| When I created National Associations of | | | | observe that two school owners - in the same |
| Professional Martial Artists (NAPMA) in 1994, there | | | | styles, general markets, and circumstances, and |
| was little useful information available to the | | | | exposed to the same information - might react |
| industry as a whole. Owners were struggling | | | | very differently. One would prosper with it, and |
| because they simply didn't know any way of | | | | the other wouldn't even try it. After more than a |
| running a business other than the system they | | | | decade of study and exposure to this great |
| had inherited from their instructor, which we | | | | information, why were some schools still |
| know is usually a recipe for disaster. | | | | struggling, while others thrived? |
| NAPMA gave you a way to learn how to run a | | | | The answer is The Core Dynamics. We martial |
| school. Martial Arts Professional magazine was | | | | artists are a unique group but, as school owners, |
| launched to help the entire industry, even | | | | we face the same challenges. More importantly, |
| non-NAPMA members, by exposing them to | | | | we all have the same Core Dynamics. The Core |
| methods, systems, people, and ideas that had | | | | Dynamics of the Professional Martial Artist define |
| proven successful. | | | | the underlying forces that control our patterns of |
| Now, the Martial Arts Teachers Association | | | | thought and behavior. Nearly every professional |
| (MATA) does the best job of all, because the | | | | martial artist who is starting a business, has the |
| entire library is updated three to four times a | | | | same obstacles, but the distinction is how the top |
| week. This massive resource is at your fingertips | | | | school owners in the world deal with them. How |
| 24/7. | | | | an instructor or school owner deals with the Core |
| Still, as time went by, I found it fascinating to | | | | Dynamics determines his or her success. |