The Leadership Advisor "Helping Leaders Develop Leaders." September 2011 Volume 6, Issue 9 |
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Wisdom from the Mountain Top |
By Sean Rasmussen
Journalist Norman Cousins once said, "Wisdom is the anticipation of consequences." There are many great quotations pertaining to wisdom out there, but this is by far my favorite. I guess thinking things through as thoroughly as possible just seems like a simple and palatable way to gain wisdom...."
It's only September, but it's cold in the mountains, and my hands and my feet are numb to the wrist and ankle. At some point, the cold overwhelmed the tissue and went to the bones. They're numb like your lower lip and tongue might get after you've been to the dentist. The digits gradually started to feel plump and foreign, like they didn't belong to me, then they began trying to act on their own whims rather than on my commands, straying from their tasks like so many drunken little sock puppets. I'm standing on the tips of my frozen toes. I carefully shift my weight from left to right in order to rest my calves, which are burning with a heat of equal intensity to the cold in my feet and hands. They feel like they may give out at  any time. Aside from this necessary shifting, I stand as still as possible. The wind is screaming in my ears, but I can still hear my heart pounding in my eardrums as I try to slow my rapid breathing, swallow the acid building in the bottom of my throat, and slowly look down toward Travis, shivering in the wind and snow below.
Travis and I have been climbing together for less than six months. It's not long in terms of a teammate in the hands of whom you will be placing your life for 1500 feet of climbing, but we have built trust in that time. We climb well together and have been talking a lot about doing something big in the mountains. So with the alpine climbing season waning, we had set out on Friday to climb the famous Elephant's Perch, slogged gear up to the climber's camp at Saddleback Lakes under bluebird skies, then watched sullenly as storm clouds crept in from the west and began spitting alternating barrages of snow and rain on our camp dishes. The next morning we awoke to a half inch of snow on the wet ground, and wind pushing storm clouds around everywhere, a deal breaker for sure. Wet icy rock is a recipe for disaster. No one climbs in these conditions. Staring apprehensively upward at our frozen route through the steam of a hot cup of coffee, not really wanting to be the one to call it off, I had asked what I thought was an obviously rhetorical question.
"Well man, what do you think?"
A shaky, "Mmm, yeah, It'll be ok," was the reply.
I was sort of dumbfounded. "No way should we get on that route. No way," I thought. But I hid my shock behind the coffee. I was not going to kill this climb if he wasn't. We'd just have to go try. "All right... let's go try," I said, and so off into the freezing wind we went to do just that.
Now, an hour later, Travis is perched on a very windy ledge about sixty meters off the ground. Between us are fifty more snow-covered meters of the Sawtooth Range's finest granite rock-climbing, a long, thin, also snow-covered, rope, and the several pieces of climbing protection. The last items are for arresting a fall should one occur, and I had placed them in various cracks as I ascended. Each piece of protection is built to hold several thousand pounds of force, but they are only as strong as the rock they are placed in. The last of these trinkets is no fewer than forty feet below me, and I doubt I could hang my coat on it, let alone my falling body. It was a frantic placement, jammed quickly behind an inch-thick flake of decomposing rock, with hands trembling under the realization that this was the last protection the mountain would yield for another fifty feet of climbing. I knew it was a dog of a piece when I placed it, and the next good one is twenty feet below it, meaning a fall from here would take me for a 120-foot ride. That's the sixty feet of granite above my last good protection, and the sixty feet of rope I have out. This is not a proposition which I am relishing very much. Figuring in the elasticity of the climbing rope, I quickly estimate that the fall would put me, oh... roughly right in Travis' lap, or, more likely, on the ledge next to him. I reach left to a small rock edge, about the width of a pencil, glazed in wet ice. I reach left around a bulge, frantically groping for some weakness which will yield passage to the belay ledge, ten feet above me. No dice. It's smooth and also covered in ice.
Desperately off-route, terrified, shivering, panicking, almost whimpering, there are a bunch of hard questions rattling around in my head like chunks of gravel: "How long before my calves won't allow me to stand here any longer?," "What then?," "Man, why do I even like climbing? Why do I even do this?," "What if I die here? What a stupid way to go." "How did I get here?"
Eventually my shuddering calves drag me back to reality, and the realization that it is time to go. Just as I am about to make a move which I have very little doubt will lead to a fall, an idea occurs to me, and I unclip a piece of metal climbing gear called a nut tool from my harness, and use it to carefully chip the ice off of the edge next to my right hand. It's terrible, but it will have to do. With a deep breath I force my fingertips against the edge with all my might, step up on a wet knob at knee height, hold my breath, grit my teeth, and pull ever so slowly through until a small bit of snow is at my chin. Blowing the dusting of powder off, to my elation a sharp, in-cut, depression appears in the rock. There is standing water in the bottom of the depression, but, with one last desperate thrust, I am able to use it to pull up and grasp the lip of the belay ledge above me and latch onto the trunk of a small tree there. With all the grace of a beached manatee, I flop into a heap on the two-foot ledge. Safe at last, delivered by a five-dollar nut tool from the single spookiest situation I have ever gotten myself into. I change over the belay and bring Travis up. He arrives on the ledge, shivering uncontrollably after an hour on the belay below.
"Let's get out of here man! I'm freezing! This is nuts!"
It did not take me long to agree to bail off after climbing only one-quarter of the route. Our day was over.
