True leadership: The “Lao Warrior” movie project

What is true leadership? Gather 150 people, gain their commitment to a project, inspire their passionate involvement and maintain their engagement. For more than 3 years. For free.

Lao Warrior – the movie project

Fast-forward to the finished product that I witnessed last Saturday at the Mission Valley Cinema in Raleigh (NC): the red carpet premiere of the martial arts action movie Lao Warrior, produced by Kenji Saykosy, David Nelson and many, many other volunteers.

The movie itself is not just your ordinary martial arts action movie. Sure you can count on cool fighting scenes all produced with actual martial artists trained in MMA, Muay Thai and Tae Kwon Do; there are the bad guys and the good guys, a murder story and some beautiful, smart women. But Lao Warrior is much more than that: it is a statement in the fight against the dark side of humanity. It raises awareness for the countless tragedies caused by human trafficking, an increasing world-wide problem with catastrophic consequences for children, women and their families. But it also tells Kenji’s story as a refugee from Laos as a 5-year old, the struggles he endured and how he became who he is today: the owner of the MartialArts school I attend, a strong ambassador against bullying and human trafficking and a highly respected member of the Laos community in the USA.

Leadership: defined and exemplified

The Lao Warrior project is a fascinating case in point for what leadership really means. What does it actually mean? Let’s consult a more scholarly definition of leadership:

Leadership means to influence others by ways of socially accepted behavior so that they voluntarily change their behavior and join the pursuit of a common goal.   

This definition does not include formally created leader-follower-relationships as we know them in today’s business world. While managers can certainly also be leaders, their leader status is not guaranteed on the basis of their higher standing in the organizational hierarchy. From the standpoint of those who are supposed to follow, there are three options. They can either

- voluntarily change their behavior and follow a common goal because they want to. This is then we can talk about true leader- and followership. 

Then there are those who:

- Change they behavior because they have to due to pressure and force. Strictly speaking, we cannot talk about leader-or followership. 

And then there are situations where people

.) Simply do not follow. Of course, they can still be managed, or directed, but they do not follow in the strictest sense of the definition.

 Leader-lessons

Consider this: Kenji and his collaborators were able to make a 1,5 hour movie with 150 people who willingly donated their time, their professional skills and talents and passion in their free time. These 150 individuals who all have a day-job did it because they wanted to follow. They did it because they felt inspired to follow. They did it because they wished to be part of something meaningful.

I think it is about time we stop managing each other and start leading. The Lao Warrior project shows it is possible.

How?

Find a cause worth pursuing. Light a fire within others. And never, ever stop.  

      

Leading through Chaos

How do leaders behave under pressure? What do they look like, how do they behave and how do they react during chaotic work situations? All eyes are on them as situations get out of hand, stress levels increase and emotions boil over. It is how they lead others through chaos that determines the quality of decisions, outcomes and business results.

The ability to remain calm and collected, retain leadership presence and make the right decisions needs to be practiced. It requires a skill set and a mindset that combines focus on the problem at hand and yet flexibility and adaptability. It means to never lose sight of the big picture while remaining engaged with others in the here and now.

Cognitive learning concepts alone are limited in the way they teach the ability to lead through chaos. They focus on mental processes only and neglect physical reactions to chaos, pressure and emotional turmoil. One solution to this problem is to physically confront, handle and get comfortable with chaos and pressure through acquiring the basic skills as taught in the traditional Japanese Martial Arts. Learning how to stand, sit, look and breathe through Chaos is only the beginning. Getting familiar with being 'under attack' and exploring one's natural reaction is another; learning a highly effective prescribed way of managing or leading others through chaotic situations – the Leadership Kata – is the main goal. (photos: Chaos to Kata @ University of Michigan School of Social Work, 2014):

Applying the physical and cognitive process to handling chaos to real-world work situations, practicing and being coached through the process is the ultimate objective.Chaos to Kata is a concept developed in cooperation of a highly recognized Martial Artist, and a Leadership Consultant.

It is an experiential leadership workshop and coaching concept that has changed the lives of hundreds of people so far providing the concept and application of the Leadership Kata to chaotic work situations.

Leaders and top executives who are looking for a unique approach to leading others through the daily work chaos, who want to improve their leadership presence and decrease their stress levels are encouraged to attend. For more information on leadership workshops and training seminars, leadership retreat ideas or consulting services of a different kind, please visit www.chaos2kata.com.

