The Shintaro Higashi Show - Hard Skills vs Soft Skills

Episode Date: April 11, 2022

In workplaces, people often make the distinction between hard skills (job-related knowledge and abilities) and soft skills (personal qualities), and how important it is to have both to be successful. Judo is no different, and you need to develop both hard Judo skills and soft skills in order to be a good Judoka as well as a productive member of your Judo community. In this episode, Shintaro and Peter discuss what specific hard and soft skills are important for Judokas, and how to develop them. Please support us on Patreon if you can: https://www.patreon.com/shintaro_higashi_show. Any amount helps!

Hello everyone, welcome back to the Shintaro Higashi show with Peter Yu. Today we're going to talk about hard skills versus soft skills in Judo, in life, in business, in everything really. I'm sure you've heard this terminology before. This video and podcast is sponsored by ShintaroHigashi.com. Me, go check it out. Lots of stuff up there for you. Hard skills versus soft skills. That's right. What do you know about that peter well i guess we we talk about that a lot in tech too you know like if you're trying to

become a programmer because i i think especially when you're a junior a junior programmer you have this um you kind of develop this false sense that you need to be this hero programmer, this reclusive, like, coding by yourself, banging out code. Yeah. But that's not how it works in companies. You've got to… It's true. You have to collaborate and talk and then have a person overseeing you

and mentoring you, and all those things are soft skills, right? They have nothing to do with coding. So you don't actually, you don't code that much actually. The time you spent actually coding is not that much. More important to learn how to actually figure out what to build with other people together. Yeah. So yeah.

And I think, you know, it's pretty common thing in business, right? Right. You hear this all the time. Like, you know, when I was getting my MBA, a lot of the classes were like, OK, you know, how to do a CapEx model or right. How to do all these other things. But, you know, on the other side of it, on the management side, like how to talk to somebody, managing up, managing down. Right. Those are not hard skills.

Those are soft skills, interpersonal skills. It's going to help you in business getting ahead. And a lot of martial arts is that it's not just teaching tai otoshi teaching osorigari but from sensei to student teacher to student a lot of it is communication skill how can i effectively get this information into the heads of my student right that communication skill has nothing to do with martial arts yeah it's a soft skill right i guess the the theme the common theme here is that you need people you need other people to do all these activities business programming building things doing martial arts so that's why all this comes into play yeah so if you have a like an amazing grappling skill right it's hard skill great armbar great takedowns

great throws. You're the best in the world. But you have zero soft skills and you can't talk to anybody and you have no sales skill whatsoever. How are you going to pitch your product? How are you going to sell your product? Not even sell it, but how are you going to enroll new students? People coming in and saying, what do you want?

It's like, oh, this place doesn't feel safe or warm. Why am I going to pay money to learn from this person? Yeah. so that's a soft skill going from like you know student to teacher kind of you know business owner to client right those are soft skills so in in business school how did you guys approach that like did you guys say were you guys taught to like build the hard skills first or and then approach the soft skills or like kind of in hand in hand like what was the approach you guys took in school so a lot of our stuff that we did because i was

an executive program so the average age was like 40 and you know people who were already working and was sort of like uh you know two weekends out of the month situation they were it was expected that we had a lot of this these hard skills and even when we learned the hard skills it wasn't too much focus on that a lot more group work management stuff giving each other feedback and effectively communicating you know and they put you in these cohorts in these groups like five or six people and they try to put like a very you know quantitative person a very math heavy person, Excel heavy person, and then all these different types together.

They have a secret formula to put together these teams. Right, right, right. And so because if you have nobody who's good at Excel in the group, you're going to be in trouble when you're doing these projects. So it's sort of dividing and conquering, having someone sort of push the team through and having the communication thing and you know working on case studies together really you know was a way for us to kind of you know i see develop these skills what does that mean to work through a case study just to give us more context so like

if you're reading for instance like you ever heard of uh the pods no pods so storage pods oh i see i see yeah yeah yeah so you know if you want to put your furniture in storage you have to the pods? No. Pods? So storage pods. Oh, I see. I see. Yeah. Yeah. So, you know, if you want to put your furniture in storage, you have to grab it, put it in a truck, bring it over to the storage. But these pods, they'll send these little containers to your house. And then you can fill it up as time goes

