What business lessons can be learnt from a Kilimanjaro trek?

I ask this question having been part of a group of nine who completed the North Circuit trek on Kilimanjaro and made it to Uhuru peak summit on the morning of October 9th. It was an amazing trip and it did enable me to reflect on some striking similarities between our trek and one of our Team structures – Six Keys to a Winning Team. I will go through the six keys and show how these were lived on Kilimanjaro and what can be implemented in any business.
Key 1 – Strong Leadership – We used Altezza travel as our tour operators and the leadership they provided on every trek that we walked ensuring we walked round the mountain to be in the correct place each night until we reached summit camp on Day 6 was a real catalyst for success. They also set a clear plan for each day, with our head guide Richard the lead guide and Osward, Nolasco and George leading us on the daily treks. They set they direction, they set the route and they ensured we were able to achieve the goal.
In a business setting strong leadership also involves setting the direction, the Vision, Mission and Culture being key outcomes of this leadership. Clear direction motivates, inspires and enrols.
Key 2 – Common Goal – We had a common goal – it was “To enjoy climbing this FXXXing mountain”. We wanted to summit but we wanted to enjoy it too. As we walked the guides used to get us singing their chants, this included the lyrics “one team, one dream, non stop, to the top”. This simple ritual reinforced our goal every time we walked, provided enjoyment and built camaraderie.
In a business setting, the important thing to consider is how all team members can see what the “big company goal” means to them. They need skin in the game and an attachment that makes it relevant to them. This attachment provides purpose to them and gives them their reason to perform at a high level – their why.
Key 3 – Rules of the Game – Altezza set very clear rules around twice daily medicals and following their advice on how to minimise the negative impact of altitude sickness on the climb. Richard, the head guide ensured we were all coping with the altitude and followed set medical rules for this. We all bought into the fact that if he said one of us was not fit enough to go higher we would have to accept that judgement. Thankfully we all made it to summit but two of our team did have to have oxygen to assist in their blood oxygen levels.
In a business setting the rules of the game should be set loosely in terms of what detailed things are done but strictly around the way people approach business and how they behave.
Key 4 – Action Plan – every evening we had a briefing. This told us what time we had to get up, what time there would be water for a wash, what time breakfast and the medical would be and what time we were setting off on the next days trek. We followed this action plan without fail and every day we moved purposely closer to the goal. On each trek the guides were clear what pace we should walk at and so were able to judge what time we would arrive at the next camp. For the nine of us, there were 41 support team members. This team also had a clear action plan. This involved getting three meals a day prepared and served, ensuring one camp was cleared as soon as we left so the porters could get to the destination camp for that day before we did and get everything set up before we arrived. This plan worked like clockwork!
In a business setting, the action plan is the thing that ensures the strategy for the business is executed successfully. The plan should involve daily, weekly and quarterly review meetings so plans can be modified to deal with external factors without losing the focus on their impact on the business goals.
Key 5 – Support risk taking – on the mountain this meant being able to use our initiative and be aware of what the terrain was like around us and to ensure we made the correct decisions around what clothing we wore, weather dependent and what equipment we used. It also allowed nine different individuals to feel as though they were on their own path to a goal whilst being part of the one team.
In a business setting this occurs when leaders facilitate the team to think for themselves and not be so constrained by fear of failure that they fail to participate.
Key 6 – 100% inclusion and involvement – for us this meant we felt part of a team of 50 people. As we did the final summit climb we were allowed to have additional porters to carry our rucksack as the lack of oxygen at nearly 6000m meant that all effort was physically draining. It meant bonds were formed between the climbers and the support team. This made the journey more enjoyable and gave us all more confidence and belief. It culminated in us being sung to by the support team on the last morning on the mountain as they congratulated us on a successful ascent and descent and meant that on many of our photographs there were support team members in them as well as the nine of us.
In a business sense this is what keeps people doing more than the role description. It gives opportunity for team members to feel fulfilled and motivated.
I hope this article has allowed you to think how your business team has been built and so here is the next question – could you climb Kilimanjaro with your business team using these six keys?
If you would like to discuss how you can implement any of this in your business please call me on 07511 969690 or email rogerpemberton@actioncoach.com .