Yin-yang: an inner framework to flex in times of war and peace

Yin-yang, while ancient, is as useful as ever today to balance one’s self.?

We all have the desired state, be it taking charge of a room or leaning into a right cross as your dominant punch. Whether it’s running a company or boxing, I can tell you I know where I am comfortable. Yet, situations change, the unpredictable happens, and that is when it’s time to flex. If a team member has a brilliant idea, become a listener and bite your tongue. Back in the boxing ring, throw jabs and hooks if your opponent has a wicked counterpunch to your cross.

That's what it is all about…. balance and competency. We have all heard to work on your strengths, in fact, I believe we should double down on them. While our weaknesses are unlikely to become our strengths, we cannot neglect them as they can become debilitating. Going back to the boxing analogy, while you might have a punch that you’d rate a 9 of 10, that does not give you permission to be a 1 of 10 in all other areas, for your opponent will exploit those major weaknesses. This brings to light the “T” shaped leader: “people [who] have a depth of skill in one area—the vertical line of the “T”—and an ability to work cross-functionally across disciplines—the horizontal line of the “T.” (Harvard Business). For example, on the Markarie Team, Stephanie our Finance Manager is proficient in financial/analytical matters. However, her competencies in communicating internally and empathizing with clients have increased her impact on our organization as a whole. Again, while her analytical skills are the most crucial to her work, having competencies in “non-core” areas increases her overall effectiveness.????

If we adopt the “T-shaped leader” as a model of a successful team member, yin-yang can provide the framework needed to identify which strength to master, and pitfalls and bring to a level of competency.

Yin-yang in tandem:

Yin came to mean jing (rest) and yang came to mean jong (movement); derivative of the work field schedule in 14th Century China, as labor was by the day and sleep by the night. It’s important to note that yin-yang is not opposites, but rather parallel energies. Their duality, calls for both even though proportions differ from person to person.?

As a “Type A”, I have always idealized yang: action, accomplishment, victory. However, without yin; rest and refueling, I’ve learned it’s challenging to remain on top of your craft. The aspects of yin which I’d originally viewed as weak, are vital to creating balance for yourself and your team.?

England’s WWII PMs as the two yin-yang extremes:?

Chamberlain (left) was born for peace and safety/ Churchill (right) was born for war

During, and in the years following, the Second World War, Britain’s Prime Ministers failed to achieve the balance of yin-yang. P.M. Neville Chamberlain was unable to flex yang; choosing an appeasement strategy that sowed the seeds for WWII. Chamberlain knew that Hitler’s ultimate agenda involved the conquest of Europe, but he hoped that by appeasing him, he would be able to avoid the bloodshed seen in WWI which was still fresh for many. As tension in Europe increased, Chamberlain lacked a strong stance, as country after country capitulated to Germany’s iron fist.?

There were a plethora of opportunities prior to the invasion of Poland, where a strong resistance could have prevented the major escalation to come, but that called for a flex of force which Chamberlain never flexed.?

While Chamberlain lacked yang, Churchill lacked yin. Churchill is famed for his unfaltering strength and tenacity in England’s darkest days. Churchill’s intense yang was a double-edged sword; while it was a key factor in the Allied victory, it was debilitating when restraint and patience were needed in a rebuilding, war-torn, Europe.These two leaders are examples of how a balance of yin-yang is crucial to effective leadership.

Neither yin nor yang is more important than the other; as the two are part of a symbiotic relationship constantly complementing dual forces.

Had Chamberlain used yang at the War’s start, a great conflagration could have been prevented, and had Churchill flexed to yin during the economic crisis following WWII, one of Britain’s greats wouldn’t have lost a vote of confidence right after the War.

Leadership is both difficult and a balancing act; too yin? Too yang? it can be difficult to find the right balance. Though some may disagree, I believe in working on your strengths instead of weaknesses. However, if your weaknesses are debilitating, you have a problem. The key here is not perfection; it is being able to rise to the moment and use the leadership style needed at the present moment. Learn to embrace the uncomfortable and flex when needed. It’s the only way to grow; adapt or die.?