by, time goes by. And then you're like, alright guys, come pick it up. And then they come and then forklift it and then take it to a storage unit. So, it's a type of a model that had early success and then obviously you know it's successful now because we see it everywhere but in the early days they would say okay what should the company do let's look at the numbers how much you should spend on r&d you know all this stuff and then it's like all right let's take it from there and then you know talk about it i see another example of a case study we did was like uh a coffee you know not a company it wasn't it wasn't bestello but it was like one of those guys like what's an espresso

what's an espresso company that is oh i'm not a coffee not you're more of a coffee not but we were talking about no i can't remember what it was yeah it's like uh espresso company so you nespresso no that's too mainstream for you guys yeah i mean we went mainstream too you know and then we will look at these studies and be like all right what should this company do let's see look at the directors and let's pretend like you are pitching to investors and what the strategy should be i should we double down on this should we double down on that like how are we gonna so things like this and you have to work as a group and you have to come together with a presentation and it's like all right we're asking you know for 100 million dollars like go ahead try it i say no yeah call myself skills was uh

presenting that's it that's very important i even in yeah i'm realizing i need research too yeah you need like you need to be able to effectively the ability to convey your ideas very clearly to a large audience is very, very important. Yeah, because I do this for a living, right? Teach judo. And then obviously I'm doing a podcast now and I'm talking about hard versus soft skills to a judo community. So I had a little bit of practice doing it. So that was sort of my skill.

Anytime somebody was like, hey, man, you need to put together this PowerPoint presentation. I'm like, I'm not good at that. You don't want me doing that and I would take on the weaponized incompetence strategy I don't know what to do you know but I think that's important like it so if this is a good segue to my next question which is how a team composition what kind of people do you need on a team I think it this is important in the research project, company project, business, even in martial arts school.

Yeah, definitely. So you kind of mentioned how they try to form a team with some quant people, with some other people with more presentation skills like yourself so how did they do it and can you get get into more detail about how they did it in your business school and then how you've applied that maybe in martial art school or in an ideal martial art school ideal martial art school yeah so there's always a balance of hard skill that's important because if i'm on a programming team with five other people and none of us know how to code obviously we're not going to get anything done right right right

then we hire it out and then they're like here's the product and it's like if we can't look at it and then see if it's even good then it's the blind leading the blind it's just nothing's going to get done so having a balance of the hard skills i think is the first one that's important and in this program that i was in you know it was at NYU and you know they have their whole own proprietary method you know the whole class was like 65 people who joined my class who got accepted or whatever it was and then you would be in these groups of five to six mm-hmm and then it would sort of be a mixture of hard skills. I see. I think that's what they did.

You know, in our group, the group that I was in, we had a guy who, you know, masters out of a PhD program in economics. He was a very, very smart guy. He has a master's in economics. We had the CEO of a pharmaceutical company. Really, really super successful lady. You know, we had a lady in, you know, marketing. Me. Okay.

And, you know, we would constantly butt heads. It was like very, it was. But you guys were complimenting each other, like complementary skill sets. Yeah, yeah, somewhat. Because, you know, let's just say, for instance, like I said, the CapEx model or something, or something very, very mathematical heavy heavy they give it and lay it down on us and i'm not gonna know how to do that right right and could i figure it out yeah discount cash flow model or whatever it is and like put together and input all the data and then you know

put it on a spreadsheet i can it'll take me forever but you know why am i gonna sit here and do it for spend nine hours on this thing when this guy could do it in 14 minutes? Right, right. That makes sense. So then there's the woman who I was saying that worked in Avertine. She's very good. She's a good writer. She's a strong writer.

Like all the copies and stuff. She's just good at writing. I'm not like, here's my weaponizing competence i'm terrible english is not my first language right which is true which is i cannot speak english you know and then uh the lady who was the ceo of the pharma company she's chinese and she's like you know her company's in china and it's like a china and us thing, but she speaks mostly Chinese. So, you know, we're not counting on her to write anything that's worth submitting. So it's like, all right, you know, lady, you're up. You write it.

You know, we'll put together the PowerPoint presentation. I'll present some of it. You know, and if I don't have the answer to some of these questions that I'm feeling, I'll just pass it along to the math guy. Yeah. Yeah. Yeah. So, you know, it was good. Kind of good.

Kind of good. Why do you say kind of good? No, because there's issues too. Because then, you know, the math guy is doing most of the math stuff. And then the person who's writing the thing is doing most of the writing. And then at the end of the day, it's like, what is me and the other lady doing? A little bit less. And there was that kind of an issue with every group.