An ancient martial arts approach to modern leadership challenges

This is what people say about our workshop: "Chaos to Kata: Leading with Focus & Flexibility" "Super Amazing & Wonderful experience!!" "Loved the experiential format" "Excellent transition between kata and the nature of work and/or professional work." "The doing portions were fantastic. It was well presented and engaging. I am interested in hearing more about creating mushin." "Really enjoyed the connection between mind, body and experience" "I loved this experience and feel it will vastly change future interactions with clients. I appreciated that you didn't "tell" us what to experience but forced us to what actions and reactions mean on our own." "I enjoyed the combination of lecture and "physical" activity combined as it assisted with the retention of the material" "Very fun and interactive workshop. Enjoyed the examples and then getting to practice." "It was helpful to engage with the material in various ways - talking, listening, watching and doing." Martial Arts for Leaders? Here is Why and How:

For those in stressful job roles, dealing with  the challenges of interacting with needful clients, co-workers and employees can lead to burnout,  anxiety and a loss of meaning at work. Existing role stereotypes can also encourage perceptual bias and tunnel vision, preventing leadership effectiveness and quality work relationships.  The fresh approach taken in this workshop teaches 1) a simple yet powerful set of physical and mental activities that enables increased mindfulness and of ones’ own reactions and  2) a practical kata (process)that helps to act and react with both focus, flexibility calm authority in challenging situations. Based on a mind and body movement approach, the workshop is derived from principles of Japanese martial arts that reinforce current management research about mindfulness and body language. As an active participant, you will learn how to effectively deal with intense, chaotic and conflict-filled situations by applying a mindset free of preconceptions, yet high in awareness and attention to the situation at hand. In a safe and friendly environment, you will develop and practice a leadership kata which can be applied in a wide variety of situations, improve relationships and reduce the perception of stress. All persons in business leadership positions, as well as healthcare and non-healthcare positions are encouraged to register and attend. To sign up for this unique leadership workshop at the Washtenaw Community College please click here. Social Workers can get 4 contact hours as approved by the Michigan Social Work Continuing Education Collaborative. Facilitators: Nicklaus Suino, JD, is an author, certified martial arts instructor, has taught martial arts since 1986 and consulted for businesses since 1998.  Andrea Derler, MA, has trained and coached leaders in local and international settings since 2006. She is currently writing her PhD dissertation in Economics (Leadership & Organization).

Leadership and martial arts: a new (and fun) approach to management development

What happens when a leadership trainer meets a martial artist? They develop a leadership seminar that is based on the combination between martial arts principles and leadership techniques!

You are in management but have never dreamed of practicing martial arts?

You are looking to experience a new and fresh kind of leadership workshop?

You want to learn about ways to deal with difficult situations and people with more ease and efficiency?

Then our approach might be for you! 

The workshop Chaos to Kata: Leading with Focus & Flexibility has been designed for non-martial artists in mind. It does not require any martial arts background/experience/equipment nor particular athleticism.

Martial Arts for Managers - Why?

Maintaining leadership presence and composure when handling difficult situations and people is a key quality of today’s executives, managers and supervisors. Based on martial arts principles, this workshop teaches leaders how to act and react with focus and flexibility in stressful, intense, chaotic and conflict-filled situations.

What will you learn?

Using the power of simple martial arts physical practice managers learn how to create a mindset high in attentiveness and focus but free of preconceptions, leading to better decisions and maximizing leadership impact.

Participants learn…

    … and learn and practice specific tactics you can use in any situation to remain calm and focused

    … how to deal proactively and fearlessly with difficult situations and people

    … how to remain calm and mindful when dealing with adversity

Benefits for leaders and managers: 

• Establish a leadership presence of calm authority
• Prevent burnout by reducing levels of stress and apprehension
• Maintain a mindset of Focus & Flexibility for effective and positive leadership
• Make the best decisions and take effective action in difficult situations.

What will you do? (apart from sitting very little) 

• Move, experience, watch, practice, analyze 

• Meet others and learn from their experience 

• Take away a ground breaking new idea of leading and     

           managing 

     What do people say about it?

