In companies we often study the structure and practice of successful brands. So why not study a discipline that has been around in many forms for thousands of years? Within this post we explore 3 lessons for leaders based on the principles of martial arts and their focus on development of body, mind and character.
1. Look towards the next goal
It can take years to reach a black belt. All students start as white belts and work towards the goal of reaching black belt. Initially it seems like a mountainous task, however, the belt system gives martial arts students smaller goals to aim for, represented in the colour of each new belt – white, purple, yellow, orange, etc – all the way to black. The process of training hard and being rewarded with the ‘next belt’ allows the student to taste success in the context of a larger journey.
Lesson for leaders: This metaphor of the belt system is very useful in our own careers and how we coach others. Instead of aiming to becoming the CEO before we’re ready for it, we can instead focus on the next role which will take us toward the longer term ambition. When managing staff, we can coach them on the small measures of success so that they experience ‘wins’ in the face of larger challenges.
2. Speak to the level you’re working with
In the Dojo (place of study) senior students and instructor black belts teach and mentor younger level students. In providing effective instruction, the “teacher” stretches the student just enough to challenge them, so they may learn. The teacher ensures the student is stretched, but not too far beyond their level of skill. Thus, the student learns at a pace where risk is minimised while also receiving positive reinforcement. This is the balance.
Lesson for leaders: The most effective leaders I’ve met in business use a similar technique. By understanding the strengths and limitations of individuals within their teams, they are able to tailor their level of instruction to stretch them just enough so they can excel and learn. In contrast, under-skilled managers speak to their people without consideration of the their skill or experience.
Consider what activities you can provide to your staff to provide them with the appropriate ‘stretch’ which will challenge them to the right degree. Also, consider how you would formulate a collective message to the strengths of your team, and lift all of its members to the next level.
3. Learn by doing, not only by thinking
In martial arts, a technique cannot be mastered by thinking alone. The technique must be done. The body must move. The mind can watch the movement as it’s being done, but really only afterward, when the muscles slow from rapid movement, can the mind reflect deeply on what has happened. Often this reflection happens outside of class itself.
In this way students of martial arts do techniques hundreds (if not tens of thousands) of times, learning the intricacies of movement and embedding them into muscle memory, in order to truly learn.
As a strategist I used to think plans could be created through thinking. However, in today’s fast moving environment, where technology is constantly evolving, we need ‘pragmatic strategy’. This type of strategy blends strategic thinking with continuous execution and action. What is learnt through action is then fed back into the strategy making process.
Lesson for leaders: If we are to adopt this practice as leaders of our teams, it means creating opportunities for our people to learn by doing. This requires setting a a culture where it is ‘okay to fail’ and people seek ‘hands on’ experience, whether it’s running a project or meeting with customers. Evaluation of the risks of any strategy would still be an important driver in decision making, and risks would be ‘balanced’ (instead of always avoided) in order to create learning opportunities. This borrows from the concept of Action Learning which has been in place in organisations for some time,
