The Program

Aerial Boundaries’ leadership programs begin in the weeks before with a survey of core competencies for individuals as well as the organization. We are building together a process of Appreciative Inquiry in which you and your organization focus on key strengths to mobilize positive change. Through the course of the program we will come back to this theme of recognizing and utilyzing your strengths to motivate staff, foster inovation and imagination, and create a stronger, more dynamic organization.

Field sessions are based on our successful Patagonia program. Individuals become “leader of the day” and help guide us through climbing, canyoneering, hiking, and kayaking activities. Participants consult with our professional guides about the day’s objective and goals and are responsible for weaving in a discussion based on leadership readings assigned before the field session. During the days we explore our environment while in the evening we discuss the day’s experiences around the campfire or in a comfortable lodge.

An important element of our program are social impact projects. Each trip we work with a local non-profit organization to implement a project that benefits the local community in some way. Projects that we have done in the past include trail building, brainstorming marketing and strategic plans for growing organizations, and even helping to design a regional recycling program. These projects are designed to:

- Demonstrate the value of service in learning leadership skills

- Create a community connection between organizations and local populations

- Provide an example of the transformative effects of doing good for other people

Aerial Boundaries Leadership Parameters

Our field sessions are based on the following leadership parameters, based on over 50 years of combined leadership experience in business and the outdoors. Participants are asked to keep in mind these points as we go through the week and reflect on how they and others implemented these ideas:

Community – as opposed to team. Communities have an outward face, involve all participants, and work for the betterment of the whole. Communities are also based on shared respect and love for the other participants in our journey – friends, family, neighbors, co-workers, even competitors.

Group Leadership – the leader is the “keeper of the vision.” She works for the group as a whole, shaping their vision into action. She uses her community to make decisions and get information.

Collaboration – A good leader works collaboratively with his community, both within the organization and without. Co-laboration divides work and creates more opportunities.

Journey – we tend to focus on goals forgetting about the joy of the journey getting to that place. Being mindful of the journey helps us to appreciate the process of getting to our destination and take advantage of opportunities along the way

Vision – the ultimate goal of what we want to achieve. “Pie-in-the-sky” framing of our destination. The best visions are produced by the whole community, not necessarily by the leader/s.

Process vs. destination – We are not always able to achieve everything we set out to. But the process of acheiveing goals has its own rewards. We learn more about ourselves, find weaknesse in our skills or information, and become more mindful of how to achieve our next goal should we not reach the intended destination.

Use of Resources – Good leaders know their assets and how to use them wisely and efficiently.

Problem solving – Identifying, anylizing and solving problems needs to happen quickly and efficiently to maximize use of resources and minimize risk.

Empowering Individuals/community – The community of people you lead are your best resource. Empowering them fires motivation, creativity and results.

Environmental Stewardship – There are many examples in business of “Going Green.” Focusing on sustainability is not only good for the environment, but spurs innovation and creates a common goal for the community. Here’s what some great minds have said about sustainability:

“There is no business to be done on a dead planet.” – David Brower

“Every decision I ever made to benefit the environment has made me money.” – Yvon Chouinard

Direction – anticipating needs, using a kind but direct approach are hallmarks of good direction. People need to feel like they are part of the process when directions are given.

Decision Making – identify the challenge, gather information, then act. Decisions are often made “on the fly” when experience plays a major factor in getting it right. Long-term decision are sometimes easier as you have more time to gather information and adjust your decision.

Communication – Clear, direct, to the point. It’s important to check for understanding to make sure everyone knows what happens next.