind.

When training in martial arts, you must learn to respect the teacher, the environment and your fellow students while responsible learning to use the techniques. This teaches you humility, as the focus is on perfecting the response using the technique and not on trying to use brutal force or to be the strongest. You also learn to invest in loosing so that your partner can learn, to listen to others and take constructive criticism with an open mind. Learning to be humble instills a sense of discipline and respect for yourself and others.

In addition to learning humility through martial arts training you, become more stable and therefore stronger physically and mentally. Through the practice, you will develop focus, stability, strength, agility, and endurance. You will learn how to use your body properly to be more efficient and effective in your movements, and you will develop a stronger sense of self-confidence. The physical fitness you get from martial arts training can also help you become more resilient, giving you the ability to push past physical and mental limits.

Overall, martial arts offer an excellent way to cultivate strength and humility. By training regularly and pushing your body and mind beyond what you think is possible, you will become more fit, and you will learn the valuable lesson of humility. Not only that, but you will also gain an appreciation for the beauty and simplicity of martial arts, and you will have a newfound respect for your body and mind. And not to mention some good friends.

Challenges of Leadership in the Digital Age: leading Post-Millennials

 

As todays organizations adjust to the new digital landscape, the challenges of leadership have never been greater. With the rise of post-Millennials in the workplace, leaders must be prepared to navigate these complex challenges and create an environment that is favorable to success.

We have witness last decades how the digital tools has changed the way organizations operate and the types of skills and competencies are necessary for successful leadership. In the past, leadership was centered on traditional skills such as vision sharing, solving potential future problem(s), communication, and decision-making. However, today, leaders must be able to use more than only technology and data to effectively lead their teams. Leaders must be able to adapt to employees’ working culture changes, environmental pressure, what role technology is playing and be comfortable with leading in a virtual environment.

Leaders must also be prepared to deal with the unique challenges that come with managing post-Millennials. Therefore, they should possess necessity to understand the power of social media and the importance of cultivating relationships. Post-Millennials are more connected than ever before, and leaders must be able to engage with them on social media platforms. Post-Millennials have different expectations in terms of flexible working hours, transparency, feedback, and autonomy. To maintain organizational goals and work flow, todays leaders must be able to meet those expectations of post-Millennials workforce.

The prerequisite of today’s leadership is to have a strong understanding of data analytics and the ability to use big data to drive decisions. With the rapid advances in technology, the correct and up-to-date data is becoming increasingly important in decision making. Leaders must be able to interpret and use data to steer the organization properly and effectively.

The digital age has transformed the way organizations operate and the challenges of leading today so different workforce and understand their values have never been greater. In order to successfully lead post-Millennials, leaders must possess a unique set of skills and competencies. They must be able to use technology and data, be connected in virtual environment, understand the power of social media, and be prepared to deal with the unique challenges associated with managing post-Millennials that are the rising workforce. With these skills and competencies, leaders can ensure that their organizations are well-positioned to succeed in competitive environment full of technology, changes, virtuality and communications.

Insecurity drains the life out of employees

Not long ago a majority of workers worked for the same company for 20, 30 or more years. It was a normal occurrence. At the time many of my friends were asking me how can I shift so much and so easily from one employer to another? That was easy enough, since nothing was “pushing me” out of a company except my curiosity and new, different challenges. Same as today? No, not the same here. Those were different times and different society back then.

In 2014 Hewlett-Packard only eliminated 34,000 jobs, while JP Morgan Chase has cut 20,000 from its workforce and JC Penney and Sprint announced cuts … In '70s and '80s, not so long ago, a modification of labor market began and we were able to observe anti-worker policies forming up. Nowadays a new business model (not so new any more) is disentangling the ties between employers and employees, fueling the perception that it is good to have employment flexibility.

In today’s business spheres where results of globalization, outsourcing, contracting, downsizing, recession and even natural disasters are all together killing ‘a job security’, how does one deal with such uncertainties?

It is well known that people can deal with short bursts of pressure pretty good, but that chronic uncertainty throws them in a vicious cycle of stress and fear. According to the research done by Stuart Whitaker at the University of Cumbria, having an insecure job has a more damaging impact on people's health than actually losing a job.