“I was fortunate to participate in the workshop about Leadership & Martial Arts in the summer 2012. It was a very engaging experience that I have kept reflecting on and putting into practice until today. It combines references to real life situations (managing people and communication) while experimenting body motions and body language in the context of martial arts exercises. This approach gave me a new understanding on how to act and react in the presence of a conflict.”   Nicolas L., Aerospace Engineer

“The Leadership & Martial Arts workshop was very interesting to me and gave me a different perspective for facing complicated and unexpected situations not only at work but also in everyday life. In my opinion, the idea of "mushin" and this novel approach integrating martial arts and mindfulness with leadership skills is very helpful for building great and productive leadership relationships.”  Ernest N., MD

“During the exercises I realized the radical error that I had made in my communication with others: fighting instead of evasion and withdrawal. Since I withdraw from conflict situations, my work as life coach and my relationship with my husband has become calmer and with less conflict.”  Maria Louise Z. , Business Mediator

How can it be experienced?

• As a supplement to training events 

• In combination to other management  skills  training

• As a team building event

• As part of a leadership retreat

• ... or simply as a mind-opening and fun part of any employee training endeavor 

Who can I contact? 

To learn more or to book a workshop please contact Andrea Derler at andrea.derler@gmail.com or Nicklaus Suino at nick@nsgroupllc.com.

We look forward to hearing from you! 

From Chaos to Kata: Leading with Focus and Flexibility

Our new half-day workshop offers a kinesthetic approach to the development of a new leadership mindset by combining traditional Japanese martial arts principles with the foundations of leadership: Focus & Flexibility. 

Under the guidance of Nicklaus Suino and myself participants will 

- acquire a strong leadership mindset through physical movement

- get introduced to the fundamental principles of their physical stance, their strength and weakness and an efficient management of chaos and conflict

- identify and improve their personal stance in challenging situations in business and personal life

- develop & practice a physical Kata and learn how to manage and resolve chaos, conflict and intense (leadership) situations with ease

- understand the relevance of calm authority expressed through sharpened Focus on goals and increased Flexibility in personal relationships


The Must-Be event of the new year!
 
The workshops are starting in 2014, we are currently working on a website, venues and dates. If you want to learn more about the applicability of this workshop to leadership development, team building and inter-cultural relations please contact me at andrea.derler@gmail.com or Nicklaus Suino at nick@nsgroupllc.com.

Leadership Academic or Practitioner? My problem with categories

Ever since my fascination with leadership begun I knew that I wanted to both study and experience it. My mother was my first boss. When I started working in our family business in Austria at the age of 18, I watched her in her roles as entrepreneur, manager, photographer, competitor, trainer of apprentices, coach, book keeper and single mom of two kids. I studied her interactions with apprentices, employees, customers, suppliers, rivals, and bank managers. I worked with her 7 days a week, 51 weeks a year for 6 years and never ceased to be captivated figuring out what leadership means. Right now, I am finishing up my PhD in Economics with a focus on leadership and organizational development. I also look back at several interesting assignments in my role as leadership trainer, coach and consultant to small, medium and large organizations in Europe and the USA. The only way I can make sense of theory is through experience; my rule of thumb is that what I study must add value to real people in real organizations. To me, leadership happens in action and is understood in theory - a beautiful combination. It’s simply who I am - but not always without regrets.  

People like categories, so I am the “scientist” or the “practitioner”. Why not both?

In my dissertation I deal with the way people categorize others and how this plays out in their behaviors. I learn that it is normal and natural to process new information by trying to find known categories to put it in. So, I am not really surprised that in one half of my world – the practitioner’s world of other trainers, OD consultants and HR professionals - I am considered the “academic”, the “scientist” the “rationalist”. In the other half of my world – the PhD candidate’s world of professors, students and reviewers – I am the “practitioner”, the “consultant” and the “professional”. People with rigid stereotypes consider me too academic, others too practical; it helps them make sense of me. While I am sure that I might be a little or too much academic or practical at times: being stuck in a category simply is uncomfortable to me. But what can I do?

Let’s consult the literature for some guidance. Research tells us that prototypes become more comprehensive and inclusive with a person’s experience with a certain type. For example, inexperienced leaders can have stricter ideas about the traits of an ‘ideal employee’ than more experienced leaders who have come across a larger variety of great employees. Experiencing someone means to talk to them, work with them, understand their approach and way of thinking. It also means to see commonalities with them and maybe change our minds about old prototypes.

