By James Langlas
The foundation for this ebook comes from the traditional Korean heritage of the Hwarang— younger student-warriors who labored to reinforce their spirits in addition to their scuffling with abilities. writer Jim Langlas, an educator and Taekwondo grasp, offers seven ideas which are rooted within the lengthy culture of Taekwondo and also are tied to fashionable personality schooling: courtesy, integrity, perseverance, strength of will, indomitable spirit, group provider, and love. Breaking all the rules into 4 basics, Langlas explores them via a mixture of storytelling from the Hwarang and writing from his personal former scholars, describing ways that they’ve utilized those rules to their very own lives and encouraging readers to do an analogous. Rounding out the narrative are inquiries to spur mirrored image, dialogue, and motion. A heritage or curiosity in Taekwondo or different martial arts is under no circumstances valuable for readers to appreciate and take advantage of this enticing publication. Its storytelling aspect—and particularly the long-lasting attraction of conventional master/student tales—will resonate with youngsters of various pursuits and backgrounds.
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Additional resources for Heart of a Warrior: 7 Ancient Secrets to a Great Life
We submitted a report that found that the most powerful factor inﬂuencing the success of ﬁeld ofﬁces was the effectiveness of the ofﬁce manager. ” However, after ﬁnding the “bad” managers, it was determined that there were not enough of them to explain the organization’s overall poor performance. The executives came back doubting the validity of our study. With further analysis, however, we collectively came to the conclusion that the organization’s poor performance problem was not because of bad managers but was the result of having a large number of mediocre ones.
Caretaker managers can keep things going on a steady path, but leaders are demanded if the organization is to pursue a new path or rise to a signiﬁcantly higher level of performance. A key point here is that for many leadership roles, the ﬁrst four tent poles may be all that are required. It is not until a person gets into leading broad, strategic change that the ﬁnal tent pole is required. An Overview of Important Ideas in this Book There are 20 insights presented in this book. The following chapters present further analysis of these ideas.
4 This database of approximately 200,000 questionnaires completed by subordinates, peers, and bosses about leaders collectively describes more than 20,000 leaders. They come from widely diverse industries. These leaders are from North America, along with many from Europe, the Paciﬁc Rim, and South America. To make our database and analysis more robust, we examined more than 25 different leadership assessment instruments. Rather than depending on the same set of assessment items for all 20,000 leaders, we examined a variety of different assessments, each built on different assumptions.