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FEATURES

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WORDS OF WISDOM

“ ”

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MARTIAL ARTS TRIVIA 1

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ANSWERS 1) Wavemaster. 2) True. 3) d) spirit. 4) Karate.

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March 2009

“

L::@ DC: ~Mario Puzo

”

The strength of a family, like the strength of an army, is in its loyalty to each other.

;6B>AN ADN6AIN Ask your students • What does it mean to be loyal or show loyalty to something or someone?

• Read and discuss the definition.

• Who brings you and picks you up after class each week?

• Have you ever been left here overnight?

Tell your students • Family loyalty is very important. You can depend on your family to be there when you need them and you do the same in return.

• This week, think about your loyalties; those people and things you are faithful to.

L::@ ILD

” • Yes, the toy will be there until it is broken or outgrown, but the memory of spending time with a parent or friend is more valuable. Your good memories help you develop loyalty to friends and family. I hope you have good memories of your martial arts school and instructors, because we are loyal to our students.

Tell your students

~Confucius

The scholar does not consider gold and jade to be precious treasures, but loyalty and good faith.

Family loyalty is one of the first loyalties children learn.

Kids may say bad things about a sibling, but no one else can. Family loyalty is also where we get some of our first experiences of justice and fairness. “He got a bigger piece than me!” “She’s staring at me!” Children may not be able to vocalize it, but they do internalize the fact that in their family, they are always loved and forgiven. If you have siblings in your school, work to always separate them in your mind. Don’t call one sibling by the other sibling’s name and when you send cards, send separate cards to each student.

March 2009

“

JCH::C <>;IH As we get older, we understand that the most important things in our lives are usually things you can’t see or hold like loyalty.

Ask your students • Which would you rather have: another toy or an afternoon with a parent at the park?

• Will the toy still be important in a year or two? Will your parent still be important in a year or two?

• Think of when you had a really good time, whether it was on vacation, at school or at home. How did you feel?

March 2009

“

”

L::@ I=G::

Tell your students

• What would you do if your friend fell down on the playground and was hurt?

~Julie Ann

When you are sick, loyal friends can sometimes be a better medicine than the kind the doctor gives you.

ADN6A ;G>:C9H Loyalty is very important in friendships. As your students get older, they will depend more on their friends than when they were younger, so now is the time to learn how to be a loyal friend.

Ask your students • Think of your best friend. What would you do if your friend didn’t show up at school?

• Loyalty means being able to count on your friends when the chips are down. When things go wrong, you know you can count on your friends to be there to help. The great thing about loyalty is that it is a twoway street. This means that you will be there for your friends, but they will also be there for you when you need them.

L::@ ;DJG

”

• I’m glad that we all like to show up and have class together, because it really wouldn’t be fun if I was the only one here.

• Because martial arts is a physical sport, it is important to develop trust and loyalty with one another, because otherwise we might hurt one another when we are doing our drills.

• I come to class each week because I’m loyal to my school and classes. When you come to classes and special events you are not only supporting your school and classmates, you are being loyal to us.

Tell your students

~Gilbert Chesterton

We are all in the same boat, in a stormy sea, and we owe each other a terrible loyalty.

• What would you do if your friend forgot his or her lunch?

March 2009

“

H8=DDA ADN6AIN A martial arts school is an excellent place to explain the need to be loyal to your classmates. Your students depend on their classmates not to hurt them and to help them get better. Being loyal to the class means coming to class so everyone can learn together, because they wouldn’t want to leave anyone behind. They want a loyal teacher who comes to class too!

Ask your students • Would martial arts class be as fun if you were the only student in class?

• Who would you workout with?

• Would we be able to do fun activities?

• Would it be fun if I didn’t show up for class each time?

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FEATURED STORY

THE

BIG

BENEFITS OF

CONTINUING EDUCATION

By Herb Borkland

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MARYLANDâ&#x20AC;&#x2122;S JOHN BUSSARD RANKS HIGH AMONG THE ELITE OWNERS IN OUR INDUSTRY, WITH 13 ACTIVE KICKS KARATE LOCATIONS ACROSS ONE OF THE MOST PROSPEROUS STATES IN AMERICA. BUSSARD TRAINED WITH THE LEGENDARY TANG SOO DO PIONEER, KI WHANG KIM. THE GRANDMASTER TAUGHT HIS STAR PUPIL THAT CONTINUING EDUCATION IS AS VITAL TO MARTIAL ARTS INSTRUCTORS AS IS A COMPLETE MASTERY OF THEIR STYLE. THAT EARLY LESSON LED TO HARVARD BUSINESS SCHOOL.

