IQ & EQ for Leaders

Human beings are complex integrated systems. It is hard to define them by some theoretical calculations as hard as it is to quantify demanding processor’s unquantifiable actions. Nevertheless I teach my students two measures commonly used to explain humans and their roles in leadership.

IQ (intelligence quotient) is representing a person’s reasoning ability (measured using problem-solving tests) calculated by a mathematical formula that is supposed to be a measure of a person's intelligence. The quotient is traditionally derived by dividing an individual's mental age by his chronological age and then multiplied by 100 (thus IQ = MA/CA x 100) to get the statistical norm or average taken as 100. The most direct ancestor of today's intelligence tests was developed by Alfred Binet. He did it due to a request of an education commission in France in order to distinguish some intellectually impaired children from other intellectually normal ones. Later on Binet’s intelligence test was revised extensively to get the today's version of IQ by Lewis Terman.

EQ (emotional intelligence) is the level of your ability to understand other people, what motivates them and how to work cooperatively with them. It is a combination of: Self-awareness - the ability to recognize an emotion as it happens; Self-regulation – having a control when one experiences emotions; Motivation - one achievement that requires clear goals and a positive attitude; Empathy - the ability to recognize how people feel which is important to success in your life and career; Social skills - the development of good interpersonal skills which is as well tantamount to success in your life and career.

Pushing hands and Virtue

Most people believe that martial arts are violent ego driven systems with intention to injure or kill. Several times in my previous posts I have described that this is not so. Today I will discuss two training concepts used in Tai Chi and Wing Chun. They complement each other and again show the other side of the coin of martial arts.

In Tai Chi it is said that you can’t learn pushing hands ('tui shou') by winning but only by losing. To the beginner it may sound very contradictory, but it is so true.

To learn (empirically) so-called internal martial arts aspects pushing hands are practiced. It is a comparable method of training to Wing Chun sticking hands ('chi shou'), a method that is used for development of automatic reflexes to hit upon contact while all the time sticking to the opponent. Therefore, the sticking hands are more combat oriented, and the pushing hands are less aggressive and more based on using opponent energy. In both one should be perceptive to a partner, as only then ‘listening power’ develops. It is a special feeling of where rival is preparing – not yet in full – to push, pull or hit. And yes, in both martial arts we use the same methods also for legs or combination of all extremities, head and … the whole body.

During this practice the mind should be opened but focused on breathing and on performing slow cyclical movements. It should be wiped out of all other assumptions or expectations. When push, pull, hit or just normal cyclical movement comes, your body knows what and how to react and so it takes control and reacts spontaneously. Therefore, it is important to be very relaxed and in the proper stance that allows to move back and front, left and right and at the same time preserve full stability. Having a strong ego in this practice just does not help because if it intervenes you stop “sensing” what the opponent is coming with.

Leadership “style”

What kind of style a good leadership reflects? Can it be defined uniformly? Is it in fact a style or is it personality? Both or something else?

Questions that fire up discussions, writings, blogs, books …

Alexander the Great, Mao Zedong, Mandela, Hitler, Gandhi, Che Guevara, Abraham Lincoln, Genghis Khan, Napoleon Bonaparte, all were leaders. Some of them were charismatic, all of them influential, some fierce and some inspirational. What attracted people to follow them? Was it their leadership quality that attracted masses, or their actions made them the leaders? They were definitely heroes or anti-heroes. They all failed many times, yet they were remembered for their greatness. Failures are soon forgotten, greatness will always be remembered.

Most western books describe and define leadership process with explanation of the way the leader exercises and manifests his leadership process. Thusly, they try to combine them into the most common leadership styles: laissez-faire, democratic or participative, charismatic, bureaucratic, and autocratic. We all know that nobody complies in full with only one style, but the prevailing one is then assigned to that leader. Due to this, the researchers identify subtypes to those five main leadership styles, such as strategic leadership, team leadership, facilitating leadership. Even further distinct divisions about leadership are made based on influence styles, such as cross-cultural leadership and coaching. Some authors characterize leadership as people-oriented or relations-oriented, for instance, servant, task oriented, transactional or transformational leadership. Others classify leadership characterized by situation, such as emergent leadership style, innovative, visionary, command and control, and again also transformational leadership. There is a plethora of definitions of styles and how leaders exercise the leadership process over subordinates. But does this really explain what a leader is and what his style is?

Feedback in Leadership

“Don’t come to me with problems – come with solutions ….” is a typical sentence that you can hear from a manager or a boss that is not in favor of receiving a feedback.

Why, indeed, a feedback is so important? Because it gives the transmission of evaluative or corrective information about an action, event, or process to the original or controlling source.

Feedback is an unavoidable key component in all systems. In the Nature the systems that adjust according to feedback are similar to Darwinian adaptation and to what are called dynamical systems. Feedback in Nature is a normal process of learning of any leaving creature. In Nature what is not useful or too much energy consuming cannot survive a certain period. Feedback example is the V-shape flying pattern of geese. It can be explained by a simple set of four to five adjustment rules and flying efficiency. They change the position when the first goose is tired and goes back to the tail, then the second one takes a lead etc. This V-shape consumes less energy of each goose and permits to fly faster than a single goose could. They've certainly learned it through try and error feedback.

