In the previous post (Tai chi in the leadership world – 1) I've written about basics and fundamentals of the wide and profound wisdom of Tai Chi. By the end I have indicated some ways to use it in leadership. In this post I would like to expose some essentials of Tai Chi that may be an advantage also in leadership.
To empirically learn so-called internal martial art aspects of Tai Chi one begins with Tui shou or pushing hands (see post: Pushing hands and Virtue). Pushing hands is a distinctive Tai Chi practice very similar to Chi shou (sticking hands) used in Wing Chun (see post: Wing Chun basics and Wing Chun and leadership). The latter is more combative while pushing hands is less aggressive and more oriented to using opponent’s energy. With pushing hands the endurance needed in a contest is developed. The method softens stances, movements, and stiffness of a whole body. You need to be perceptive of your partner. Pushing hands diminish your natural instinct of resisting force with force enabling to correctly respond to the external stimuli: your body simply yields to force and redirects it. It is a Yin and Yang or strong and soft principle that governs pushing hands. With age we tend to become inflexible and our reactions jerky, as often obvious when (if) we slip and plunge to the floor. Kids are still much more natural in the same situations just collapse softly or roll, like usually lucky drunk person.
Pushing hands method is extremely good for a person with a big ego too (see post: Ego and Leadership) as it covers our senses and therefore conceals our reactions. A person should be very relaxed, stable in the proper stance that allows moving back and front, left and right, up and down. All thoughts should be wiped and nothing expected. When opponent’s action comes, you react naturally.
Tai chi in the leadership world -1
In my post Tai Chi Quan Leadership I have given you some historical information and points to be used in leadership process from Tai Chi. In this and the next post I’d like to share with you some of my experiences and knowledge that I have gained by practicing Tai Chi. I will conclude with another set of views on how to transfer them to leadership.
Yoga is known as a still meditation technique as opposed to Tai Chi, which is a moving one. As opposite to India where food and temperatures could allow yoga Tai Chi in China evolved differently but with the deep, profound and meaningful theory.
Many of you think of Tai Chi as an exercise normally practiced by older people. You have probably seen it as such practiced in Chinese parks. It looks so benevolent and an easy practice and is probably a reason why it rarely attracts young people to begin practicing it. Very few people see Tai Chi as a martial art that can be very efficiently used to protect life. Some blame for it can be put on numerous schools where Tai Chi is practiced just as a type of coordinated movements with health improvement in mind. It is a type of Tai Chi learning by practicing form(s) only. Bare hand practice is just one of various aspects of Tai Chi. Still available practice may use sword, saber, spear and staff, up to ball, and ruler. It is also true that some of training with those tools is not worldwide spread as there are very few masters who still know and practice them.
The bare handed Tai Chi is a set of eight hand movements and five leg movements. Hence it is sometimes called the thirteen techniques. The eight fundamental Tai Chi hand movements are: warding off, rolling back, pressing, pushing, spreading, taking, elbowing, and leaning. The five fundamental leg movements are: moving forward, moving back, moving to the left, moving to the right, and remaining in the center.
Tai Chi and all Chinese martial arts are not something that a person could grab instantaneously. They are meant as a lifelong learning and developing and definitely not something to grasp or understand immediately or even learn in the first hour. It took me more than ten years to do the form alone. I still may need a suggestion or external help.
Yoga is known as a still meditation technique as opposed to Tai Chi, which is a moving one. As opposite to India where food and temperatures could allow yoga Tai Chi in China evolved differently but with the deep, profound and meaningful theory.
Many of you think of Tai Chi as an exercise normally practiced by older people. You have probably seen it as such practiced in Chinese parks. It looks so benevolent and an easy practice and is probably a reason why it rarely attracts young people to begin practicing it. Very few people see Tai Chi as a martial art that can be very efficiently used to protect life. Some blame for it can be put on numerous schools where Tai Chi is practiced just as a type of coordinated movements with health improvement in mind. It is a type of Tai Chi learning by practicing form(s) only. Bare hand practice is just one of various aspects of Tai Chi. Still available practice may use sword, saber, spear and staff, up to ball, and ruler. It is also true that some of training with those tools is not worldwide spread as there are very few masters who still know and practice them.