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There’s an inspiring true story which John Bussard enjoys telling, because it reveals something of what made his grandmaster so great.

In the 20th century, tang soo do pioneer Ki Whang Kim ran a small, second-floor school over a music store next to a movie theater in Silver Spring, Maryland. In those days, that city was a prosperous middle-class suburb just across the Washington, D.C. Maryland state line.

“I was eighteen,” Bussard remembers, “and I loved training so much I decided to give up going to Maryland University to stay active.

So, the next morning, the grandmaster catches me there with a broom in my hands, sweeping out the school. He asks what I’m doing. I explain — and he gets furious with me!”

dents, the paramount importance of higher education is a vital element of the Kimschool legacy.

“Over the years since founding Kicks Karate, the majority of our education of students has remained the same,” Bussard says. “We teach character education and life skills, self-confiden e and perseverance.

The question is, ‘What is in the student’s

body. But as time went on, I couldn’t be at so many schools at once.”

When you run one location, according to Bussard, walk-in students experience a controlled culture and environment. Three schools — it is still your fin erprints on everything. Even by six schools, all the staff had trained directly under Bussard and knew how he wanted things to be taught.

self-interest?’ The answers have always kept changing, so we pay attention and look for indicators.”

Through the years, as one popular location led to opening another, Bussard saw a successful business as being built to fulfill a need. If your company doesn’t succeed, you are

“I LOVED TRAINING SO MUCH [AT 18] I DECIDED TO GIVE UP GOING TO MARYLAND UNIVERSITY TO STAY ACTIVE. THE NEXT MORNING, [KI WHANG KIM] CATCHES ME THERE WITH A BROOM IN MY HANDS, SWEEPING OUT THE SCHOOL. HE ASKS WHAT I’M DOING. I EXPLAIN AND HE GETS FURIOUS WITH ME! ‘YOU NO SCHOOL GO? YOU JANITOR!’ HE YELLED. ‘YOU NO SCHOOL GO, YOU GET OUT!’”

32

Bussard quotes Kim’s exact words: “You no school go? You janitor!” he yelled. “You no school go, you get out!”

in the wrong business. He also believes there is no best way to compete.

Threatened with being banned from the dojang, Bussard did what grandmaster Kim demanded and returned to his studies.

“The worst mistake is competing with your rivals in the same

“It took me six years to graduate from Maryland University,” he explains. “I took fewer credit hours because I also wanted to train.”

To this day, for instructors as well as stu-

dimension,” he warns. “You need to evolve and make it new.”

Size does matter, Bussard discovered, as time went on.

“When we were smaller, I trained every-

MODELS AND METHODS By design, Kicks Karate was primarily serving traditional students twice a week for 45 or 50 minutes. He analyzed alternatives.

There’s also a successful business model where working parents with children need some sort of daycare at school or at a martial arts school that provides that service.

In this model, the owner may only have a

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hundred traditional students, but also enrolls 80 after-schoolers who pay three times as much. Finally, the decision going forward was

ing, and not for the better. With only a few schools to oversee, Bussard could make sure all of his employees were on the same

dents. But, by the end of 2013, the numbers started going soft. Despite opening a 12th location, over the next year and a half, enroll-

Kicks Karate wouldn’t offer any after-care.

But the point was to continuously examine market trends as a way of figuring out what

page. As the locations mounted up, however, things sometimes changed due to laxness and employee dissatisfaction.

ment declined to 4,100 students, employee morale sank and the quit-rate rose.

What Bussard had learned in action over

you want, and how to make it work well.

“The toughest thing for me was to keep myself on point,” admits Bussard. “You learn all these things, and you know you need to change because, as CEO and leader, you’re

Poor business culture makes people passive-aggressive, so they might tell Bussard one thing and do another. An inflection point had to be reached where the need for change outweighed all other considerations. That

the years no longer seemed to be sufficie .

