Skip to main content

Misalighment of Timing, Energy, Structure and Human Connection


Every time in my training classes, the participants would tell me the following are their 3 biggest issues: 

1. Hard to get people to listen and do what you say

2. Getting Compliance

3. Rewards and punishments do not work well as before

What you’re seeing in that slide is not a “people problem.”

It’s a misalignment problem: of timing, energy, structure, and human connection.

This is exactly where Yijing 6 concepts becomes powerful. Not philosophical, but practical diagnosis + action.

1. Oneness(一体)— Stop Managing in Silos

Everything is connected. There is no isolated problem.

Why people don’t listen: Because what you say is not aligned with what they experience elsewhere.

A government agency pushes digital transformation. But: KPIs still reward risk avoidance and approval layers still slow.  

Result: People “hear” but don’t act.

👉 Yijing insight: The system is not one.

Another example, HQ says “be innovative”. But middle managers punish mistakes.

Result: Silence.

What to do

  • Align message, metrics, incentives, culture
  • Make leadership behavior consistent

👉 Oneness creates trust → trust creates listening

2. Yin & Yang(阴阳)— Balance Control with Care

Too much control kills initiative. Too much freedom creates chaos.

Why compliance is an issue, because many organizations are:

  • Too Yang (force, rules, KPIs), or
  • Too Yin (too soft, unclear expectations)

Example: Strict SOPs → people follow mechanically, not thoughtfully

Further xxample: Too “nice culture” → nobody enforces accountability

What to do

  • Combine clarity (Yang) with care (Yin)
  • Powerphrase to use: 
    • “This must be done (Yang), and I will support you (Yin)”

3. 8 Trigrams(八卦): Understand Different Human Patterns

Each trigram represents a type of behavior or situation.

Why rewards & punishments fail: Because people are different.

TrigramWorkplace TypeWhat works
Qian (Universe)LeadersAutonomy
Kun (Earth)Support staffStability
Kan (Water)Risk-awareSecurity
Li (Fire)CreativeRecognition

Xun (Wind)         Gradual             Step-by-step

Zhen (Quake)    Fast                    Fast pace
Gen (Mountain) Conservative      Skow change
Dui (Lake)         Joy                      Fun, happiness       

When the same policy applied to all departments → resistance

Same incentive scheme → some teams motivated, others disengaged

What to do

  • Customize leadership style
  • Segment your people

👉 One method cannot move everyone

4. 64 Hexagrams(六十四卦)— Act According to Timing

Core idea: Every situation is different. Strategy must change.

Why people don’t respond: Because you are using the wrong approach at the wrong time

Example:

  • Early stage change → need inspiration
  • Late stage → need discipline

For example, rolling out policy:

  • Too early enforcement → backlash
  • Too late enforcement → chaos

In another example, with the Middle East war ongoing since 28 Feb 2026, there has been a clear and sharp market downturn.  Yet management is still pushing for aggressive growth.  This results in burnout. 

What to do

  • Diagnose stage:
    • Beginning → communicate vision
    • Middle → align systems
    • End → enforce execution

👉 Yijing teaches:
There is no fixed best method, only the right method for the moment

5. 5 Moving Elements(五行: Fix the Flow, Not the Symptoms

Core idea: Problems come from broken cycles.

Why rewards/punishments fail: Because they attack symptoms, not root flow.



  • Wood (Growth) → learning
  • Fire (Motivation) → excitement
  • Earth (Stability) → processes
  • Metal (Execution) → results
  • Water (Reflection) → improvement

Where there is too much Earth (rules), it drains fire (motivation).

When there is too much Metal (targets), people go for fast results, resulting in less growth (wood). 

What to do

  • Diagnose which element is weak or excessive
  • Restore the cycle

👉 Don’t push harder — rebalance smarter

6. Qi / Energy(气)— The Invisible Force Behind Everything

People don’t follow instructions. They follow energy.

Why people don’t listen:  Because: Your words say one thing, Your energy says another

Often, Leader talks about change, but shows fear → team resists

Manager pushes targets, but is exhausted → team disengages

What to do

  • Stabilize your internal energy:
    • Calm → clarity
    • Clear → confidence
    • Confident → influence

In summary, Why people don’t listen, Why compliance is weak and Why incentives fail

It is not more rules, More pressure, More rewards

It is about more of the Yijing 6 concepts: 

  • Alignment (Oneness)
  • Balance (Yin-Yang)
  • Understanding people (8 Trigrams)
  • Timing (64 Hexagrams)
  • Flow (5 Elements)
  • Energy (Qi)

Conclusion: 

“In the past, we managed people with systems.
Today, systems are everywhere.

The real question is —
Can you manage energy, timing, and human hearts?

That is where Yijing becomes your true advantage.

Comments

Popular posts from this blog

What an Executive Coach and Business Coach Does

The Secret Under the Mattress: Why would a 79-year Man Bet So Big on 4D?

It was 2007 when we discovered his secret. While moving my father’s mattress, we found them: heaps and heaps of Singapore Pools 4D tickets. They were stacked in layers, a paper trail of lost hopes. What shocked us most wasn’t just the volume, but the stakes. He wasn’t betting a few dollars for fun. He was punting hundreds of dollars per draw—nearly ten times a month. At the time, my siblings and I were furious. Our father was a 79-year-old retiree. We wondered, with a mix of anger and confusion, why a man at his stage of life would need to win such "big money." What was he going to do with the money? We saw it as a reckless habit, a sign of poor judgment in his final years.  Some of us would say, "If I were to give him money to buy 4D, why don't I use the money and buy 4D myself?  At least I have better discipline".  It has taken me two decades, and the experience of raising my own three grown-up children, to finally see the truth that was hidden under that matt...

Head Bleeding when the Chair Falls

The Weight of Silence: What Were We Really Arguing About? My earliest memories are punctuated by the sound of shouting. In 1970, when I was barely 6 years old, I stood as a small witness to the fierce quarrels between my father and my late eldest brother Kah Yang (he passed away in 1971 at the age of 17). As I grew up, these contradictions became the soundtrack of our lives, usually centered around our family's shoe shop and clothing stalls in Chinatown. In the court of family opinion, the verdict was almost always the same: my father was "wrong." He was judged as a man who didn't fulfill his role, who wasn't "burdening" enough for the family’s success. But as I look back from the vantage point of 2026, I have to ask: Was that actually true? Let me finally put to rest what my father did right: the truths that were buried under decades of criticism: Unseen Labor: He worked grueling, long hours. I remember him hauling boxes of goods and equipment to set u...