Ninja Principal: Move Quick, Grab Tight

I am always fascinated about the possibilities of applying concepts successful in one arena to another: What can research scientists and emergency room physicians learn from each other? Do any best practices from successfully running bowling alleys transfer to selling technical services? I don’t know, but it is interesting to ponder.



Hence, when I learned that Austin, our three-and-a-half-year-old grandson was a “Little Ninja” practicing the ancient art of karate, it made me think along those lines. What might a businessperson learn from Ninjas, those covert agents of feudal Japan that specialized in unorthodox warfare? Are their any attitudes or strategies that were effective for them that would be of value to a business executive or software seller?

I knew from history that the traditional Samurai warriors of feudal Japan had a culture of strict rules about honor, and highly detailed, well-established, not-to-be-varied-from rules of engagement. Although potentially quite powerful, they were very slow to move forward and loathe change. Sounds to me like a lot of big, well-established companies don’t you think? :’>>>?

Much fewer in number than the Samurai, the Ninjas knew they could not win against them head-to-head; it would be a disaster. Therefore, they adopted an entirely different approach. Their strategy was not guided by brute strength and regimentation, but by espionage, surprise, and stealth.

Maybe smaller businesses could apply these Ninja concepts to defeat their much larger, seemingly more powerful rivals? As a good researcher, I thought it best to test this hypothesis with an actual practitioner. So I asked Austin what a good Ninja did. His reply was swift, succinct, and insightful, “Papa, move quick and grab tight.” Yes, that was it, in its elegant simplicity!

Are you the leader of a Ninja organization battling a Samurai business for market share? Don’t play their game--you will lose. Don’t commission another traditional market study or call another planning meeting--move quick and grab tight. Use feints (e.g., press releases, rumors, etc., about aligning with other Samurais to defeat your foes) to confuse your competitors about your true aims and stall their reactions. Launch multiple new offerings in niche markets that you know they do not want to invest in, make bold guarantees that their legal departments will never allow. Think different, act different, have fun. Use surprise and tenacity to differentiate...eventually you will dominate.

Tags: leadership, differentiation, selling services