The bare handed Tai Chi is a set of eight hand movements and five leg movements. Hence it is sometimes called the thirteen techniques. The eight fundamental Tai Chi hand movements are: warding off, rolling back, pressing, pushing, spreading, taking, elbowing, and leaning. The five fundamental leg movements are: moving forward, moving back, moving to the left, moving to the right, and remaining in the center.
Tai Chi and all Chinese martial arts are not something that a person could grab instantaneously. They are meant as a lifelong learning and developing and definitely not something to grasp or understand immediately or even learn in the first hour. It took me more than ten years to do the form alone. I still may need a suggestion or external help.
Observer’s influence and Leadership
If asked whether you like physics most or many of you would probably answer “no”.
In next few paragraphs I would like to show you that it is quite an interesting field that can be used and applied in real life and definitively in leadership too. I will begin with a kind of ‘strange’ theory that demonstrates “observer’s influence” on what is observed.
The Werner Heisenberg uncertainty principle says that the act of observation interferes with what is being observed. He defined that the position and momentum of a particle cannot be simultaneously measured with arbitrarily high precision. More precisely the position is determined less precisely the momentum is known in this instant, and vice versa. This is even more relevant in dealing with human and organizational systems. But there is a difference. In human and organizational systems, the object of observation is aware of being observed and can react depending on the situation and perceived purpose of the observation. This can compound the challenges of leadership.
There is definitively a version of the Heisenberg principle that works in leadership area. If a leader is present and steers things, they function differently than when he is present and doesn’t steer, or even when he is not present. Of course, it seems to work better when a leader is present. But shouldn't a leadership be about followers doing right things even when a leader is not present?
In next few paragraphs I would like to show you that it is quite an interesting field that can be used and applied in real life and definitively in leadership too. I will begin with a kind of ‘strange’ theory that demonstrates “observer’s influence” on what is observed.
The Werner Heisenberg uncertainty principle says that the act of observation interferes with what is being observed. He defined that the position and momentum of a particle cannot be simultaneously measured with arbitrarily high precision. More precisely the position is determined less precisely the momentum is known in this instant, and vice versa. This is even more relevant in dealing with human and organizational systems. But there is a difference. In human and organizational systems, the object of observation is aware of being observed and can react depending on the situation and perceived purpose of the observation. This can compound the challenges of leadership.
There is definitively a version of the Heisenberg principle that works in leadership area. If a leader is present and steers things, they function differently than when he is present and doesn’t steer, or even when he is not present. Of course, it seems to work better when a leader is present. But shouldn't a leadership be about followers doing right things even when a leader is not present?
Free will and entanglement
I watched Dan
Ariely, behavioral economist and the author of Predictably Irrational, TED talk:
“Are we in control of our own decisions?”. It triggered a huge amount of my discussions
with people. Mine definition on our control over decision was so radical that
most just could not accept it. I spoke in favor that “our free will (and decision-making) is not only created by our conscious mind” but also by our
unconscious. Bottom line is whether it was ‘I’ that decided and no ‘someone else’! I strongly prop as a true that ‘I am’
conscious and unconscious part and my gens and cultural impact of environment
and more together in all I do, think, decide.
Most
people, due to their “background noise” (see my TEDx talk) generated by the philosophy of
René Descartes (1596) believe that only conscious mind is a seat for our “free
will” decision. It is due to Descartes who clearly identified that the mental
and the physical—or mind and body or mind and brain—are, in some sense,
radically different kinds of thing. Therefore, only the mind ‘holds’
consciousness and self-awareness. It was supported by theology to impose
believes that Good and Evil—or God and the Devil are independent against more
pragmatic views of Blaise Pascal (1623). Pascal’s development of probability
theory and his ‘Wager’ were more systematical approaches and therefore closer
to pluralism, which is the view that there are many kinds or categories. This
last idea is also much more in accordance with Far East ‘Yin and Yang’
principle. The principle where there is always something Good in Evil and some
Evil in Good.
Back now to
my understanding of “free will”. According to David Hume, the question of the
nature of free will is “the most contentious question of metaphysics.”
Minimally, to frame “free will” would be in the ability of agents to have the
capacity to choose his or her course of action unconstrained by certain factors.
But animals seem to satisfy this criterion too, and we typically think that
only persons, and not animals, have “free will.”
Leadership and emotions
Is a leader
supposed to show emotions?