When we do not know whether we’ll have a job next year or, even worse, next week, how do we plan the life? Could we consider a loan to buy a house, start family or save for college or save for retirement? In the face of job insecurity, thoughts like these bring only panic and more pressure. Can we still spend with easiness if we are so insecure for the jobs we have?

When people fear that the world around them will fall apart, when our future becomes foggy, when feelings of powerlessness paralyze us, we tend to start to flip out. We pile on more work than we can handle, we are afraid to take sick leaves. Some people start to function on drugs, coffee, cigarettes, alcohol and other substances.  We drop everything that is good for us – we stop to care for our physical well-being, we stop practicing, we do not have fun with friends or have and enjoy vacations and so on.

How Would a Leader Rock With Fun

Does fun have anything to do in leadership?

Did ever happen to you when you were still young that out of nothing (or for something that today would not even notice) you burst out laughing loud in a classroom? Did other mates follow?

Grown up, have you ever been in a situation when you could not stop laughing even you are aware it is not appropriate time/place? Probably, you have not.

And if it happened to you, you very likely tried to hold back and hush up knowing that the sound of (roaring) laughter is far more contagious than any cough, sniffle, or sneeze. Therefore, laugh should not interrupt the important meeting or should it?

How many times have you heard the phrase ‘work and fun’? So, do we have fun at work or we work for fun …?

The heresy?

It is well known that when we laugh we change physiologically and psychically. We stretch muscles throughout our face and as well our body, our pulse and blood pressure go up, we breathe faster sending more oxygen to our organs and tissues. Maciej Buchowski, a researcher from Vanderbilt University, conducted a small study and found out that laughter appears to burn calories, too.

In the post Best Ways to Relax Successfully I was talking how relaxation lowers stress. Laugh was purposely not mentioned as you have to have fun to do what was written in previously mentioned post. Increased stress is associated with decreased immune system. A good, hearty laugh relieves physical tension and stress.

Without any study behind I can argue that most people do not equate ‘work & fun’ together. Furthermore, as shows The Employee Engagement we are further and further distancing from engaged employees. The disengaged majority of employees probably wish it could be true to have fun at work but they have never really experienced it or been allowed to have it. And, by not allowing it, what a failure to raise productivity, development and much more. Studies demonstrate that when people are having fun at work, employee turnover is reduced. And not only turnover …

Now, think for just a moment. Think about your personal experience: when last did you have some fun and after felt more energized, focused, willing and able to get more things done?

How to use Praise, Blame and Appreciation!

“To belittle is to be little!” (unknown)

A Wing Chun practice on a hot evening at the end of spring: we were already well warmed up and our martial arts instructor told us to make pairs to begin a drill of punching, carefully chosen to practice a special sequence of repetitions (see about it in Pushing hands). Repetitions are the ones that bring ingrained knowledge to the surface at the right time. You start to respond in a subconscious way. When attacked we mostly don’t have time to think what to do. Therefore, our body should react suitably.

Every few minutes we changed partners. This improves the techniques as each of us is somehow different – smaller, harder, heavier, quicker. Meanwhile the instructor usually practiced with a guy who had no partner or he thought that needs an extra practice with him.

It was my turn at the time. We began exchanging of punches with a moderate speed to be told later by the instructor to quicken it and some other sequences were added. I pushed a bit harder knowing that instructor is much better than we are and can withstand faster, more dynamic, mixed type of punches. Then, in a heat of practice when sweat was running from both, I hit him with a very precise punch but still under control. With a high pitch voice the instructor stopped the practice. I thought he will explain and praise me. Being a teacher myself and also a father I’m always proud if my students or kids surpass me.

No, that was not about the praise!

He started to shout at me! Pretty angry he said that I should control my punches as he controls them, otherwise he would injure or even kill with a punch. He might as well demonstrate it if it is what we want …

Others, me particularly, were unpleasantly surprised and in sort of stupefied. Nobody was able to understand his anger and behaviour. Is this not a martial art’s environment where hits and small injuries are part of training? Nobody was actually hurt. No blood was spilled … just some small red mark on his cheek demonstrated what happened few seconds before.

