Footprints on the Mountainside

Many people attend programmes with shoes that slip, are tight, are too fancy to wreck in the mud…….

I thought a quick post to point people to would help me by removing the necessity of repeating this information all the time.

1. NEVER wear shoes for trekking for the first time when you are walking for hours at a time and can’t change them if they get uncomfortable. Break your shoes in gently (for your feet - shoes don’t feel). Use them for shorter trips before heading out for that week long extreme trek.
2. ALWAYS walk on a variety of surfaces - rough, smooth, marble, stony, wet, etc. to check for slipping.
3. Buy shoes in the evening when your feet are slightly bigger than in the morning from standing all day.
4. The shoes should fit comfortably. By this, I mean a soft cushioning around your feet so that they are neither gripped by the shoe, nor rattling from the extra space.
5. For treks and situations where you expect to do a lot of walking, thick soles work well.
6. Some people prefer hard soles, others don’t. You will need to find out from experience.
7. COTTON SOCKS and plenty of them, please! You don’t want to get those nice shoes smelly, and your companions unconscious.
8. Floaters or slippers to wear on the campsite. I mention these and the socks in this list, because they are an important part of a comfortable experience with trekking shoes.
9. Expensive or cheap is not always the most comfortable. Experiment with different brands and types of shoes to experience what makes you happiest.
10. Care for your shoes as you would care for a car. Checking condition, waterproofing, cleaning and other small bits of attention ensure that your shoes don’t end up surprising you in a way you don’t like when in action.

If you think this list is silly, try being in my shoes where every programme has a percentage of participants not happy about their footwear (or me not happy with theirs - in the case of high heeled sandals - because the climbing site was near a beach), or try getting embarrassed participants to talk about fungal infections on feet when they want first aid.

In every organization, we have the odd success story of a person who rose through the ranks like a comet. As a trainer, the most popular question we get asked is how people can be made to perform at full potential.

Unfortunately, there is no answer that can be an instant solution - do this, and every person in your organization will be a genius. It just doesn’t exist.

Read more… »

Just back from a training programme for Prolite Autoglow. This company manufactures emergency signs. A family run concern, it is now expanding into a limited company and the family wishes to include their original staff on this journey. Needless to say, its a big shift. The organization has a strong hierarchy, even though there is great warmth.

As a facilitator, it was a challenge for me to get people to see beyond their roles. Yet, the flexibility with which the participants adapted to the training programme, and their willingness to experiment, once they realized its value had me humbled.

As a professional, this was the greatest change I had witnessed from the start of a programme to the end. It served to reinforce my belief that as long as there is a will, change will happen and it will be for the better.

The group began with a very strong sense of roles and definite boundaries between the “labour” and the “elite”. The people lower down the ladder were not used to providing inputs and contributing to the progress of a task, while they excelled at following directions exactly as told. The ones higher up the ladder were not very experimental in their approach and very often the first option to occur to a “leader” was the one the team followed without exploring possibilities.

It was difficult to get people to explore their potential beyond what they were used to doing. Yet, with the coming change in the organization, their roles were headed toward a change.

We experimented with discussions in small groups, examining contributions and their relation with the satisfaction derived from success and a variety of approaches. By the end of the next day, the group was functioning far smoother, and had got used to being aware of how they functioned, resulting in escalating change and eagerness to take their new learnings even further.

In India, the corporate scenario rarely uses outbound training as a genuine organizational intervention and objectives are mostly “fun and excitement” with little, if any focus on objectives beyond that. This programme was a low budget programme conducted with an objective to help employees function more “professionally” than their usual family run scenario. It was a low budget programme and a leap of faith. This difference is what contributes to results.

It is the intention that leads to results, and I am very happy for this group, for they have gained something of far greater value than many of the 5 star programmes with jaded participants eager only for their dose of adrenaline and organizers who would like to justify training budgets while keeping employees relaxed and unchallenged.