On a cold February evening, there were some Shindenkaners who opened their eyes a little extra, not because the training had been extraordinary, but more because they had been handed an invitation. Now an invitation to an event or course is not a rarity in Shindenkan, but this invitation was something very special and the words "Per invitation only", which appeared on the invitation, emphasized just that. The very special invitation was to RRCAMPL1. RRCAMP's is by now a well-tested concept in Shindenkan created by Kimu Sensei almost 10 years ago, but mainly reserved for students in the upper grades of Shindenkan. Over the past few years, RRCAMPL1 has been at the pilot stage, but now finally established in a structure that fits in with the latest concepts and management tools rolled out in the Shindenkan organization by Kimu Sensei. RRCAMpL1 is for the contributors and the platform for those who want to make a difference both locally, but also nationally from the 5th kyu degree and up.

An early Saturday morning at Gl. Hareskov school gathered a small group of Shindenkaners – the few 18 selected who were invited to RRCAMPL1. The majority were local chief instructors and team instructors, but also board members who do something beyond what is expected. The philosophy of Shindenkan is that if you contribute, you also gain insight and power, which is one of the cornerstones of Kimu Sensei's empowerment strategy. After some difficulties, they gained access to the library, which is self-service access, which also contains a large meeting room that was to form the framework for 10 hours of RRCAMP. Excitement permeated the atmosphere while warming up with freshly made instant coffee and freshly buttered bread from the Føtex bakery in the small kitchenette outside the entrance to the meeting room J. The first poll of expectations and robber stories was underway, when Jens Hanshi-dai could finally, and only with a slight delay, bid inside, where Kimu Sensei began by welcoming and asking what the participants had expected for the day, but also why they thought that they had been invited? The first debate of the day was underway and the participants were allowed to discuss the topic in groups. The conclusions were diverse, but the common one was that the participants actually made a difference locally, they want the voluntary and unpaid work and want to be at the forefront of the work with Shindenkan's value set, which we all cherish and lean on both on quiet days, but also in stormy weather.

The entire setup was planned by Kimu Sensei, who the week before had brought the line drawings to RRCAMPL4, where the participants were tasked with filling in content that could then be presented to RRCAMPL1. In this way, knowledge was transferred through the different layers of management that are in Shindenkan from practitioner to practitioner, from skill level to skill level. How is Shindenkan screwed up? what are the structures like? the functions and what processes work in Shindenkan? was among the first topics on the agenda after Kimu Sensei had initiated and set the stage, and Jens Hanshi-dai took over as primary director. The participants listened intently as they were taken through Shindenkan's 50-year history right from the very beginning, back in 1965 when Soké Sensei Tonegawa came to Denmark from Japan, both as a businessman, but also as an emissary of Shukumine and Gensei-ryu karate-do. Both Kimu Sensei and Jens Hanshi-dai have been involved for many years and were able to substantiate the factual history and chronology with anecdotes and witness accounts from their first years of karate in Denmark, and what the karate environment was like back then. Søren Renshi and Kjeld Renshi-dai, who also have many years behind them in Danish karate, could also supplement with stories from that time, which were both funny, but also thought-provoking, as everything was not rosy and at times characterized by a pub atmosphere, when the participants learned that at that time there were several high-ranking karate people who both had alcohol problems, but were also at times on the verge of the law!

Fortunately, this has never been a problem at Shindenkan, as evidenced by the 50-year history. There have been schools that have closed down, and later re-emerged when the need and foundation have been there, but since Kimu Sensei came as leader, it has only gone one way and that is upwards towards the large, popular and well-run Shindenkan organization that we knows today with room for everyone – elite as an exerciser, and now with structures and functions that are adapted to the ever-dynamic world we live in. Therefore, the next lesson was created to dress the contributors so that they are able to go ahead as role models in the local schools, but of course also nationally. They are trained both as leaders, but also as practitioners, with a high level of competence. Jens Hanshi-dai, supplemented by Søren Renshi, therefore explained about the structure and management layers in Shindenkan and how it should be, and how it fits together, in a competency-based organization which must still function under the free democratic processes as required by the Public Information Act. There was intense listening and good clarifying questions from the participants, who were extremely engaged and nodded their heads appreciatively at the knowledge they gained insight into. The message was unmistakable and testified to why Shindenkan still exists and more well-oiled than ever before. As a leader and the only constant force, Kimu Sensei has managed to adapt the processes, structures and management tools along the way so that they have always suited the organisation, its practitioners and the democracy in Danish associational life.

