Then week 6 has once again passed – this time in 2011. As a head instructor, week 6 is an important week. Because it is here that the number of members in the Shindenkan Danmark organization is settled for the previous year.
This inventory is a process that helps the organization to create an image that, among other things, used in the organisation's 5-10 year strategic plans. If the number decreases, a different kind of strategy is needed than if the number is increasing, for example. At the same time, the numbers can also indicate a possible need for help in the individual Shindenkan schools.
If there is a need for help, the organization can put in the necessary help, such as management plans that can help create structure and which in turn can help turn a downturn into an upturn. In other words, this means that any loose ends are tied together into a complete and well-functioning circle.
In 2010, there were 665 registered members in the Shindenkan organization. In 2011, a total of 719 members were registered. This resulted in an increase of 8 percent, which we in the organization are very happy about, as it shows that the work put into all the organization's schools is paying off.
The question is then just what have we done differently in the past year that has created this great increase?
It's pretty simple. We have recognized that the wheel and the deep plate were invented, because it is wise.
Strategy 2010 expired in the summer of 2010, and has been replaced by strategy 2015, which is usually drawn up by Kimu Sensei, and fine-tuned and subsequently approved by the federal board.
Because it is voluntary and unpaid work for the benefit of society and all Shindenkan members, this does not mean that this should be done inefficiently and unproductively with a great waste of resources.
We at Shindenkan think that is not very wise, as it takes up unnecessary resources and wastes time, which can be added to other important life interests, thus creating a harmonious balance in the life cycle.
Fortunately, we have extremely heavy management forces in Shindenkan with over 20 years of international management experience from the business world from continuous heavy top positions, and who most importantly are also practitioners of Budo and Bujutsu themselves for many years. The heaviest is, of course, Kimu Sensei, who fortunately is also a high degree INKA, so it's a rather lucky combination for Shindenkan and the rest of us J.
This has meant that all chief instructors have again been on the school bench through three very intensive Honbu RRCamps from the summer of 2010 with Kimu Sensei as instructor (ref. articles), with a total of approx. 80 hours of direct teaching and approx. 2-3 times as many additional hours of homework, thus all chief instructors have been well prepared in the realization that the deep plate and the wheel have been invented, and it is wise to have recognized this.
RRCamps and thus the intensive management and organizational development continue in the new strategic plan.
This leadership training has actually taken place continuously and very intensively through honbu instructor and management courses since 2005, and sporadically since 2000, so it is nothing new for all chief instructors.
In the second half of 2010, all the head instructors looked deep into their schools to see what the status is. That is where were they in terms of members, how did their management team function, did the local boards perform their roles, etc.
These calculations gave all head instructors an insight into where their own school was at the moment. as well as what could be done for to improve the situation. The statements subsequently formed the basis for the production of local strategy plans that were reviewed and commented on by a joint Shihan-kai. This was done so that all schools in Shindenkan had the same opportunities to get structure at the school and thus make it easier to administer.
It can sometimes be difficult to keep track of a school if there is no structure for both members and management. In the same way as a company. If there is no structure in a company, it cannot work for either employees or management.
The strategic plans that were laid also included some KPI tools (KPI - Key Pperformance INndicators) which should help measure the effect of the schools' work and answer the following questions:
Are we good enough to retain members? Is the members' attendance good enough for them to be nominated for graduation? Gives per campaigns results? How many of the school's members participate in organization events such as courses and camps? Are the school leaders developing or are they just using the school as a sleeping pad?
These KPIs have proven to be very effective management and control tools when implemented correctly. They have enabled the management in the individual schools to intervene where there is a need.
This also contributes to the fact that management development has become a very important parameter in the individual schools' strategy. If the management does not develop, the school cannot develop either, and if the schools do not develop, neither does the organization. You can therefore say that it all comes together in a solid, well-functioning and coherent circle.
This kind of solid binding of ends, so that they form circles, is also one of the reasons why the Shindenkan organization's course organization has been totally streamlined from 10 kyu to 3rd dan martial arts karate (1st Dan Yakami Shinsei ryu karate), but also from 3.dan to 8.dan martial arts (Chuden to Kaiden), – and then.
At the same time, Yamana-Itotani Sensei is now also working on the higher degrees, so that ends will also be tied together, which will provide a streamlined course organization. This part of the organization needs to be in place, as we at Shindenkan will fill up the ranks well in the next 5-10 years.
With the measures that have come in the field of management and control tools, the basis has also been laid for expansion with new schools. In the coming years, there will be more future chief instructors within the organization's own ranks and thus also a good opportunity to open more schools around the country where there will be room for everyone who wants and can. This also contributes to our expectation that, in good time before 2015 (Strat15), we will reach the magical 1,000 members in the Scandinavian organization which is a member of Shindenkan Europe.