What went wrong?

Best Ways to Relax Successfully

Is a stress-free and meaningful life possible today?

We are daily bombarded by requests, actions, interrupts. The media pressure us with what we should possess or buy, how we should look, what to eat ... We are pressed by our surroundings, neighbors, friends to ‘comply’ with standard of living they value. Our bosses tell us when and what to do no matter the hour of a day or day of the week. We are (always) connected – if not, right now we are looking for wifi!

Is this the life we want?

Some adhere to it others aim to different lifestyle. Nevertheless, for many of us the relaxation represents zoning out in front of a TV at the end of a stressful day. Does/could this reduce the accumulated stress?

No.

Known from ancient times to effectively combat stress is that we need to activate the whole body's natural relaxation response.

How we do it?

There are numerous marketing campaigns telling us to try three, seven, eight … ways of relaxing techniques that are readily (commercially) available?

Do those techniques work? Likely not!

What then?

Stress is necessary ‘part’ of life. One needs it for creativity, learning and, mostly in ancient times, to survive. Why, then, such a fuss about it?

We are all probably aware that stress is harmful when it becomes overwhelming and interrupts the healthy state of equilibrium of our body chemicals through nervous system. Our body and our nervous system are flooded with chemicals which prepare us for ‘fight or flight’. While stress response in emergency situations when quick action is necessary could be lifesaving, it wears our body down when constantly (daily) activated. Sadly, overwhelming stress has become an increasingly ‘common occurrence’ in our lives.

We should aim to control the impact of stress or to reduce it. And here the relaxation techniques come in. They are kind of brakes on our over heightened state of readiness and bring our body and mind back into a state of equilibrium.

Now, let’s move from ‘what’ to ‘how’.

What do People Want from Leaders?

We mostly talk about leaders and what constitutes to be a leader. What about followers – do they have any role?

Hearing Lao Tzu one can figure out what was found important long ago: "I have three precious things which I hold fast and prize. The first is gentleness; the second is frugality; the third is humility, which keeps me from putting myself before others. Be gentle and you can be bold; be frugal and you can be liberal; avoid putting yourself before others and you can become a leader among men."

How about today?

The Gallup informs us that the ‘vision thing’ pales in comparison to instilling trust, compassion, stability, and hope when debating what followers expect from their leaders.

Is it any different from the past?

I do not think so, just the wording is kind of more puzzled when reading ancient texts. What I understand is that followers expect a lot from their leaders. When they don’t get what they expect the first thing they begin to lose is trust and respect for their leader.

What I would expect from the followers is their hope for leaders to have greater emotional intelligence – what Daniel Goleman has already introduced in the previous century. With it a leader connects more intuitively with his followers. But this connection is never one way. Followers anticipate to be heard, understood and given enough attention to feel that their contributions and opinions matter. They envisage a leader to become opportunity enabler and an exceptional coach for them to help improve their performance.

Reasons why Leadership is not about manipulation

After recently a puppy joint our household once again it proved that from the moment we are born we have been predestined and taught how to manipulate. All small kids (the same goes for puppies) use basically 24 hours per day to watch, observe and consequently ‘calculate’ what is good for them and how to achieve it.

Well, assuming that is so and also knowing that manipulation has a bad reputation, how could we distinguish manipulation from a persuasion (does not have a bad reputation) that we use as well?

In my view a manipulation is, by definition, a form of persuasion and vice versa. Might be that manipulation is more of a short-term strategy, but consequently, manipulation and persuasion are all about getting someone to do something that you want them to do. Isn’t it?

From persuasion point of view I would say that it distinguishes from manipulation in a small detail: influencing someone because of something that is ‘good’ for the person or, better said that the person may be persuaded to perceive such doing as beneficial or good. Therefore, in this relation the trust in the persuader is the fundamental element for the effective persuasion. And trust is mostly missing or abused in manipulation.

Steps to: People are energetic when …

… interested and motivated - a well-known approach!

