Hard Soft
In the late 19th century, a martial art was born on the Japanese island of Okinawa. Goju-Ryu, literally translated “hard-soft style”, was officially brought into existence by its founder Chojun Miyagi (not to be confused with the “wax on, wax off” Miyagi). Its name was chosen because of how Miyagi blended moves and philosophies from both “hard” and “soft” martial arts. If you aren’t aware of the definition of “hard” and “soft” martial arts, picture the difference between Karate and Kung Fu. The former employs direct and linear moves whereas the latter uses techniques that are more indirect and circular. For example, karate and other hard martial arts focus on meeting force with force (i.e. blocking a punch). Kung Fu and the soft arts, on the other hand, focus on redirecting their opponents energy (i.e. parrying or “brushing aside” a punch). While virtually opposite in their strategies and methods, both camps of martial arts are equally formidable and effective in achieving their desired results.
Does the fact that the overarching goal of victory can be achieved by completely opposite means blow your mind as much as it blows mine? By nature, I find this just as hard to believe as if someone told me I could summit a peak by either climbing or descending its face. That simply doesn’t make sense! Yet I have a feeling that author and leadership guide Tim Arnold wouldn’t be phased by this seeming oxymoron. In his book The Power of Healthy Tension, Arnold describes these opposite yet equal forces as “polarities” (if this sounds familiar, I discussed this concept in my previous blog The Trampoline Principle). He defines a polarity as “a situation in which two ideas, opinions, etc. are completely opposite from each other, yet equally valid and true”, or “a situation in which two opposing ideas exist in seemingly impossible tension.” With this understanding, we can better understand how the soft and hard styles form a polarity where two camps of thought are simultaneously opposite yet also commensurate.
Much like martial arts practitioners, leaders are similarly required to choose which style of power they will employ to carry out the mission they have been given. Through the martial arts, I have learned that there are times when strong, linear energy is required. For leaders this may look like applying stern consequences when important rules are broken, writing strict policies in order to ensure safety and quality, and clearly and directly communicating expectations to those being led. I have also learned that there are times when soft, circular energy is the most effective. In certain situations, leaders can find longer-lasting success by taking the time to have casual conversations with people they lead, giving grace when rules are broken, and using body language that communicates harmony and equality (still working on that one). Now take a moment to reflect. Try to recall both a time when you were positively impacted by “hard power” and a time when you were positively impacted by “soft power”.
Seriously, think about it!
I’m guessing we can all recall times when leaders positively influenced us through both. Maintaining the tension between the soft and hard power is simultaneously the privilege of leadership as well as its bane. Yet when I look at the common face of leadership today, I sadly see not a tension between the two but rather one of two dysfunctional applications of power. I can think of no better way to describe these dysfunctional images to you than using a teeter-totter as a metaphor.
“Maintaining the tension between the soft and hard power is simultaneously the privilege of leadership as well as its bane”
Brute Force
Above is an image of the “all-the-more-to-love” guy (aka: hard power) holding his weight over (under?) the featherweight champion (aka: soft power). This picture illustrates the way in which many leaders overwhelm others with the excessive employment of their hard power while subsequently emasculating the effectiveness of their soft power. An example of this is when leaders manipulate and intimidate those who resist them by using overbearing body language, threats (both explicit and implied), bribery, etc., in order to get what they want. It can also happen when leaders spend too much of their time reprimanding and not enough time encouraging those that they are leading. While these leaders are typically gifted in situations that call for hard power, they fail to embrace the opportunities to bring a “softer” approach.
Weak Force
The second scene, while perhaps less common, demonstrates when soft power is exclusively employed at the cost of degrading hard power. In the image above, both hard and soft power are equally weighted, yet soft power refuses to give up the high ground, thus disrupting the proper tension between the two. As in the first scenario, there is an imbalance of power but in this case it is due to the soft power’s refusal to embrace the value of hard power. This imbalance could take many forms such as a manger ignoring disruptive problems between employees instead of orchestrating hard but necessary conversations between them, trying to follow everyone’s suggestions with the quasi-purpose of valuing everyone’s opinion (i.e. “death by committee”), or allowing employees or organizations to be bullied or abused by others. The abusers of hard power might be the low hanging fruit to pick on but leaders who refuse to acknowledge the equality between hard and soft power are no less to blame for their ineffective leadership.
“The abusers of hard power might be the low hanging fruit to pick on but leaders who refuse to acknowledge the equality between hard and soft power are no less to blame for their ineffective leadership.”
Sharpen Your Wisdom
Though opposite in nature, soft and hard power are equal in value. One is not complete or effective without the presence of the other. In his book The Book of Five Rings, Japanese warrior and philosopher Miyamoto Musashi says to “sharpen your wisdom, distinguish principle and its opposite in the world, learn the good and bad of all things,…This is the heart of the wisdom of the martial arts.” If we share a common vision of becoming better and more influential leaders, I propose that it will require the sharpening our wisdom by not only strengthening the style of power which guides our leadership but also humbly embracing that style’s counterpart. In conclusion, allow me to share two practical ways we can achieve this.
“Sharpen your wisdom, distinguish principle and its opposite in the world, learn the good and bad of all things,…This is the heart of the wisdom of the martial arts.”
Empty Your Cup
In order to more fully embrace the value found in our power style’s counterpart, we must begin by humbling ourselves. Zen teachers would call this process “emptying your cup”. In order to be filled with more tea, a full cup must first be emptied. Do you actively seek feedback on your leadership performance? If someone were to ask the people you lead that question, how would they respond? Epictetus once said, “It is impossible for a man to learn that which he thinks he already knows.” If we are unaware of our faults and flaws because we have not asked for that feedback, the ineffectiveness that results is completely on us. In order to empty your cup, start by humbling yourself and finding ways to not only allow but also encourage feedback on your leadership style. This can be achieved through numerous ways including one-on-one conversations, performance surveys, seeking outside perspectives, etc. It is important to point out that this may take time. Victories are not won overnight and neither is trust completely built or restored with mere words. Be patient, continue to request honest, constructive feedback, all while creating emotional safety for people to do so.
“Victories are not won overnight and neither is trust completely built or restored with mere words.”
Mountains and Seas
In The Fire Chapter of The Book of Five Rings, Musashi explains that “if you use a technique on your opponent and it is not successful the first time, it will have no effect to attack him once more with the same move.” In our journey of exploring the powerful polarity between hard and soft power, we will experience both successes and failures. There will be times when we attack the problem at hand with hard power, or “mountains” as Musashi would put it, but to no avail. That is when we must reach into our toolbox and employ “seas”, or soft power. We must accept that at times we will use the wrong power style for the situation. Don’t feel like a failure when this happens (notice I said “when”, not “if”). We are all human. After you have humbly emptied yourself in order to receive feedback, the next key to strengthening the healthy tension in the polarity of soft and hard power is to have the flexibility to shift and adapt when need be.
Diligence and Strength
All of this talk about martial arts and polarities got me thinking about Mulan (stay with me here). If you remember the story, during boot camp, the soldiers being trained by Captain Li Shang are given the challenge of climbing a wooden pole. However, they must climb it while carrying two heavy weights, one representing Diligence, the other Strength. Many soldiers try in various ways, all of which fail. However, Mulan who eventually discovers the key to climbing the pole is grabbing hold of the ropes attached to the weights and interlocking them to act as a counterbalance to the climber. In the same way, my hope is that you take hold of the heavy weights of hard and soft power and swing them together with all the strength and humility you can muster so that you can climb your way to greater leadership effectiveness.