Whether it is managing a company or leading a mountaineer, you need to sketch out an exciting vision for people and then formulate and implement a corresponding strategy. The core of these two points is correct and timely decision-making. Customers need immediate, superior products, not wait until next month; investors need to see immediate returns. In the vertical rock face or in the face of alpine storms, successes and failures, and sometimes even life and death, between a concept: depending on whether you can make timely and implement correct decisions.
In the mountains, some key decisions can neither be delayed nor made wrong. If there are serious mistakes, the climber has almost no chance. Because of this, Takayama provides us with the best platform to help us make leadership decisions on the ground.
The following observations are the result of my years of management education and mountaineering experience. The mountains I have climbed include the Alps, the Andes and the Himalayas. From these experiences, but also from management courses, I have summed up four guidelines to help you make quick and correct decisions at any time.
Think like a guide
To quickly make the right leadership decisions, you first need to raise the bar. In a company or on an expedition, whatever position you are in, you need to think of yourself as the person responsible for the entire organization and the entire operation. Thinking like a CEO or a wizard does not require you to be intelligent, but you must have strategic thinking, that is, the prospect of prospects and the ability to look at the overall situation.
In 2002, I led an 11-person MBA team to climb the Cordoba Hill, a huge active volcano in Ecuador. At 19,374 feet, Cotopaxi is almost a mile higher than any of the Rocky Mountains. We set off at midnight and almost reached the summit at 6 o'clock in the morning. At this time, one of our members, Jimmy Hamad, had a serious alpine reaction. Despite such bad conditions, he still thinks like a wizard.
Jimmy is eager to touch the summit of the mountain, just like any of us, but he also knows that if he insists on climbing to the top of the mountain, he will seriously endanger other people's chances of reaching the summit if the condition deteriorates. At the same time, if he withdraws too early, he will also let the partners who share a rope with him fall prematurely.
"I'm exhausted, I have a splitting headache, and I have a lot of water," Jimmy recalls. Despite this, he still forced himself to climb up to 700 feet from the summit. There, he found a small flat ground where he could safely untie his rope and wait for other members of the team to reach the summit and come back to pick him up. Later he explained, "I have to find a place where I can't make it, but at least it won't force the entire team to go home."
Jimmy and our mountaineering guide are concerned about the same problem, but he chose not to throw this problem for the wizard to solve. When he heard the wizard's description of the final blow to the summit - "This will be the most difficult moment of your life" - he made his own decision and informed the guide. The guide agreed with his decision. Jimmy's clear-headed action allowed the rest of the team, including myself, to climb the Cordoba Hill and return safely. We all know that this may be the highest point we can climb to in life, and we know that Jimmy made this possible.
Information is everything
The right standards open the door for timely and correct decision-making; the right information helps you through this door. With timely data, managers and mountaineers can make timely and correct decisions; lack of critical information, even the best decision-making principles will not help.
One of my climbing experiences gave me a painful lesson and made me understand the value of data for correct decision making. The two of us have just climbed the Rosa Peak, a long but no technical challenge to the Alps. We are eager for more action, so on a rainy August day we set out from a hotel in Zermatt, Switzerland, to climb a nearby mountain called Dom. We did not want to be obstructed by bad weather and climbed a mountaineering gear train from Zermatt to Lanta Village. This small village was located in a narrow valley at 4,623 feet above sea level, and Dom Hill was just two miles above the village. .
At noon, we quickly climbed up from the village of Lanta along a steep, vegetation-covered path, mourning the endless rain. We had limited views and we were still determined to meet our goals. After climbing over the boundary of the tree belt, the rain was getting bigger and bigger, the temperature dropped suddenly, and the sky was darkened. In such a heavy rain, rain gear quickly proved to be of no avail. By 6pm, we were wet and tired, and we were increasingly worried that we couldn't climb to the top of the Swiss Alps Club.
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