In the posts Can Obedience nurture Trust? and Disciplines of execution the question was whether command/control could bring results and if obedience could bring the trust. My opinion remains the same as explained in How to (not) energize the team: a positive energy energizes a person or a team.

So that’s it! Well, not exactly. My life lessons from bringing up my sons teach me that I have to use different approach to energize one or another.

To further it, I believe we mostly come across two types of personality: one gives us strength and energy while the other drains it. Within the first group are people (or even places and things) that make us feel like we are building up our own energy stores, rejuvenate us and help to do our best. The latter group leaves us exhausted, makes us feel as though we have wasted our time and energy without getting anything useful done. They do this to fuel their relentless hunger for negativity, leaving us drained and unhappy.

So how should we help people to function in their zone?

Employee Engagement

I’ve read a lot of articles stating and arguing that the engaged workforce can create competitive advantage. The prime question here is how to engage people?

An engaged employee is ‘a person who is fully involved in, and enthusiastic about, his or her work’.

Now, try to find out from a truthful top executive how many engaged people work in his company and you would probably get an answer ‘about half of them or less’.

Should top executives be concerned about that?

In my post Leadership and “happy” organization I wrote: there is a Gallup-poll of a 1.5 million sampling, and the result is: 30% of employees are happy with their managers, 20% are not, and 50% have disengaged themselves in having any feelings at all. This is when employees show up for work, did what they are told to do, and, at the end of their shift, go home; the same routine would be repeated the next day.

Disciplines of execution

Not long ago I met a young upwardly mobile professional. While discussing his views on management practices his position was clear: the subordinate has to do as he is told by his manager no matter the consequences! I kind of disagree: what if this ‘command’ costs company a bad reputation or money or lost customers. He was clear again: regardless, a subordinate has to follow what he/she’s been told to do! Lower ranked people have, most probably, less experience, less information and no broaden picture about the final goal. I was kind of surprised by such determined stand point, but had to point out that a company is not a military organization (even there some flexibility is possible). If a subordinate cannot execute the order then a manager cannot trust him/her, was his prompt answer.

A bit of a shock for me: from blind obedience to trust issues.

I have been managing and leading different teams in different environments. I do not remember ever expecting my co-workers (not subordinates) to execute blindly what I had ordered. On the contrary, I was trying hard to stimulating their own opinion(s), their own way of doing it but with the notion to take responsibility as well. I still follow what Ken Robinson said: “The role of a creative leader is not to have all of the ideas; it is to create a culture where everyone can have ideas and feel that they’re valued!”

I’m positive that the true threats to humanity are not the Hitlers, the Dahmers and the Mansons but those that blindly obey. As those that order cannot do it by themselves they can achieve it only through the means of obedient people. Therefore, I am strongly against the situation when a person in authority makes a decision or gives a command, that decision or command should be followed without questioning simply because a person in authority gave it.

“Milking” – a new way of getting information from applicants?

Have you ever been through a hiring interview process?

If yes, what were your experiences: positive or negative?

There is not a lot of talk about it but abusive hiring processes is reality and cost organizations millions of dollars by turning possible customers into lifelong ‘haters’. Not long ago I've read that: the impact of a poor ‘candidate experience’ is uncalculated, unreported, and not discussed, making it quite possibly one of the largest ‘hidden costs’ facing modern organizations (by Dr. John Sullivan) but companies are never the less doing it.

Why?

There are millions of people searching for their jobs. Employers use different tactics to select between applicants. What I found lately is a tactic where prosperous new employee should prepare presentation (e.g. to board members) with one of employee from hiring organization. It is presented on an interview discussion that new hire could get the position only if presentation would be a fit for the board. The only connection between a position in a new company and a candidate is this employee fellow. So the employee is all sweet and kind and asking tons of questions and diligence in writing what a candidate says. Company employee squeezes applicant from different angles and asks to prepare special scenarios and data. It is an additional knowledge, experiences and possible different thinking that is asked from candidate.

How can I change my personality for the better???

In the post Leadership and Charisma I stated that leadership is all about personality. What exactly did I mean?

