The 9 “Secrets” of Leadership

There are many effective styles of leadership, but the underlying essentials are the same in every organization. It starts with a vision detailed enough to picture, communicated well enough that others feel it, and backed by values you actually live. Everything after that is accountability for results and the discipline to walk your talk.

Key Takeaways

• Your vision must be the big picture of your business in as much sensory rich detail as possible.
• A clear vision is valueless unless you are exceedingly effective at communicating it to others.
• All leadership is based on the emotional commitment of the followers, not their intellectual understanding of goals.
• People work hardest when they are contributing to others and the community, not only for financial reward.
• Focus on results, not process, and let people choose the means within limits.
• Track everything, but watch two, three or four key numbers daily and post them where the team sees them.

Vision: See the Future in Detail

There are many effective styles of leadership, but there are several “secrets” to leadership in any organization.

Vision: You must have a clear and compelling vision of the future of your organization. It’s the big picture of how your business should look, in as much sensory rich detail as possible.

Leadership starts from within. If you have a clear picture of the future of your organization, then your conversation, actions and goals will tend to fall in line with this vision, and, ultimately, manifest it.

Communication: Transmit the Vision

Communication: Having a clear vision of the future is valueless unless you are exceedingly effective at communicating that vision to others. You may communicate your vision through pictures, public speeches, written communications or ANY media, but your audience must receive your message in as compelling a manner as possible.

Emotional Commitment: Lead from the Heart

Emotional Commitment: You must lead people from their heart and not their head. Daily commitment comes from an emotional attachment to the leader, mission or vision. All leadership is based upon the emotional commitment of the followers much more than an abstract intellectual understanding of goals and objectives.

You must lead people from their heart and not their head.

Values and Congruence

Values-Based: Although financial rewards are motivational, ultimately, people will wake early and work late with the highest levels of intensity when they are contributing to others and the community. Long-term motivation in any win-lose environment is nearly impossible. Be clear about your overriding values, and operate daily within those espoused values.

Congruence: Your words and actions must be congruent. You cannot motivate people to contribute and encourage them to a higher purpose if, ultimately, your integrity is questionable. Although business owners and managers—and politicians—have attained success with questionable integrity, I maintain that long-term leadership must be based upon honesty and the highest integrity.

Team and Results Orientation

Team Orientation: Someone said once: You can accomplish anything if you don’t care who receives credit for it. In the martial arts, this attitude is exceptionally rare. Many “master” instructors have started to believe their own press, and act as if anything good that happens to them was their idea. Give credit. Involve the entire team. Work to accomplish new directions through consensus. It’s better, as the leader, to play a supporting role during discussions and let the team members find the “means” to accomplish the “ends” of your vision.

Results Orientation: Focus on results, NOT process. Demand accountability from every team member and student for the end result, not the activity. Allow people, within limits, to choose the means to achieve your agreed-upon goal. Manage, based upon results, not activity.

Goals and Walking Your Talk

Goals: Once you’ve implemented all the other “secrets,” establish daily, weekly, monthly, quarterly and yearly goals. Make sure that they are all congruent with your mission, values and vision. Keep records and statistics on everything in your business, but focus on two, three or four key numbers, and then watch them like a hawk. Graph them. Post them in your office, at the reception desk, in the employee break room, or even on the front door of the school. Look at your key numbers daily or even hourly to maintain focus.

Walk Your Talk: Nothing fails to motivate employees or students more than hypocrisy. Make a decision to live by your values and to be who you say you are 24 hours per day, 7 days per week.

Frequently Asked Questions

What makes a good leader in a martial arts school?

A clear and compelling vision of the school’s future, the ability to communicate that vision so others receive it, and the integrity to live by the values you state. Styles vary, but those essentials hold in any organization.

How do I get my instructors committed to the school long term?

Lead people from their heart and not their head. Daily commitment comes from an emotional attachment to the leader, the mission or the vision, and people work hardest when they feel they are contributing to others and the community.

Should I manage my staff by activity or by results?

By results. Demand accountability from every team member and student for the end result rather than the activity, and allow people, within limits, to choose the means to reach the agreed-upon goal.

What numbers should a school owner track?

Keep records and statistics on everything in the business, but pick two, three or four key numbers and watch them like a hawk. Graph them and post them in the office, at the reception desk, in the break room or on the front door, and review them daily.

Why does the owner’s integrity matter so much?

You cannot motivate people toward a higher purpose if your own integrity is questionable, and nothing kills motivation in employees or students faster than hypocrisy. Long-term leadership has to rest on honesty and the highest integrity.