In martial arts listening and then replying accordingly is the name of the feedback game. Jing refers to one of the most important representations in Tai Chi – “listening” or “paying attention” to the opponent’s energy and his mind’s intent. Therefore, “listening” is actually a feedback for the mind of what you can sense and feel with your extremities or your whole body about opponent. Mostly, this can be practiced when in contact with another person: you trying to read or feel what he or she is intending to do, and even how he or she will do it. In one to one or mass battle in order to win a combat this knowledge of feedback reply is crucial. If you are late, you get hit.

Leadership and trust

Trust is vital. It is one of the fundamentals of any kind of cooperation between two living beings.

For the word “trust” Google offers first: 'trust is the leading value-for-money brand for digital lifestyle...'. Only the next shot is the definition of trust by Webster's dictionary.

Unluckily, trust is a rare supply these days. People have trouble trusting each other, according to the AP-GfK poll conducted in November 2013. Furthermore, it seems that Americans are suspicious of each other in their everyday encounters. Only one-third of them say most people can be trusted – down from half of the people who felt that way in 1972. Another study since 1972 is the General Social Survey that has been monitoring societal change and within it also a trust. In the Final Report of General Social Survey 2012 “Trends in Public Attitudes about Confidence in Institutions” a scale covering 13 institutions (adding Banks and Financial Institutions to previous 12) confidence fell from an average of 29.2% to a second low point of 22.6% in 2008-2012. Indisputable is that trust as well as “unquestionable” is a basis of any religion. Modern economic activities are not far from this. Just look at the confidence in the financial sector, market, stock market or values of companies, and the value of money. On 1971 Federal Reserve notes were banned to be redeemable in gold and Executive Order 11615 in August of the same year ended the direct convertibility of dollar to gold. Other nations followed. From there on paper money has the value only if we trust in its “price”. And the money is not the only paper that has the value only because of the trust people put in …

In martial arts trust is the foundation of any practicing. Imagine that you are invited to be a sparring partner in a friendly match with Mohamed Ali. If you do not trust that he is capable of stopping the fist in front of your nose, you’d probably not even enter the ring. The same self-confidence in his abilities must also have Ali, because if he is not able to stop his fist, he’ll probably break your nose. How many partners for training will then he has if breaking the nose with his first hit occurs regularly?

Tai Chi Quan Leadership

Tai Chi Quan (Tai Chi) is represented through steps by the coordinated actions of the body’s extremities, of the body as a whole including the eyes. The breathing is also coordinated. Thusly,  Tai Chi is a complete system of exercises characterized by the unity and by the cultivation of the internal and external application of power. A very old system, widely known for its healthy and relaxation methods but rarely considered a martial art.

The term Tai Chi Quan translates as “supreme ultimate fist, boundless fist, great extremes boxing or simply the ultimate.” Tai Chi theory is deep and profound. It takes many years of practice, learning, research and pondering to gradually grasp the esence to the art. It is said that Tai Chi Quan was created by San Feng Chang in the Song Hui Zong era (1.082 – 1.135) although techniques and forms with the same basic principles were already in existence almost 600 years earlier that were created from previous one taught in Han Dynasty (206 BE – AE 220). The content of the art has varied from one generation to the next. What we see today in the forms of Tai Chi has been evolving for more than eight hundred years. Various versions of Tai Chi are still practiced around the world: bare hand, sword, saber, spear, stick, ball or ruler. Some are slowly disappearing for there are very few masters around to teach.

Virtue - driven company

What YOU put up with is what YOU have to live with!

Modern corporate culture

Although companies today dispose of all kinds of employee assessment systems, the employees are still managed by managers rather than lead by leaders. Being treated as a cost, even expendable or hopeless, the staff, normally, acts in the same way.

Banks or financial service companies analyze the companies’ performance. For the writing of “the analyst reports” normally young people, freshly out of the school, are used. The report which mostly does not make any significant sense is then solely used by management as a base to steer the staff and processes the way they always wished but were ‘afraid’ to do. So we begin to work to live rather than live to work.

I might also say that in companies “a terrible job” is done when screening and matching people to tasks. Thousands of low level employees are hired but not empowered to actually change anything even in their own field of expertise for which they were hired. Their work is just to do the job (execute higher level decisions). Companies do not dispose of a long term plan to keep best people engaged; they don’t reward them for exceptional actions. No incentive is provided to those that are willing to be innovative. The incentive, if at all, is meant for those that do fewer errors and are willing to compel to the system. The employees are not empowered to solve problems. They are required to rather avoid them (by punished errors). Thusly, companies create a symptom of “someone else's problem”, certainly not my problem, not my responsibility.

In the companies that are not just managed but being lead by true leaders the employees come first and are encouraged to stand up and do it differently.