Group+management+and+leadership+outdoors

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=Group management & leadership outdoors = Sharon Wood
 * The most important aspect of leadership is having a reason for leading beyond investing in your own ego. It takes passion and genuine intention to be a good leader. **


 * this page and its links are under construction/revision **

A model for outdoor leadership development
Ken Ogilvie's book (see recommended books below) includes a model that summarises elements to consider in leader development. At its heart is the "personality" of the (actual or potential) leader; this will influence how and why they do things. Next is their "personal experience" and this is divided into "activities" and "people": an outdoor leader needs to have both technical and "people skills". The combination of personal experience of relevant activities and training in them - to develop necessary skills and knowledge - can develop technical competence. The combination of personal experience of people and training to develop an understanding of how individuals and groups function and an awareness can develop a subjective attributes termed, in this model, "sensitivity". The precise terms are probably less important than a couple of key concepts: 1) a combination of experience and training is needed; neither alone is sufficient 2) a combination of technical "outdoor" knowledge and skills and of subjective "people skills" is needed to become an effective leader. 3) "experience" is not just doing - it has to be doing followed by learning and developing.



Some thoughts on outdoor leadership
Group leaders should remain mindful of their responsibilities to those they are leading, to any group on whose behalf they are leading, the environment and those who live or work in it or enjoy it. They must choose objectives that reflect the abilities and experience of group members, of themself and the prevailing conditions. Careful preparation by the leader is vital; they must also ensure those they are leading know what preparation they should undertake and check this is done. **Their aim is to provide a safe, rewarding and enjoyable experience for //all// those they are leading.** This will entail dynamic risk assessment and re-evaluation of plans and communication with all participants. Group leaders should be a role model of skills and also of attitudes and behaviours (such as respect for the environment and relevant legislation).

Leadership is not solely being out in front or giving briefings. Candidates should identify the style of leadership they normally adopt and examine why they feel comfortable leading in that particular manner. They should identify other strategies and styles that they might employ to suit different groups and situations. **As leaders they should be able to identify what can be achieved by each person in their care and be able to set aims and objectives which ensure that everyone has a good experience.**

Outdoor leaders should follow good practice; they will be seen as a role model by those in their charge and by other hill users. **It is important for candidates to assess the strengths, weaknesses and requirements of the group and individuals and to carry out detailed planning before undertaking a journey in the mountains.**

**It is always better for a outdoor leader to underestimate rather than overestimate the abilities of those in their charge**, especially when dealing with groups they do not know well. It is important to undertake risk assessments for planned journeys and to have contingency plans for dealing with emergency situations. Candidates should also be able to make unplanned alterations to a journey in response to changing circumstances. As the leader of a group it is important to have an understanding of the stress caused to all concerned by emergency situations.


 * True leadership experience comes only from working with groups and cannot be easily simulated. **

Links: syllabus from ML training handbook
The links below are to separate pages on the four elements on group management and outdoor leadership from the Mountain Leader training handbook:

1.1 General Responsibilities
<span style="font-family: Arial,Helvetica,sans-serif;">a. to individuals, to the group as a whole and where appropriate to parents/guardians. <span style="font-family: Arial,Helvetica,sans-serif;">b. to the organising authority, committee or manager of the activity. <span style="font-family: Arial,Helvetica,sans-serif;">c. to the general public, the environment, environmental bodies and organisations, local residents, land managers, the mountaineering fraternity, fellow leaders and Mountain Leader Training.

<span style="font-family: Arial,Helvetica,sans-serif;">1.2 Specific Responsibilities
<span style="font-family: Arial,Helvetica,sans-serif;">a. to choose objectives appropriate to the experience, skills and motivation level of the group,the prevailing conditions and the leader's own experience and ability. <span style="font-family: Arial,Helvetica,sans-serif;">b. to carry out or supervise relevant planning considerations e.g. parental consent, authority clearance, personal and medical information, finances, insurance and transport. <span style="font-family: Arial,Helvetica,sans-serif;">c. to complete detailed preparations e.g. plan routes, check access, obtain weather forecasts and brief the group. <span style="font-family: Arial,Helvetica,sans-serif;">d. to ensure the group is appropriately prepared for the activity. <span style="font-family: Arial,Helvetica,sans-serif;">e. to comply with current legislation relating to the activities.