Because 20% of the people doing 80% of the work. It's just how a lot of these things work. And then especially when you don't have the hard skills. Like I don't have the hard skills. I'm not coming from a background in finance into the MBA program. Right, right. Right? I have zero finance skills.

I've run the books at the dojo, but that's not the same thing as looking at the numbers in a multi-billion dollar company. Right. You know, it's like analyze this P&L, you know, from McDonald's and then let's see. It's like, what? I don't even know what that is. P&L? Yeah.

Profit and loss. Oh, okay. Yeah. So that, you know, you need a balance of hard skills to balance it out. And then the second portion is when you're working with a group, Google did this study. And, you know, this is like everywhere. You know, you don't have to hear it from me, but, you know, every freaking thing you Google online, you'll see the study. It's about creating a safe space for everyone to be able to contribute.

Right. Because if you contribute and someone says, oh man, that's stupid. Now that person may have a great idea, but now they can't voice themselves because. Right. And then we create profiles of like this person's an introvert, this person's an extrovert. You know, some people don't have a problem saying, hey, I have an idea. It may be dumb, but I'm going to go for it. Yeah.

Some people are more careful. Yeah. Some people are more careful. Yeah, some people are more careful. They just sit quietly and listen. So fostering that sense of safety where people can reach out and then a good team leader will say, you know, we haven't heard from you in a while. Do you have any good ideas? What do you think? Right.

And then someone kind of, you know, throws a stab. Oh, man, that'll never work. It's like, hey, man, we need to give her a shot and we need to hear her ideas. Yeah. You know, granted, you know, she's proven herself that she's not, you know. Yeah. So leaders are not, leaders don't necessarily have to have all the ideas. They just, leaders have to foster this environment.

I think so. For other people to contribute. Yeah. So, I mean, like sometimes, you know, when you have a leader in whatever project that you're working on maybe they're not the most knowledgeable person hmm most often that's the true yeah like a general contractor that you hire to build a house you know it's need excavation footings and foundational stuff and now you need plumbing and electric and all this they're not experts in plumbing they're not experts in electricity most of the time.

They know just enough. But they hire out. They contract. They have subcontractors. Right, right. And then they say, hey, you know, we need a solution because, you know, we can't excavate this ground because X, Y, Z. You know, what are some solutions?

You know, maybe there's a guy there that's sort of really low down on the ranks that has a great idea. Right, right. Great solution. But they don't really want to speak up because every time they do, they're like, ah, shut up, man. You don't know anything. You're a beginner. You don't know nothing. But it's like, maybe this person has encountered this problem

before and solved it. It's like, hey, man, what do you think? What do you think? What do you think? And a great leader does that. Whether they have the highest skill or not. Fortunately for me, I have very, very good judo skills too. And I'm modest. The most modest in the world.

A leader should be modest, right? So then knowing that, and this is I think, everyone kind of has this sense, right? Like what a great team looks like, everyone has different hard skills. I mean, this is true, programmers kind of go crazy on this like you know there's a tool master there's like you know who knows tool master wow that's a term yeah it's like i i i gotta look this book up there's a famous book uh i've been programming hold on book basically the book i'm gonna try to uh find it later maybe it's a famous book i'm forgetting the title but basically the idea was that it came out in the 70s or 80s um but the idea was that you need to run your programming team at like a surgical team like uh in the operating room

so the the head surgeon yeah you know doesn't do everything but and then there's a like a you know lieutenants basically who are extremely skilled in the actual surgery and then there there's a tool master who knows all these different know how to you know fashion these customized tools and like there's like a person who write who's really good at writing documentation and whatever. I think it's all the ideas you cover. So it's extremely well studied and all. And I guess now we should try to apply that to martial arts schools. Because I don't think that happens a lot.

So in KBI or in an ideal martial arts school, what would an ideal team look like for you too? It's very interesting. It's not like we're working on projects, so it's a little bit different. You don't have an end goal. At the end of the day, it is sort of an individual sport. So you're sort of trying to craft these teams where you're making each other better. That's that's kind of the goal. Right. So it's like making sure everyone feels safe. And that's why we talk about the microaggressions. And when I say microaggressions, it creates sort of this response. And a lot of people like microaggressions were grapplers were fighters. What are you talking about? Microaggressions. Right. Those things escalate those little jabs like actually that's pretty good you know connotating that usually your shit sucks that kind of stuff kind of gets to you a little by little and then yeah people feel

unsafe and you know what i'm going to go after that one guy because he made a little stark little remark and now it's not about learning it's not about skill acquisition but me getting that guy and then once you have that and once you feel that right that sort of spreads and say it's okay i guess that we're doing this kind of a thing so that's why you want to create a community of sort of safety and that's what you're trying to do that's like a foundation give it even before you pick out the right people for the team you need to create a safe space that's like a foundation safe space yes safe space like watch you know people will tell me like, I don't feel safe going with that person.