“I had to ask myself the toughest question,” Bussard admits. “Did I have what it took to continue growing this business?”

A Virginia school owner friend urged Bus-

responsible for the culture.”

The traditional student format worked well, but, as his number of schools continued

point was hit in 2013.

HITTING THE WALL For the fi st time in its long, steady climb

sard to consider attending a business school.

“I’m 53 years old,” he told his friend. “I think I’m too old.”

to grow, people whom Bussard had never met before were teaching classes. This wasn’t because they were hired guns from somewhere else, but because they had been trained at one of his other, newer schools.

to success, suddenly there were signs of the wheels coming off Kic s Karate.

Bussard’s best year was 2013, when 11

“Nonsense!” his friend replied. “Take an Executive Education Program. You’d fit right in.”

Bussard was interested but skeptical. “I never thought of myself as a guy who was

The problem was, as more and more locations were added, Kicks Karate reached 150 employees, and individual managers were training staff, but also drifting off course.

The walk-in experience was chang-

schools with about 135 employees were training 4,350 active stu-

going back to school.”

THE SHAOLIN TEMPLE OF BUSINESS SCHOOLS Finally, faced with a worsening business climate, Bussard applied online to the Shaolin Temple

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of business schools, Harvard Business School, and was accepted on the fi st try.

“It was the proudest day of my life,” he

overhear something useful.”

Two or three cases a day were studied.

The businesses being examined were

says in retrospect.

Bussard stresses that, when it comes to business school, it’s the experience

small companies ranging upward to outfits the size of almart. Students developed their own point of view about

that counts, not where you have it.

the situation in a case and brought their

“THE BUSINESS SCHOOL GIVES OWNERS TOOLS TO ANALYZE AND IMPROVE THEIR OPERATIONS. BUSSARD SEIZED ON THE CONCEPT OF A ‘CONGRUENCE MODEL’ THE STRUCTURE OF A COMPANY AND WHAT IT SHOULD LOOK LIKE. PROBLEMS CAN BE SOLVED BY ‘ROOT-CAUSE ANALYSIS.’”

34

“Lots of us can go to tons of other great schools,” he points out.

The basic approach to learning used by

opinions into the classroom.

The professor’s job

most business schools involves working over case studies of various businesses of different sizes. Classroom time is ampli-

is to lead the instruction. He asks for other interpretations, and

fied by wice-daily meetings with small, informal discussion groups made up of other student-business people.

“We had living groups in the dorms,”

exchanges begin in the classroom. Your interpretation is aired out by other peoples’

Bussard recalls, “and twice a day, I met with eight people. So, the learning took place outside the classroom, too, in informal discussions, swapping personal

points of view. So, your opinion starts to shift and, by the time you’re done, you may

business stories. You were talking to another person deeply involved in business, plus receiving feedback from a group.

Even while eating your meals, you might

end up with a totally different idea of what the case was about.

“Of course, I was

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constantly applying what I was learning to my own schools,” Bussard explains.

“Even during class, taking notes and

spilled over into the classroom. Parents and students were noticing the lack of a good learning environment. What need-

discovered.

“By 13 schools, we were growing very quickly, but lost a couple of key employ-

listening to the discussion. It might be a pet-food company or a little bakery in Vermont. Somewhere within the case,

ed to be improved was the corporate “culture of dissatisfaction.”

“So, we started on creating a safe

ees. Those who stepped into their jobs were either over their heads or insufficiently trained.

you see the guy made a managerial or a marketing mistake, and you realize you’re making the same mistake.”

But, as a business owner, you also develop a healthy sense of perspective.

zone of communication,” Bussard says, “and I became a better and more active listener.”

The business school gives owners tools to analyze and improve their oper-

“So, we went back to evaluate how we trained all of our people. We needed to make sure instructors were learning things in the right order to become head instructors down the road. We set about

Compared to the enormous daily man-

ations. Bussard seized on the concept of

testing things to see if they still worked

agerial challenges of giant mega-corpo-

a “congruence model” — the structure of

and, if not, really nailing down why not.”

rations, a student in Bussard’s position begins to realize that his business troubles are not that complicated. You walk out of class saying to yourself, “I can do it!”

BRINGING IT ALL HOME “I spent a year-and-a-half altogether

a company and what it should look like.

