Chris Hare

This doesn't happen in the business world, but in the expedition world, it definitely does. And just due to low morale, we lost some really great team players. So... There's a sort of like a motto in the startup world, fire fast, hire slow kind of thing. With expeditions, it's very much like this.

This doesn't happen in the business world, but in the expedition world, it definitely does. And just due to low morale, we lost some really great team players. So... There's a sort of like a motto in the startup world, fire fast, hire slow kind of thing. With expeditions, it's very much like this.

If there's an issue, you almost immediately have to try and address it, but you have to address it in a way where you're not just benchmarking everyone against your most capable person. And moreover, what I'll add is I've been on plenty of expeditions where I've You have to be extremely wary of the type of person who is extremely physically confident, mentally competent.

If there's an issue, you almost immediately have to try and address it, but you have to address it in a way where you're not just benchmarking everyone against your most capable person. And moreover, what I'll add is I've been on plenty of expeditions where I've You have to be extremely wary of the type of person who is extremely physically confident, mentally competent.

Often these people end up being quite weak in the expedition environments where you operate absolutely as a team. So I guess what I'm saying is that a business is a watered down, in my opinion, a watered down version of an expedition. An expedition is a hyperbolic version of a business. And especially when it comes to thinking about team dynamics. Who's your weakest? Who's your strongest?

Often these people end up being quite weak in the expedition environments where you operate absolutely as a team. So I guess what I'm saying is that a business is a watered down, in my opinion, a watered down version of an expedition. An expedition is a hyperbolic version of a business. And especially when it comes to thinking about team dynamics. Who's your weakest? Who's your strongest?

How do you get those two? How do you bridge that gap between the two? And because I experienced a few failures in expeditions very early in my life, I think I was able to see the crisis of building a team and how that can win or lose a goal in a sort of high stakes way.

How do you get those two? How do you bridge that gap between the two? And because I experienced a few failures in expeditions very early in my life, I think I was able to see the crisis of building a team and how that can win or lose a goal in a sort of high stakes way.

boiler environment and translate that to work i think more recently yeah so in summary when i think about the successes i've had all failures in the world of software it basically comes down to the team

boiler environment and translate that to work i think more recently yeah so in summary when i think about the successes i've had all failures in the world of software it basically comes down to 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.

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.