Merriam-webster dictionary offers a definition of ‘personality’ as:

• the set of emotional qualities, ways of behaving, etc., that makes a person different from other people;
• the condition or fact of relating to a particular person;
• a set of distinctive traits and characteristics.

American Psychological Associations offers a ‘personality’ definition as it refers to individual differences in characteristic patterns of thinking, feeling and behaving. The study of personality focuses on two broad areas – first, understanding individual differences in particular personality characteristics, such as sociability or irritability and second, understanding how the various parts of a person come together as a whole.

How to (not) energize the team?

How can a leader create a positive energy and still energize the team even when he is not present or feeling hopeless, angry and demotivated?

I should mention that leading people is not a herding livestock as may be too often in many organizations.

Long ago I had a boss who did precisely that. On our regular staff meetings his “normal” manner was to yell at us. Whoever did not perform according to his way of thinking was immediately rebuked. Once, when we were all gathered together, he started with the account department manager and kept on with his offensive manners from “victim to victim”. Instead of helping to clear or solve the situations he kept accusing people of incompetency.  When it was my turn I stopped him by asking “Hey, we are not stock that you yell on us?”

My question provoked a complete silence and a big surprised shock on my boss’ face. In the moment he regained composure he began to yell even louder. I stood up saying that if he does not change the manner I am leaving the meeting. The answer to that was just another hit: “If you leave the meeting you do not need to return any more!” So I left. A big surprise and shock for others and even bigger for him. My coworkers were more afraid for me than I was while I was leaving the room. Not yet far down the corridor I heard my boss’s voice “Come back immediately!” I kept going to my office. The accountant manager was right behind me telling me to immediately return before I was fired. After a few thoughts I said “I would love to see on which grounds” and sat at my desk.

Leadership and values

In my post on Virtue – Morality – Ethics and leadership I have written down that virtue motivates, morals and ethics constrain.

Most of the times people tend to mix virtue, morals and ethics not having a clear idea which term to use and when. We are asked for an ethical behavior or moral business and at the same time are explained that values have changed in last decades. The subject is doubtlessly too valuable. What is usually missing is an important measurement framing. Why?

Values are our fundamental beliefs. They are the principles we use to define that which is right, good and just. They guide us when we determine right versus wrong, good versus bad. We could name them our standards since we compare or evaluate deeds whether they meet that standard or fall short of it.

Leadership and Mindset

Does a leader need a special mindset to lead?

Gap International consulting firm conducted in-depth interviews with more than 500 global executives to get a sense of a leader's mindset. These interviews revealed that leaders accomplished great things when they envisioned a larger sense of purpose they contribute to. They become more energized and could better motivate followers to keep pushing for results.

Leadership, unlike management, cannot be reduced to a set of skills although many contemporary authors are just doing that (see Labeled leadership). But, while styles of a leader may vary, successful leaders share very similar mindsets. A personality radiating a proper mindset is then a defining factor for an exceptional leadership. Lacking it the leader’s chances of being effective aren't very good. Without a proper mindset a leader could be as well seen as powerful dictator but hardly a well-regarded or accepted person in charge.

The next issue in mindset research is represented by work of Warren Bennis who interviewed great leaders and found out that they all agreed in that leaders are made, not born. But they are made more by themselves than by any external means. This shows that mindset has to be properly attuned.

Participative Leadership

When I first encountered the term “participative leadership” I was kind of puzzled. What kind of a leader cannot or does not participate? Is it possible to lead at all without participation?

The search offered some answers on the topic, nevertheless I was amazed that most authors won’t distinguish two important but different roles, managers and leaders: “… as it is within the managers' whim to give or deny control…” or “…in the participative leadership style, effective managers solicit input from subordinates …”.  Participative leadership pertains to leaders, doesn't it? (see: Leader vs. manager).

Another statement “a participative leader, rather than taking autocratic decisions, seeks to involve other people in the process” was pretty much familiar - the same definition was ascribed to charismatic leadership (Charismatic Leadership).

Among many more publications about participative leadership I came across the definition “… the leader turns to the team for input, ideas and observations instead of making all decision on his or her own.”  Well, can a leader really lead without inputs from his team? I sincerely doubt it.