Problems can be solved by “root-cause analysis.”

Bussard explains, “Say the problem is low sales. You look at the symptoms: Not enough prospects coming through the door. Is it marketing? Is the staff

Using safe-zones of communication, Bussard and his staff alked about values, purpose, and the kinds of behavior wanted among the students.

“Sometimes, I float back in o the I-say-you-do mode, but now they call me out. They know now they can talk and

at Harvard,” Bussard stipulates, “but I’d go and come back, go, come back for a few months, so in real-time, I put in

well-enough trained? Has the market changed? You whittle down to a root cause, and then you can change it.

make suggestions.

“Sometimes, it’s not the guy with the most stripes on his black belt who has

eight weeks. Came a day when I told my staff, ‘This has been a real eye-opener.

The problem in my company is. . .me.’

“I was a ‘toxic leader’ — autocratic

“So, we went through how we were trying to attract students. In the old days, we used newspaper ads and giveaway supermarket penny-marketers.

the most important point to make. One Harvard professor said something I’ve never forgotten: ‘Culture eats strategy for breakfast.’ Do you embrace change or

management style, not listening to my team, managing by fear. My staff had a tremendous amount of information and really wanted to help, but if you’re

Today, it’s social media and making sure we understand how all the levels of social media work and how each is important. Now, we build the right audi-

fight a ainst it? We embrace and evolve in terms of what is in the best interest of the student body.”

Bussard emphasizes an important

not listening, they get afraid to say anything.”

Part of what had been hurting the operation was how staff dissatis actions

ence around the school.”

BUSSARD’S KEY APPLICATIONS Bussard and his staff ept doing rootcause analyses. An important fl w was

point: “Business schools teach about the evolution of businesses and then of the individuals. All must guard against JUNE 2017

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“I USED TO THINK THAT TEACHING MARTIAL ARTS IS DIFFERENT FROM OTHER BUSINESSES. NO. BUSINESS IS BUSINESS. THERE ARE CERTAIN THINGS YOU HAVE TO DO AND UNDERSTAND IF YOU WANT TO BE SUCCESSFUL. YOU’VE GOT TO GET THAT EDUCATION!” self-satisfaction and stopping learning.

Things are constantly changing, and always much faster with technology. By not paying attention to tech, we lost touch with our prospects, because they were getting their information from areas we were not using.”

It is vital to appreciate how the needs of the students keep evolving. Six or seven years ago, if an owner sent a text message, he was being rude for not personally calling the student. But today, people prefer the text message to getting a phone call. The way society understands things has changed.

Today, everything is online. Standup figh ers need some grappling, and grapplers need a stand-up game.

What is taught evolves. So do the teachers. Bussard also makes some important points about the Millennials.

“Millennials are the employees of the future, and if you don’t understand them, you’re in trouble. They have certain wants — to change the world — and don’t care about pay so much as their lifestyle. You can’t get a 60-hours-a-week Millennial. They want a say-so, to make a contribution.

“Ten years ago, we didn’t have to understand this. They don’t think like I do at 54 years of age. They don’t have our work ethic. You need to not so much trick them, as work with them. Suppose one employee finds en ollment boring, but loves tournaments. Tell him, ‘Get me five new students this week, and I’ll pay for you to go to the tournament on Saturday.’”

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THE MOST IMPORTANT LESSON Asked what the most important lesson he learned in business school, Bussard stresses the vital importance of continuing education itself.

“You are never too old to learn,” he emphasizes. “If you want to thrive, you’ve got to continue to develop new skills and knowledge. The Martial Arts Industry Association’s SuperShows are great, but also learn business and marketing from someone outside the industry.”

John Bussard sits back behind his desk and smiles.

“I used to think that teaching martial arts is different from other businesses. No. Business is business. There are certain things you have to do and understand if you want to be successful. You’ve got to get that education!”

Certainly, Bussard’s fi st mentor, the late Ki Whang Kim, would approve of this message. e m Herb Borkland is a veteran black belt and freelance writer based in Front Royal, VA. He can be reached at herbork@comcast.net.

To learn more about how hundreds of other successful school owners, both large and small, operate, visit the Martial Arts Industry Association’s website at www.masuccess. com. Through this constantly-enhanced website, members can access a massive amount of useful information on just about any topic from A to Z.