And then I'll ask certain people, especially beginners when they're new, you know, if I care enough that day and if I feel enough up for it that day, I'll be like, hey man, do you feel safe? You know, or hey, do you, who's your favorite person to work out with? Is the question that I always say.

And then they'll be like, oh man, I love working out with Eugene. Usually. Usually he's a favorite. Yeah, Eugene's a favorite. He's so nice, he's kind. Who do you like working out with the least? Peter.

Yeah, Peter's on my list. So now all of a sudden, you know, and there's sort of a recurring theme and now you can sort of start keeping a closer eye on that person's on my radar now. Let's see how this person interacting. And I talk about the soft skills stuff from a teacher to student perspective. A lot of times we're, you know, business to client sort of a perspective,

but even intra dojo between the students, there's a lot of soft skills stuff happening there too. Because if you're coming in and you're making these smart snarky remarks or whatever it is, and you know, you're not learning or you're correcting people when you're not supposed to be correcting, those skills create sort of this unlikeability. And who wants to work out with that? Right, right. Nobody wants to be around that guy.

Right, right. Hey, if you do it like this, your time will get better. It's like, based on what, man? You're not even you know why are you yeah you're not you're not you know immediately establishes hierarchy when i'm like hey let me show you how to do this thing you're doing it wrong i know it you don't know it you know it immediately establishes this hierarchy so people tend to do this stuff and especially if they're not far ahead right it's different when a black belt is trying to help a new person

like hey this is a type outside do so no hey do you have any questions i have a question okay ask away let me show you how to do this it's that's different i'm talking people relatively close in skill level when one person's like hey man do it like that and that kind of really rubs me the wrong way You know And then You know The reverse of that When it's like There is a skill gap And then you're teaching them

And saying hey This is how So it's generally done Because it's safer Or whatever it is And then the little belt Says you know Something like

I know It's like oh do you Alright so then Why am I bothering Showing you some of this stuff Right That's a soft skill i'm not gonna bother teaching this guy or giving him tips right even when i'm like

walking down the line watching everyone do what you're gonna be like hey man you know uh you're pulling him this way yeah pull him that way it's like yeah i got it did you just yeah yeah me you know what forget this guy i'm not teaching nothing right right you know ask me a question see what i say right yeah exactly yeah and this along the line i've had this happen to when i'm especially when i'm visiting a say a nogi practice yeah um well i guess i'm not i don't really have a belt in bjj or anything like that yeah well you did give me a blue belt blue belt yeah but i i one time so in nogi you don't have a belt so a lot and i don't show up as much to bj discos and a lot of times people assume that i'm new yeah that i hadn't done this before and then during the drill like

they'll try to show me and i don't say anything i'll just like oh that's cool and i'll do everything as they say and then usually the drill partner you go you go live for the first few rounds right yeah and then you know a lot of uh sometimes i you know yeah keep up with them and then some people don't like that i guess but yeah and well i i don't like it i don't know what to honestly it's a little uncomfortable for me i don't want to say like oh i i have done this before like well i'm like it's a soft skill yeah i don't i don't say anything usually i guess that's kind of yeah yeah like if you guys are going over single leg takedowns and this guy who just started jujitsu last year is showing you how to do single legs and you wrestled in high school

right single leg knowledge is gonna be better than this guy's yeah so when they're like let me show you how to do it and you're kind of like i just want to drill this thing i just want to drill that's where i'm trying to get the repetitions in right and then that's a sort of the balance right because if you say i know this or hey man, you know screw off then you're kind of yeah Then he wouldn't want to drill with me. Yes, like so I don't wanna yeah, it's a delicate balance knock about I Like I've been in that position too And then sometimes, you know, you have to find the right partner first right away, right? Right, and then once you start going with that partner and then you're kind of going back and forth and trading reps right sometimes it's like that quick

interaction for instance like all right guys we're doing single legs you know and it's a jiu-jitsu school and then you know you're looking around and you look like the guy you know you identify the guy who's wrestled or whatever it is right and then you just go up and be like oh three and three oh because the wrestler will know what that is. Yeah. Three shots for three shots. I'll go three shots, whatever it is, set up, sound of a shot. Right? Three and three.

