Himalayan Adventure
I was in seminary, and one of the required classes focused on leadership. It was one of the most pointless classes I had ever attended. First, I had a terrible teacher who didn’t seem to care about us (you’d think he would, especially considering it was a seminary). All he cared about was sharing the best quotes on leadership, and that was it. Don’t get me wrong; I appreciate a good quote, particularly those from Poole, Eve in Leadersmithing: Revealing the Trade Secrets of Leadership. At that time, seminary was all about knowledge without any practical application. As Poole says, “Leadership is not an innate talent; it is a craft to be learned, honed, and practiced.”[1] I admire how she emphasizes experience over mere knowledge. Poole’s idea about leadersmithing exercises makes much more sense today, especially when everyone online claims to be an expert on how this world should be led. Putting it into practice creates habits, so the more we practice, the better we become.
I appreciate her emphasis on progressive leadership. Relying on traditional leadership fosters a complacent mindset. It would be nice if I only had to memorize quotes instead of depending on my “muscle memory.” Although I dreaded waking up at 5:45 am for CrossFit and working out every morning, I can confidently say I was in the best physical shape of my life! The ring muscle-ups felt like an unattainable goal on day one, but a few years later, they became a regular part of my daily workout routine. She says, “We learn best by doing, not just by thinking. True leadership development occurs in the moment, through experience and repetition.”[2] If I want to look good (yes, I do!), I have to push myself out of bed to lift weights, eat healthy, and get plenty of sleep! “If leadership were easy, everyone would do it.”[3]
I will never forget my trip to Nepal, where a team of twenty-one trekked for twoo the heart of t solid weeks in the Himalayan mountains. This journey was designed to teach us how to lead a team in challenging situations. Our goal was to reach an elevation of 18,000 feet, covering 100 miles while contending with constantly ascending and descending conditions! I remember the days when it was my turn to lead the group; let me tell you, it was no easy task. I made a few mistakes, but I learned a lot about teamwork and the importance of clear communication, such as ensuring everyone stays hydrated, making the right turns, and knowing how to address people without hurting their understanding of their pride or the mountain. At the end of the day, my group had the opportunity to evaluate my leadership. Poole describes four important questions in chapter three: What happened? What did you do? What was the outcome? What will you do differently next time? These were quite similar to the questions posed to me. For the purpose of personal leadership growth, we should evaluate ourselves and be evaluated by others so that through difficulties and failures, we are shaped into becoming better leaders. James 1:12, “Blessed is the one who perseveres under trial…”
I may not have logged 10,000 hours or mastered everything about “Leadersmithing” during my two-week trek through the Himalayan mountains. Still, I can tell you this: it was a million times better than taking a leadership class at seminary with a teacher who didn’t care about me. In Poole’s fourth chapter, she makes important points about skills that every leader must know: 1. Pausing before reacting; 2. Asking questions instead of giving orders; 3. Practicing active listening; 4. Making quick yet thoughtful decisions.[5]
As a pastor, I interact with many people each day. Given my numerous responsibilities, I admit that I can become a bit cranky. Experiencing a wide range of emotions, I mustn’t jump to conclusions; instead, I should give myself enough time to cool off and respond. “A leader without emotional intelligence is like a driver without brakes – fast, but dangerous.”[6] Nothing less than patience and pausing can lead to toxic and unhealthy leadership. We have all encountered those leaders who seem intent on making our lives difficult. The more I get to know them, the more I can discern whether they are in leadership to get things for themselves or because they genuinely want to serve and do what is right. Poole talks about leaders’ values, character, and being a good role model. “A leader who thinks they have all the answers is already on the path to failure.”[7]
Even though it wasn’t easy to ascend and descend 100 miles in elevation, reaching heights of 18,000 feet (the toughest hike I’ve ever done), it resonated with what Poole discusses in Leadersmithing about the importance of honing that skill—having the right tools, learning techniques, managing my emotions, and most importantly, genuinely caring for others! As challenging as it was, I will never forget the beauty of the Himalayas, seeing numerous domestic yaks and monkeys, meeting some of the nicest people in the world, enjoying plenty of chai, visiting temples, and getting to know the locals! Despite the challenges of leadership, there is a golden reward worth striving for! My advice: get a plane ticket and hike the Himalayas; it’s worth it.
[1] Poole, page 3
[2] Poole, page 25
[3] Poole, page 53
[4] The Bible – James 1:12
[5] Poole, chapter 4
[6] Poole, page 102
[7] Poole, page 133
About the Author
Ivan Ostrovsky
6 responses to “Himalayan Adventure”
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Ivan-
I trust that you are encouraged with your decision to pursue the DLGP. When you work out the structure of staff and volunteers, our senior pastors are leaders of leaders of leaders. Poole tells us that leadership can be learned. Observation tells us that it is critical in helping congregations mature in their faith.
I’m curious if one of Poole’s Critical Incidents is front and center in your ministry, particularly as it relates to you building leadership in others.
Rich,
Yes, it’s true that leadership can be learned; by observing, we can grow. Poole did an excellent job explaining the importance of learning and how the practical aspect of leadership is vital. I hope you didn’t interpret that as me not valuing the learning part of leadership; it’s just that my experience in seminary made the informational aspect of leadership feel ineffective to me. I have read numerous books and attended seminars on leadership that have shaped my understanding and made me the better leader I am today.
Ivan, you mentioned your diverse responsibilities as a pastor and how you can become cranky. How are you learning to ‘pause before reacting?’
Robert, a visit to Taco Bell has often resolved that issue for me on many occasions. In general, 2 Timothy 2:24 states, “A servant of the Lord must not quarrel but must be kind to everyone, be able to teach, and be patient with difficult people.” I am so grateful for the guidance from scripture. The best thing I can do is slow down; before responding, I give myself space to process the information and then address whatever initially upset me.
Ivan, Sound like a wonderful adventure. I am not sure I will ever have a chance to pick up a ticket to fly to the Himalayas, but I surely enjoy hearing about your time there.
You mentioned that at the end of your assigned day as a leader, you were reviewed by the others in your group and that Poole addressed that same kind of approach in Chapter 3. What you experienced and what she is inviting people to do is undoubtedly beneficial. Yet it seems like a challenging thing in the midst of busy days already overflowing with demands on our time. I am curious to know if you have any tricks in your schedule that provide time for that kind of ongoing and internal evaluation.
Darren, honestly, I have so much going on in my life that I haven’t taken the time to slow down and reflect on the events I’ve organized. Whenever I get the chance, after each event, I gather my team to discuss three questions.
1. What went well?
2. What challenges did we face?
3. Did we achieve our goals?