JUNE 2017

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LIFETIME ACHIEVEMENT AWARD RECIPIENT

D S

BENNY “THE JET” URQUIDEZ

F

M

MA Th $9

Benny “The Jet” Urquidez has made immense contributions to martial arts. As a young man, Urquidez was a pioneer and 12 time world champion in full-contact kickboxing. His fights carried the sport across the globe and into the spotlight. Today, the Ukidokan karate system he founded is taught in schools throughout the country.

KEYNOTE SPEAKER

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IN PARTNERSHIP WITH:

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DON’T MISS THESE SPEAKERS!

PRECONFERENCE

FRANK SILVERMAN

DAVE KOVAR MAIA UNIVERSITY’S INSTRUCTOR COLLEGE

MARTIAL ART BUSINESS FORUM MAIA EXECUTIVE DIRECTOR Thursday, July 6th, 9am-1pm $99 for two people.

RICKSON GRACIE THE RICKSON GRACIE EXPERIENCE

SON OF MASTER HELIO GRACIE AND OPERATOR OF THE JIU-JITSU GLOBAL FEDERATION Thursday, July 6th, 2pm-5pm $199 per person.

OWNER OF KOVAR’S SATORI ACADEMY Thursday, July 6th, 1pm-5pm $129 per person.

DARREN LEVINE ACTIVE SHOOTER NEUTRALIZATION

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TOM PATIRE UNIVERSITY OF DIVERSE DEFENSE PERSONAL SAFETY EXPERT, AUTHOR AND SPEAKER

Wednesday, July 5th, 12pm-8pm For more information and to register, visit www.UniversityofDiverseDefense.com

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CREATOR OF KALI4KIDS; KEEPER OF THE PEKITI-TIRSIA KALI SYSTEM

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SOME OF THE SHARPEST MINDS FROM INSIDE AND OUTSIDE THE INDUSTRY

MARKETING & BUSINESS

MIKE METZGER

JASON SWENK HOW TO BUILD A PREDICTABLE PIPELINE

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SCOTT DOLLOFF SIMPLE STRATEGIES TO GROWING YOUR SCHOOL IN THE DIGITAL WORLD CO-FOUNDER AND CEO OF RAINMAKER MEMBERSHIP SYSTEMS

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T T O

DIGITAL MARKETING EXPERT, SPEAKER, WRITER AND BLOGGER

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NGUYEN TOM GRIGGS

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SPEAKER, AUTHOR, AND INSTRUCTOR AT TNT JUJITSU

O Subject to change

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TESTED METHODS AND SYSTEMS TO STREAMLINE YOUR SCHOOLâ&#x20AC;&#x2122;S OPERATIONS

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DR. ROBYN SILVERMAN THE COURAGE BLUEPRINT: CREATING A SCHOOL THAT TAKES RISKS

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DUANE SPIRES & ERICA MARTIN SUMMER CAMP SUCCESS: 6 FIGURES IN 10 WEEKS

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JOHN BUSSARD 12 LOCATIONS & 20 YEARS LATER: WHAT I WOULD DO DIFFERENTLY OWNER OF KICKS KARATE, INC.

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HONE YOUR CRAFT AND IMPROVE YOUR ON-MAT PRESENCE

MELODY SHUMAN TRANSFORM YOUR YOUNG LEADERSHIP TEAM INTO AMAZING INSTRUCTORS

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DAVE KOVAR 16 TEACHING TECHNIQUES TO IMPROVE YOUR CLASSES OWNER OF KOVAR’S SATORI ACADEMY

JOHN HACKLEMAN THE PUNCHER’S FORMULA FOR STRIKING SUCCESS

OWNER OF THE PIT

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M F K

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GET MOVING IN THE MORNINGS AND LEARN NEW TECHNIQUES FROM NOTABLE INSTRUCTORS AND TRAINERS

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RICKSON GRACIE

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MASTERING THE FIGHT-ORFLIGHT REFLEX: REALISTIC KRAV MAGA

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THE PRINCIPLES OF GRACIE JIU-JITSU