And they're like, okay. Now immediately you know. And then you go first. You show your skill. Right. Single. Okay. Oh, this guy feels it.

And if then they're like, no, you got to do it like this. Then you're like, all right, I'm never working out with this guy again. And if then they're like, no, you got to do it like this, then you're like, all right, I'm never working out with this guy again. Because I've qualified my ability by saying, hey, I'm in the know, three and three. And then I went first, so he's seen my skill. And yet he's still trying to run this rank thing. He's still trying to pull the rank. Then it's like, okay, forget this guy. I'm not working out with this guy anymore.

And you even showed your ears. Yeah, it's like, let me pull my hair back and show my cauliflower here so that's kind of a good way to do it i see that's a good that's a good tip i got you know that's not very soft skill on the person who you're going with either because right right and i always say is stop giving unsolicited advice in the dojo because you don't know what the other guys are working out yeah a guy can be brown belt and doing something and he's trying new things and he's looking for new entries he's gonna look like a clumsy unskilled person right maybe he's trying to work it out through his head he already has an agenda what he wants to do with drills why you're interrupting that flow you have time he has time and like that's kind of and I'm trying to foster that kind of and I'm trying to

foster that kind of thing all the time you know those are soft skills have nothing to do with where your hand goes on this takedown game over 10 finger grip or you know how you grab me with a pen that's a soft skill right yeah no no talking during drilling guys yes stop talking there and drone unless you go the white belt unless you have have the person specifically asked you. That's right. It drives me crazy. So that's like the environment side of things.

So maybe we could talk about a little like the instructor level. You have your head instructor, assistant instructors, vice instructor, I don't even know the term. Do you try to form a team in certain way in that way or like do you have an idea what an ideal instructor team should look like yeah i do yeah okay for instance right now we have sort of a instructor team and we have a couple of volunteers on that team and the goal is to teach martial arts at the dojo in a safe way, you know,

through sort of my vision, but each one of those people need to be heard. So I will independently ask them questions. Right. For instance, we made a decision when Poco in New York was like, all right, no more masks for school.

Right. All right. So, you know, we got together sort of the team that's working at the dojo i don't even say working it's not really work right what do you guys think should we get rid of this mask stuff i say get rid of it right i even said it's like hey it's my vote but you have your every right to you know right everyone has a say here go ahead give me your votes you know joe was like

get rid of it eugene was like hey let's do do this. But Eugene sort of is the director of the kids program. This is not adults. Adults, I was like, all right, no more masks. Months ago. Years ago. Yeah. Yeah. But yes.

So for the kids program, Eugene's the director. He's running it. Right. And his vote was, hey, let's see what happens to schools. We have a four and five. They're not vaccinated the stuff like i think we should and i was like okay let's go with that because you should program it's your show to run my vote is not that i disagree with you you know but it is what it is you know and that that is i mean i think as a leader you can't be just like a dictatorial you know i mean it's good if you're running a dojo oh yeah we talked about the

sensation syndrome but you can't you can't vet it that i mean it doesn't foster a good environment yeah because i asked everybody who's in the, who's in sort of a leadership role, whether it's assisting or teaching or volunteering or paid, part-time, full-time, all this stuff. And they all had their two cents. But at the end of the day, every single person was able to voice their opinion. And then the decision came down to the person directing the program. And then it wasn't the same as mine. But you trusted him. directing the program, and then it wasn't the same as mine. But. But you trusted him.

I trust him, and I don't want him to feel unheard. I want him to understand that I respect his decision. So I said, yeah, go for it, man. Go with your thing. Yeah, I think a lot of people at their jobs, you know, want to have that autonomy. They don't want, people don't want to be micromanaged. If, you know, someone entrusts you with the job, they want to do it their way.

And then the leader has to, the person who gave the job should trust the person enough to, you know. And some people need that micromanagement. They need like, hey, what do I do here? What do I do here? I like, you know, leading sort of in this managerial way where I do give a time. What do you think we should do here? Let's just do that.

