Leadership and perfectionism

Perfection!

A word that bursts our imagination in all life areas - business, private, leisure, recreational etc.
What is ‘perfection’? Why do we strive for it?

At the beginning of our Universe, the timeline back 13.7 billion years, the expansion begun from ‘Big Bang’. Some 380.000 years later huge clouds of hydrogen and helium atoms were formed but they had no structure. This sort of cosmic mush, as recent studies show, had some imperfection built in. Because of them we are able to measure just tiny differences in cosmic background temperature today. And tiny differences were enough for the Universe to move on to the next stage of building complexity. First, the stars were born …

It seems that it is the imperfection that generates complexity and change as David Christian describes in his TED talk: “And where you have slightly more complex things, you can get slightly more complex things. And in this way, complexity builds stage by stage”.

Who is the greatest leader of all time and why?

If you ask the question publicly expect nothing less than argumentative and disagreeable discussions.

We may consider leadership politically, historically, from the business prospective and many more aspects and settings.

This topic has been rolling in my mind for a long time now because I am looking for the best leadership practices and also the people performing them. I was amazed by people’s approach to this question on the internet. It has almost nothing to do with leadership but rather about personalities that important people have or had.  You may find ‘answers’ under the titles like ‘XYZ Things the greatest leaders all have in common’,  ‘Who are the greatest leaders of all time?’ or ‘The greatest leader of all’ and similar.

Are they describing basic leadership methodology and then, based on it, show who the great leaders were (are)? No, they are not! Do these articles have anything in common then? Absolutely yes!

Most of the researches are listing what a leader should not lack. See what I wrote in the blog Added value of leadership names or labels: “Is it all about different behaviors, different styles, or just to give a new label in front of the word leadership?” Those articles just state the “names” (mostly applied in western societies while forgetting the other parts of the world) and what those leaders were great for. Some go deeper and explain what leaders contributed to their societies.

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.

Leadership way: Wing Chun or Karate

In my posts Wing Chun basics 4 Leadership and Wing Chun in Leadership I have already explained about Wing Chun principles. They are very well connected with Chinese thoughts and philosophies. They are based on the Yin and Yang principle, meaning soft and hard or motion and stillness, attack and defense—they all come from each other. This may be the most important theory in China.

What about Karate?

It is well known fact that Karate originates from Okinava, Japan. It was developed under the influence of Chinese martial arts, particularly Fujian White Crane which is thought to be the origin of Wing Chun too. It was brought to Okinava in 14th century. Gichin Funakoshi, the founder of Shotokan Karate, is generally credited with having introduced and popularized Karate on the main islands of Japan in 20th century. At the time when the martial art named Karatejutsu (the art of ‘Tang/China dynasty hand’) was renamed, by homophone, into ‘way of the empty hand’ and ‘do’ (road, path, route, way) – Karatedo. As Funakoshi had trained two other popular branches of Okinawan Karate at the time, Shorin-ryu and Shorei-ryu,  influenced by Kendo he assimilated some ideas with regard to distancing and timing into his Shotokan style.

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.