MIKE PARKER

THE PERCENTAGES: HOW FOOTWORK AND FAKES CREATE OPENINGS AND OPPORTUNITIES

MIKE SWAIN & MARTI MALLOY OLYMPIC JUDO TAKEDOWNS & FINISHES

APOLO LADRA

MUAY THAI: THE BASICS OF THE ART OF EIGHT LIMBS

HERB PEREZ & JUAN MORENO

THE FILIPINO ART OF KALI

BRINGING AN OLYMPIC PROGRAM TO YOUR GYM

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KUKKIWON TRADITIONAL TAEKWONDO

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BILL WALLACE AN EARLY MORNING STRETCH

TONYA DUGGER MERGING TWO WORLDS: FITNESS AND MARTIAL ARTS Subject to change

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Herb Borkland: Where did you grow up, and what did your dad do?

HB: You did train in kung-fu sanshou with Jimmy H. Woo.

Jerry Peterson: Riverside, California,

studied 1,250 different styles of martial arts. The difference between SCARS and martial arts is the martial arts systems are historically valued. You’re paying me to teach you history, and I lie to you if I change it for today. You’re learning the samurai moves because it comes from them, but if you change it, you’ve screwed it up.

but we traveled a lot throughout Southern California. Dad and mom worked two jobs to support us, then dad started a cooking company and made lots and lots of money.

HB: How did you fi st hear about martial arts?

JP: My dad taught me how to figh , not just box. He was trained in jujutsu by a captain out of the Japanese army after World War II. First things I learned were palm to your nose, neck strike and arm bars to break bones. In third grade, a kid lifted my sister’s skirt, and I hit him in throat. The teacher called an ambulance and then my father. “Your son just hurt a kid!” Dad answered, “Good!” I grew up where, a few times a year, kids 10- or 12-years-old pulled a knife on you. I managed to make it through. My interest has always been in fightin , but not as I have come to understand the martial arts world.

JP: Yes, Jim and I thought alike. Sanshou is military-based. All in all, I

HB: Yes, but, for example, krav maga is derived from the Israeli armed forces.

JP: As long as you’re punching, your fear goes down. Krav maga makes you aggressive. I don’t like aggression. I don’t like hurting people. We teach the brain to end the situation. No defense! To me, SCARS is meant to help martial arts.

It is the fi st layman’s mixed martial art. Out of 1,250 styles, we found the science in them.

HB: Turning point?

HB: Future?

JP: Vietnam War. Nam took me from an aggressive individual through anger and changed me into a methodical thinker. Am I the hunter or the hunted? This changes you because you must calculate, before he [the enemy] does it, what he will do. To think as a predator would think about you.

The way you fight in a spo t, even without rules, you still are not going to kill the guy. So, the brain doesn’t utilize the most efficient ay to eliminate the threat. But here’s a professional assassin in action: Do you see a fight or just somebody die? Ma tial arts guys are creating a fight when th y should take me out.

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JP: I’ve dropped out of the limelight. My son Blake and I have spent the last seven years helping our country fight errorism. We are redefining S ARs for a new century’s threats. e m

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MASUCCESS

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MAY 2017

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BY

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moves by taking turns Learn and practice both offensive and defensive sparring partner.

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© us personal involve serio . activities which can in such activity cipation high risk ent parti ring is a n and stud e that spar contact instructio for nond and agre d with the is intended understan act and associate ring you target (non all risks ental cont n in spar with the me incid act uctio assu of instr ing cont in case voluntarily By providing 1” of mak of safety nts. You s within a margin participa come to ides y that e ve injur gear prov t contact). cumulati rolled strik sparring ussion, power (ligh as a cont pment rstand that ding conc is defined speed and set of equi ssly unde head inclu percent sparring and ts. A full You expre s to the than 30 contact act spor th guard, from blow only. None at no more tion in cont pads, mou resulting sparring rolled strik each forearm participa us injuries or a cont nt before shin, and result from ent serio contact) equipme can prev n wraps, foot, s that can nt. Inspect equipme headgear ional force gloves, hand g this equipme ly fitted d that no d with rotat ding headgear, or improper ite usin understan associate ified desp inclu r ies s mod You also occu ies may a, and injur cipants at all time Do not use neck injur ediately. brain traum by all parti , face, eye, and ce it imm worn repla be and us head should discard ction. Serio in any way, groin prote damaged becomes MAIA,LLC. use- If it © 2015 City, Ok

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