In rock climbing, you take turns leading. One climber leads, the other follows, then you switch and repeat. When planning a route, both climbers must be comfortable on the terrain they will be responsible for leading, and both must share in the decision-making. Each climber has the right to express ideas, strategies, observations, and misgivings. Each has the right to call the whole thing off if something isn't right. No questions asked. Both must lead, both must follow. Both must exhibit wisdom.
It's been four years since that day. I'm sitting here on my front porch on a warm September evening, a beer in my hand, and it's funny how easy all those questions I was asking myself are to answer. Especially, "How did I get here?"
As with any epic tale, it wasn't one mistake which got me into the dangerous pickle I was in, but rather, a series of failures in anticipating consequences. Fortunately for those of us who like to do things the hard way, it seems to me that wisdom can be gained in another way. Not just by anticipating consequences, but also, perhaps more painfully, by experiencing them.
Sean Rasmussen works as a commissioning engineer for the energy services company McKinstry Co. He has enjoyed twelve years of working with Treasure Valley building owners, architects, engineers, and contractors to provide functional and efficient buildings to the public and private sector. When not at work, he still enjoys gaining wisdom (usually the hard way) through climbing pursuits, triathlon, and the occasional lesson from his extremely patient wife and children.
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Problem Solving for Leaders |
By Phil Eastman
One time while leading an organization, I came home after a long day of challenging situations. My wife, in the midst of our evening's conversation, asked me what I did all day. She knew that I was the person responsible for the organization's success in the market but did not really know what kept me busy all day. I had to pause and consider what it was that I really did. After a few minutes of contemplation, I realized that I did not do anything. That is not to say that I wasn't making a contribution to the success of the organization, but my work had become primarily helping the various teams find success. This meant providing direction, support, troubleshooting, meeting with clients and the like. What I came to understand after that conversation was that my work was driven by problem-solving and decision-making.
This is true of most leaders. If we take seriously the work of helping our people succeed, then we naturally ascend to the role of chief problem-solver. It is not that others in the organization don't have the ability to solve problems and make decisions; it is that the leader has a full and unique perspective on the organization. That perspective equips them for easy access to information and an objectivity that many "in the trenches" lose in the course of their productive days.
At this point it will be worthwhile to distinguish between the definitions of decision-making and problem-solving. Decision-making is the process of choosing between two or more alternatives. Problem-solving is a larger process that includes decision-making as one of its steps. Let me illustrate with an example. About 3:00 every afternoon my blood sugar drops and I feel tired. That is my problem, and in the process of solving that problem, I may come to realize that I did not eat lunch and as such, need some food, or I may analyze that my problem is caused by a lack of sleep the night before, and thus shut my eyes for a few moments or, more likely, stop by Starbucks for a cappuccino. How I determine the nature of my problem dictates what decision I will make to solve the problem. Thus the decision is between food, rest or caffeine while the problem is a lack of energy and ability to focus.
For leaders the difference between the interrelated skills of problem-solving and decision-making is important. My experience tells me that many leaders are more comfortable with decision-making than problem-solving. With that in mind, let's explore a problem-solving process that has been helpful to me and will be to you as well.
The first step (and the most important) is to frame or define the problem. How a problem is defined will lead directly to the type of alternatives you are willing to consider. However problem definition is the most often skipped step in problem-solving. This is true because this initial step takes time and more than a little discipline.
Once the problem is defined, then it is time begin generating the alternatives between which we must choose to solve the problem. Once all the alternatives for solving the problem have been identified, then it is possible to evaluate the various alternatives and narrow the alternatives to only those that will solve the problem. Next is selecting the best alternative. This is the decision-making step. Once the alternative has been selected, then the required actions must to be taken to implement the decision and the outcomes of the solution tracked and evaluated.
Here is a graphic representation of the problem-solving model.

There are two other elements to this process that any leader will find valuable, but they are not really steps in the process itself. The first is a concept I originally saw in Diane Halpern's text Thought & Knowledge: An Introduction to Critical Thinking (4th Edition) (Erlbaum 2004). She suggests that problem-solving needs incubation. This is the idea that a leader should take their attention off the problem at some point in the process to let subconscious mental processes kick in. She describes incubation as having focused on a problem intensely with little success, only to find a solution pop into your mind while gardening. My guess is that all of us have had the "aha" moment at some point.
The second element that influences problem-solving is the attitude of the leader. The demeanor with which you approach the operating and strategic challenges of your organization will have a great bearing on the effectiveness of your solutions.
So, leadership is a role in any organization that is bound, by definition, to face problems. Having a clear problem-solving model is invaluable. Remember the key to the process is properly defining the problem and then approaching the process with an open, inquisitive attitude.
Phil Eastman is the founder and president of Leadership Advisors Group, a Boise-based consulting firm. Phil combines more than 25-years of leadership experience with his passion for consulting, coaching, and teaching to develop leaders, build teams, and improve performance. It is his desire to enhance leadership effectiveness for all of his clientele.
Phil earned his Bachelor of Business Administration in Management and Organization from Idaho State University. He is a graduate of the Pacific Coast Banking School at the University of Washington, where he is also an instructor. Phil also holds a Master of Arts degree in Theological Studies from Bethel Seminary. |
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For leaders the difference between the interrelated skills of problem-solving and decision-making is important. My experience tells me that many leaders are more comfortable with decision-making than problem-solving. If you need assistance, please don't hesitate contacting me at: phil@leadershipadvisors.com.
Sincerely, Phil Eastman Leadership Advisors Group |
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Leadership Advisors Group helps clients achieve success through:
- Competency based and character driven leadership development.
- Comprehensive, flexible, and focused strategic plans.
- Results oriented change management.
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