To answer this
let look at what emotions are. If you “google it” you get results such us:
- a natural instinctive state of mind deriving from one's circumstances, mood, or relationships with others;
- a conscious mental reaction (as anger or fear) subjectively experienced as strong feeling usually directed toward a specific object and typically accompanied by physiological and behavioral changes in the body;
- an affective state of consciousness in which joy, sorrow, fear, hate, or the like, is experienced, as distinguished from cognitive and volitional states of consciousness;
- a mental state that arises spontaneously rather than through conscious effort and is often accompanied by physiological changes; a feeling: the emotions of joy, sorrow, reverence, hate, and love.
So emotions are
“we” and we consciously or unconsciously show them. Emotions are chemical
reactions between specific combinations of the levels of the signal substances
dopamine, noradrenaline and serotonin. Emotions can likely be mediated by
pheromones… so there seems no way to hide them. Often, one of the reasons we don’t
show emotion is because we are not even aware or we mingle what emotion we
have. In most situations when we are angry, frustrated, or upset we suppress it
or “by mistake” mix it for some other emotion. And we tend to hide them when we
want to stay in control or look strong. Well, in reality, doing so diminishes
our control and weakens our capacity to lead. And we end up not saying what we
mean or not meaning what we say.
Leadership and public speaking
Is it necessary for a leader to be a good public speaker?
There shouldn't be any dilemma about the answer to the above question. Leader talks at team meetings or presents a company facing internal or external audience. And especially with the latter good public speaking skills can open doors, whereas poor ones will most probably close them. And leaders are not the only one.
Does there exist “a magic formula” for good public speaking? No, there is no magic to successful speech, in fact, everyone is unique and has different strengths that can be used. But nevertheless some guide lines can be offered if you would like to have a winning speech.
There shouldn't be any dilemma about the answer to the above question. Leader talks at team meetings or presents a company facing internal or external audience. And especially with the latter good public speaking skills can open doors, whereas poor ones will most probably close them. And leaders are not the only one.
Does there exist “a magic formula” for good public speaking? No, there is no magic to successful speech, in fact, everyone is unique and has different strengths that can be used. But nevertheless some guide lines can be offered if you would like to have a winning speech.
Learning Leadership from Martial Arts - III
Let me continue this blog miniseries with a leadership methodology.
In one of my previous posts - “The Way” of Leadership I compared two fundamental Chinese philosophies Daoism and Confucianism, the Yin and Yang of Chinese culture. They are well routed in Chinese everyday life, culture, politics and as well in martial arts of which two Wing chun (blog Wing Chun basics 4 Leadership) and Tai Chi (blog Tai Chi Quan Leadership) I already explained. These philosophies are used as a background to describe ideas on how to use old martial arts wisdom, explained more in previous blog (Learning Leadership from Martial Arts – II), and are now transformed in a leadership.
In one of my previous posts - “The Way” of Leadership I compared two fundamental Chinese philosophies Daoism and Confucianism, the Yin and Yang of Chinese culture. They are well routed in Chinese everyday life, culture, politics and as well in martial arts of which two Wing chun (blog Wing Chun basics 4 Leadership) and Tai Chi (blog Tai Chi Quan Leadership) I already explained. These philosophies are used as a background to describe ideas on how to use old martial arts wisdom, explained more in previous blog (Learning Leadership from Martial Arts – II), and are now transformed in a leadership.
- Control: We said that only when relaxed a person may possess a self-control. A wise leader, for that matter, creates an atmosphere of clarity, of purpose and a sense of unity. Leader works selflessly and simply allows the team to do what needs be done. Through self-control a leader can influence (control) the outcome and not directly the people.
- Trust: The saying we used in martial arts was about trust in practice. A good leader understands the processes in the team and the fact that leadership does not require the application of force or pressure. There is no room for mistrust either. A remarkable leader trusts his/her people and is consequentially trusted by them. A well led team is not a battlefield of egos, as in teamwork there is no place for individual ‘victories’ or ‘defeats’.
- Stability: Being ‘on the ground’ (well grounded) reflects our terms and our values -- those that a leader expects from subordinates. A respectable leader is focused, firmly and confidently on the ground with his/her decisions and with clear aim in the mind. He does not flip-flop his decisions.
- Adjustment: if you drive yourself too much, this does not produce fruit, if you try to rush into things, this does not lead anywhere. The same is true for leading a team. If the leader is too aggressive, subordinates ‘are suppressed.’ If a manager is too soft, he is not taken seriously. A virtuous leader adjusts correctly to the circumstances and leads by example.
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