Right. Because I have my ideas. I've done this forever. So it's like I know what should be done, you know, and what I'm willing to do, what I'm not willing to do. Mostly what I'm not willing to do is sort of more important for me. I see. Yeah. Keep track of attendance for the kids program and then, you know, do an attendance-based promotion thing. Obviously, what I'm not willing to do is sort of more important for me. I see. Yeah.

Keep track of attendance for the kids program and then, you know, do an attendance-based promotion thing. Not doing that. Yeah. But if, you know, Joe wanted to, you know, create a curriculum and teach it, you know, this technique on this week and this week and that week, I'm like, you know, do it. God bless you. All the books say that's the right way, really. That way you can scale. But, you know, scaling really isn't my'm like you know do it god bless you yeah the book says that's the right way really that way you could scale but you know scaling really isn't my priority you know and now you're kind of getting into complementary hard skills like maybe joe or like i'm not saying that you necessarily want to do this way someone comes in and then he or she really likes doing

that like keeping track of things and you could delegate the task to that person yeah and then start forming a team yes yeah so yeah i try to make it a certain work environment where people are being heard and they have control over their thing and give them flexibility hey if you can't make it in you know do your best to connect with someone else to cover for you yeah i'm not going to get on your case about it right i'm still going to pay you for the thing and then whatever you the hours got swapped out and he's teaching me you pay him i'm not dealing with yeah i'm not hr trying to keep a tick of track of any of this stuff right you'll be your own manager and then do it you know i don't like

micromanaging i want to create leaders in itself that way let's work you're a good boss oh yeah i should maybe i should work for you no some of them will beg to differ i guess yeah so in the besides that like do you see any like hard skill complementary hard skill in terms of judo like do like maybe someone's good at nao asa someone's good at touch asa like do you think that kind of stuff is very useful like finding people with this yeah you need you need uh hard skills if you're gonna teach sort of intermediate and above but teaching a beginner yeah you know not so much. Right, right.

Maybe the kids, yeah. Understanding the techniques so you keep them safe. And a lot of this stuff is just gained experience. Right. You need to practice teaching too. Yeah. And then you kind of know which kid's going to crank an armbar, which kid's not going to crank an armbar. Right. Trusting people.

Hey, you know, did you make sure everyone knows that? Right. Knows how to tap tap knows how to give up with all these different things and and then i'll micromanage too i try not to but i even said the other day it's like there were teenagers who were volunteering you know working out with young kids on the farm at they were kind of unsupervised and i was like it's kind of one time you know one of the teens lands on the wrong way or throws them right it takes that one time you know we got to keep an eye on that even if you know kevin's on that too it's like kevin you have to keep an eye on that mat and then make it known to those teens that you're still watching right so hey good job on that just giving slight feedback to make your voice heard

that way they realize that there's a presence there yeah not like hey man do this do that you know mike imagine that but it's a soft skill right you're not like trying to berate kevin that for not doing or anything like that no but you know whoever's on mat two next to mat three where the teenagers are working out with the little kids. It's like, hey, you're doing a great job over there. You know, whether it's a little kid or a nice, grateful, hey, watch where you are. You know, something like this. Right.

I guess that's kind of a hard skill. It's a hard skill in a way to have the experience to know. And it's a soft skill to be able to do it in a way where it's not imposing and it's not micromanaging yeah good balance all right well if you want to learn yeah you want to be a good learner right that's another one critical thinking skills learning learning skills skill acquisition asking the right types of questions going home doing your own research right those? Those are soft skills too. If you come in and you're like, what's a sotagari? You could have Googled that. Right.

Being coachable. Being coachable. Yeah. Being friendly. Not being annoying. You know, those are soft skills, right? They have nothing to do with tayo. Keep saying tayo.

Are you going to teach tayo this week i don't know i don't know now they should yeah so hard skills versus soft skills i think everywhere in life you see it especially in the dojo too very important one hope this is helpful yeah check out my website shintoriigashi.com yeah i think the big takeaway is that a lot of times that because of the grappling culture we tend to focus a lot on the accolades and then the hard skills how good you are as a grappler but if you look deep down into it the soft skills really matter and maybe it's time for us to pay more attention to that cool uh anything else no that's it thank you guys for listening yeah thanks for listening maybe it's time for us to pay more attention to that. Cool. Anything else? No, that's it. Thank you guys for listening.

Thanks for listening. Check out Shintaro's website. Support us on Patreon. And stay tuned for the next episode. Yep. Thank you.