Chris Hare

And the realization that, yes, I'm supposed to be really good at what I do, whatever it is that I do in that particular company, but I'm never supposed to be better than any individual who works with me. And as an expedition leader or as a business leader, I'm effectively the secretary for the team.

And the realization that, yes, I'm supposed to be really good at what I do, whatever it is that I do in that particular company, but I'm never supposed to be better than any individual who works with me. And as an expedition leader or as a business leader, I'm effectively the secretary for the team.

My job is to check in on everyone, make sure that they're aligned and get rid of any obstacles in their way so that they can do the best jobs possible. which I think is a very different attitude to the sort of gung-ho, lead from the front attitude. Don't get me wrong. I think that's important.

My job is to check in on everyone, make sure that they're aligned and get rid of any obstacles in their way so that they can do the best jobs possible. which I think is a very different attitude to the sort of gung-ho, lead from the front attitude. Don't get me wrong. I think that's important.

I think leaders demonstrating their commitment to a particular cause, to a business venture, to an expedition, whatever it is, through self-sacrifice, that's key there. It's not necessarily competitive. Although I think competition has a lot of good, a lot of benefits for both business and expeditions, at least in the lead up to them.

I think leaders demonstrating their commitment to a particular cause, to a business venture, to an expedition, whatever it is, through self-sacrifice, that's key there. It's not necessarily competitive. Although I think competition has a lot of good, a lot of benefits for both business and expeditions, at least in the lead up to them.

It's about being a servant for a team that where each team member in their respective domains is a much better performer than you are and enabling them by guiding the direction of the whole.

It's about being a servant for a team that where each team member in their respective domains is a much better performer than you are and enabling them by guiding the direction of the whole.

Look, I have ego and I failed more than I've succeeded. So I think it's a goal. I don't know if I'm a good leader, but I'm trying to be and introspective about it. I don't think the factor of being a leader is being a servant. There are many cases where you as a leader have to build a kind of myth around yourself. You have to be something that people aspire to be toward or to be like.

Look, I have ego and I failed more than I've succeeded. So I think it's a goal. I don't know if I'm a good leader, but I'm trying to be and introspective about it. I don't think the factor of being a leader is being a servant. There are many cases where you as a leader have to build a kind of myth around yourself. You have to be something that people aspire to be toward or to be like.

You have to demonstrate qualities, the best qualities that maybe they see in themselves. You have to exemplify that. But those qualities don't necessarily mean obviously beating everyone else at their own game. Those qualities could be patience, wisdom, experience, humility, strength, ruthlessness. This is an underrated one, I think.

You have to demonstrate qualities, the best qualities that maybe they see in themselves. You have to exemplify that. But those qualities don't necessarily mean obviously beating everyone else at their own game. Those qualities could be patience, wisdom, experience, humility, strength, ruthlessness. This is an underrated one, I think.

Every one of your team members trusts you not to make the best decisions for each of them individually, but to make the best decision for the expedition as a whole, right? This is a typical lesson you learn as an expedition leader. You're not there to make everybody individually happy. You're not an adventure tour guide, let alone just a regular tour guide.

Every one of your team members trusts you not to make the best decisions for each of them individually, but to make the best decision for the expedition as a whole, right? This is a typical lesson you learn as an expedition leader. You're not there to make everybody individually happy. You're not an adventure tour guide, let alone just a regular tour guide.

You're there to achieve a particular goal. That's what expeditions, that's what sets expeditions apart from tourist holidays, right? They have specific goals, typically scientific goals.

You're there to achieve a particular goal. That's what expeditions, that's what sets expeditions apart from tourist holidays, right? They have specific goals, typically scientific goals.

or attainment goals, you try to do something for the first time, and everybody should walk into this experience understanding that they're walking into the unknown, and that ultimately, they're going to have to trust one person who will make decisions, perhaps against your own interests, maybe with you, but incidentally, but overall, contributing to the final goal.

or attainment goals, you try to do something for the first time, and everybody should walk into this experience understanding that they're walking into the unknown, and that ultimately, they're going to have to trust one person who will make decisions, perhaps against your own interests, maybe with you, but incidentally, but overall, contributing to the final goal.

And I think this analogy is particularly important when it comes to low performers in the business world, by the way. Which is that too often I've seen great leaders in every other sense who go this particular person's maybe dragging their feet a bit or is lagging a bit. But you know what?

And I think this analogy is particularly important when it comes to low performers in the business world, by the way. Which is that too often I've seen great leaders in every other sense who go this particular person's maybe dragging their feet a bit or is lagging a bit. But you know what?