RRCAMP stands for Ryugi and Ryuha, so of course a physical element was also planned around noon, where all the participants including the instructors went to the old gym, where part of Shindenkan's test program had to be tested. The purpose was, of course, both to test the participants where they are physically when they suddenly have to perform under pressure, but also to introduce them to the various tests, so that they are prepared to be able to perform them locally, just as the head instructor can. In this way, they can also spar with the chief instructor, should he suddenly "forget" it, so that it is maintained locally J. In this way, it is empowerment and the sharing of knowledge with the next in line, which helps to ensure the standard. First, a KataFit 5S was performed in the group, led by Martin Renshi, as a warm-up for the subsequent beep test or, in the case of a few participants, a step test. Over the years, Shindenkan's test program has also been adapted both to the trends of the time, but also to the practitioners, who reflect the Danish population, with the injuries and other defects that come with time. Kimu Sensei has created katafit in the ShieldKISS project, which has replaced the very old military bronze, silver and gold circles, which were not exactly injury prevention and did not support Yakami Shinsei-ryu in the way that KataFit does. In addition to physical fitness, physical tests must also show that you maintain fitness, which is expressed through the fitness number. A good condition means that you have physical strength and can cope with the other stop tests that are part of the graduation process, including the freestyle and stamina pot test. So maintaining fitness is help for self-help J. The result of the test was not that bad at all, which emphasizes that Shindenkan's role models manage to keep their basic shape over the winter, so they are always ready for physical tests J. As a role model, you can't demand anything from the students that you can't do yourself!

Before the last lessons of the day covering steps 1-5, it was time for lunch, general socializing and coffee. Jens Hanshi dai entertained with what can be called Shindenkan's management structure - steps 1-5 for the next 4 hours. Here the participants got the whole background and story behind and Kimu Sensei's thoughts with steps 1-5, which have just been rolled out over the last 1-2 years starting with progression after effort. Throughout the 50 years of Shindenkan history, various initiatives have been launched which have been ground-breaking in Danish association life and tried to be copied across the country - these are projects and concepts such as the Jokokidz/jokoteens concept, jokoculture (integration project) and most recently also POMW, which was internationally recognized . However, Kimu Sensei has also learned that Shindenkan's leaders and practitioners also reflect society and the human life cycle with ups and downs, even though they are well dressed mentally through the training in Yakami Shinsei-ryu. As the only constant management force over the years, he therefore also had to take this into account. The idea with steps 1-5 is that it should be both easier and more manageable to be a practitioner, but also daily operational management in a structure, so that everyone has more time for what we love - Yakami Shinsei-ryu. Kimu Sensei has always said "Just because it's voluntary and unpaid, it doesn't have to be ineffective and difficult". With this in mind, as well as years of feedback and experience, Kimu Sensei has created steps 1-5, which aim precisely to make the voluntary and unpaid leadership work in Shindenkan efficient and resource-minimizing, but also that it can function during fluctuating life cycles. The result has become very visible in the schools, where i.a. the new roll-ups with the course overview and the year wheel help to make visible the new efficient and transparent structure that everyone can work towards. The recently held Xmas convention, where also the new tools and structure were behind harvested roses in long courses, which has not been heard before in Shindenkan's 50-year history, which testifies to the effect of Kimu Sensei's eye for leadership and management.

Well filled in the mental ballast tank, it was a bunch of tired participants who could go home to their families and use Sunday evening to digest both the food and the day's impressions before everyday life started again in the local schools, but this time with a greater understanding of the big connections.