The solution: my adaptation to different contexts

The fact that rigid stereotypes can be softened by experiencing a larger variety of certain types is no consolation but at least an explanation. I learned that I cannot rely on others to change their cognitive processes or even prevent them from having prototypical expectations towards leadership academics or practitioners. It is me who has to learn how to adapt to the different environments of academics and practitioners by communicating what’s relevant to them instead of insisting what is important to me. (And hope it will change their stereotype towards me a little.)

A very smart management professor and consultant once told me that in the field of management consulting, theory shows that “we have thought about it” and I couldn’t agree more. My passion is learning about leadership and seeing it in action – it always has been and always will be. Now that I have found a way to approach the two worlds of ‘eithers’ and ‘ors’, I feel a little bit more comfortable.

Work context and Ideal Employee image: Survey results

I am delighted to announce that the article describing my dissertation research project titled:

The ideal employee: Context and leaders’ implicit follower theories

was accepted for publication at the Leadership & Organization Development Journal.

What is this study about?

In a nutshell, we wanted to find out if a leader's perception of the work context shapes her preferences for ideal employee traits. We are delighted to have found clear links between managers' perception of certain environmental factors and their most desired employee traits.

Background: Most leaders and managers have an image of an (ideal) employee in mind. This image is like a summary of prototypical employee qualities which complement formal qualifications and skills.

The crux with this employee prototype is that managers may – unintentionally - rely more on it than on their real-life experiences with actual employees. This becomes an issue particularly during critical manager-employee interactions such as interviewing, hiring & firing, performance ratings etc. – in good ways and not so good ways.

Why is this relevant for organizations? 

In short, managers manage their people partly on the basis of their ideal employee image. This means that many personnel related decision processes such as performance reviews or hiring & firing are accompanied by managers' prototypical employee in mind. The knowledge that organizational context might shape this image and influence their expectations is relevant because it can explain alignment or misalignment between organizational strategy and personnel decisions.  

For example, imagine an organization whose top leaders want to create a culture of creative innovation, adaptability and flexibility to the market place. Their managers and supervisors, however, perceive the daily operations as highly bureaucratic and rule-oriented - seemingly killing creativity. In reaction to their perception of organizational processes, they developed an ‘ideal employee’ image which is - contrary to creative innovation - based on efficiency, routine work, strictly following directions and maintaining the status quo.

Are these manager going to hire highly creative individuals?

Are their performance reviews going to be about the type of innovation the top leaders have in mind?

Are they likely to support their employees in exploring new options?

(Maybe, but maybe not.)

Q & A:

In 2012 we asked 182 active leaders, managers and supervisors in several for-profit companies (e.g. Autoliv, MENLO Innovations, Zingermans’ and many more) in the USA to rate certain employee traits (e.g. hardworking, excited, loyal, productive, happy, reliable) and behaviors (expressing an emphasis on creative or efficiency-oriented innovation).

This is part of what we found:

      What are the qualities of an ‘Ideal Employee’?

Overall, an 'deal employee' is a loyal, reliable team player and shows behaviors that display both creativity and efficiency.

      Do leaders agree on the most critical and desirable traits and behaviors of employees?

No. The ‘ideal employee’ does not exist; leaders perceive their work environments differently and favor different employee qualities.

     What is more important in an employee: creativity or efficiency?

Depends! Older leaders prefer a balance of efficiency and creativity in employees, but managers of larger teams have an ideal employee image driven by efficiency. No differences, however, between female and male leaders.

      How does managers’ work context shape their view on an employee’s ideal qualities?

Managers who think their work context is rather formalized and rule-driven prefer efficient workers who are excited about their jobs, happy and outgoing.

Those who perceive the market conditions more as dynamic and fast-changing, on the other hand, like their employees to be creative, but also loyal, reliable team workers.

How can this knowledge serve organizations?

The organizations who participated in our study received a summary of their leaders’ “ideal employee profile” in terms of personal traits and work behaviors relating to creative or efficient innovation. They can now compare their leaders' 'ideal employee' profile with their strategic direction and see if their managers are aligned in their personnel decisions.  

Practical steps for how to manage leaders' 'ideal employee' image for a more aligned management of new and existing employees will be one additional focus in my dissertation.

For questions, comments and feedback please contact me at andrea.derler@gmail.com

 Reference:

Derler A. & Weibler J. (forthcoming). The ideal employee: Context and implicit follower theories. Leadership and Organization Development Journal.