<span style="font-family: Arial,Helvetica,sans-serif;">1.3 Operational Responsibilities in the Mountains
<span style="font-family: Arial,Helvetica,sans-serif;">a. to manage the group effectively by setting and reviewing targets, performing ongoing risk assessments, positive decision making, delegating where appropriate, group control,discipline and good communication. <span style="font-family: Arial,Helvetica,sans-serif;">b. to meet the changing needs of the group paying particular regard to the health and fitness of its members, whilst maintaining confidence and enthusiasm. <span style="font-family: Arial,Helvetica,sans-serif;">c. to provide a safe and rewarding experience for each group member through involvement, interest, enjoyment and achievement, through imparting appropriate technical skills and competence and through fostering environmental awareness. <span style="font-family: Arial,Helvetica,sans-serif;">d. to evaluate the experience and motivate towards further participation. <span style="font-family: Arial,Helvetica,sans-serif;">e. to supervise groups on unaccompanied sections of a walk.

<span style="font-family: Arial,Helvetica,sans-serif;">1.4 Personal and Leadership Skills
<span style="font-family: Arial,Helvetica,sans-serif;">a. demonstrate a flexible leadership style and sound judgement with regard to the group and its objectives. <span style="font-family: Arial,Helvetica,sans-serif;">b. demonstrate good practice with regard to individual skills: pace, rhythm, foot placement, conservation of energy, balance and co-ordination. <span style="font-family: Arial,Helvetica,sans-serif;">c. make suitable route choices, interpret and evaluate terrain, revise routes where necessary. <span style="font-family: Arial,Helvetica,sans-serif;">d. identify and manage risk. <span style="font-family: Arial,Helvetica,sans-serif;">e. move with the group on difficult terrain including scree, narrow ridges and steep broken ground using appropriate techniques. <span style="font-family: Arial,Helvetica,sans-serif;">f. demonstrate effective group management and supervision skills."

<span style="font-family: Verdana,Geneva,sans-serif;">The "Gods of Management" and group leadership
<span style="font-family: Georgia,serif;">The Gods of Management is a book about how organisations are managed. The insights it provides may be helpful when considering how groups //are// led and how they //should be// led. More details are available in the book - see recommended books below

<span style="font-family: Georgia,serif;">In the "Zeus" model the leader is central and is involved in all decisions. While this may be appropriate for a group where only the leader is experienced, it would probably give rise to conflict within a group of peers. It also lacks resilience: in the former setting what would happen if the leader were incapacitated? It may, however, be the best approach to use in times of crisis where there is an leader with useful expertise not found elsewhere in the group.

<span style="font-family: Georgia,serif;">In the "Apollo" model there is clarity of role but people are not expected to stray from their role. The navigator should navigate and not worry about finding the best place to pitch camp or monitor well-being of the group. This approach may be necessary on large expeditions to avoid confusion but does come at the expense of loss of flexibility and, perhaps, reduced personal development and reward. It is not a model that copes well with change or the unexpected.

<span style="font-family: Georgia,serif;">In the "Athena" model group members work together in the best way to deal with problems as they arise, using the available expertise in the best way. A problem with this model is that it tends to be reactive, while in an outdoor setting a more proactive approach to safety may be more effective.

<span style="font-family: Georgia,serif;">The final model, "Dionysus", has the individuals taking primacy over the group, only staying with the other group members as long as it suits them.

<span style="font-family: Verdana,Geneva,sans-serif;">Links
<span style="font-family: Verdana,Geneva,sans-serif;">[|AMC outdoor leader handbook] <span style="font-family: Georgia,serif;">[|group management and supervision good practice] <span style="font-family: Georgia,serif;">[|"In the event of an incident" (MCofS)] <span style="font-family: Georgia,serif;">[|Emergency procedures - roles of leaders - and evacuations] <span style="font-family: Georgia,serif;">Trip planning guidance: <span style="font-family: Georgia,serif;">[|Walking technique] <span style="font-family: Georgia,serif;">In general, the pace should not be so fast that conversation is not feasible. <span style="font-family: Georgia,serif;">On steep slopes zig-zaggng may be easier than the direct route. <span style="font-family: Georgia,serif;">How to scramble (Glenmore Lodge)

Recommended books
<span style="font-family: Georgia,serif;">[|Leading and managing groups outdoors] <span style="font-family: Georgia,serif;">[|Outdoor Leadership] <span style="font-family: Georgia,serif;">[|Hill walking] (from MLTB) <span style="font-family: Georgia,serif;">[|Mountaincraft and leadership] <span style="font-family: Georgia,serif;">[|Gods of management]


 * <span style="color: #008000; font-family: Verdana,Geneva,sans-serif;">“May your trails be crooked, winding, lonesome, dangerous, leading to the most amazing view. May your mountains rise into and above the clouds.” **
 * <span style="color: #008000; font-family: Verdana,Geneva,sans-serif;">Edward Abbey **