/ProcureVue%20Logo%20-%20Dark%20Background%20(6).png "ProcureVue Logo - Dark Background (6)")
/Vue%E2%84%A2%20Logo%20-%20(Dark%20Blue).png?width=692&name=Vue%E2%84%A2%20Logo%20-%20(Dark%20Blue).png "Vue™ Logo - (Dark Blue)")
We made it! After three and a half years of planning, complete with Covid disruptions, it took us eight and a half hours from our final base at the School Hut camp (4,800m) to climb to the Uhuru peak at 5,895m. This achievement was due to some hard work on our part, including the previous six days of walking and acclimatizing to the increasing altitude levels. It was also the result of a much broader team effort.
I have long held the opinion that mountain climbing is an excellent team-building exercise, and our adventures on Mt. Kilimanjaro confirmed this. We had a crew of 42 in support of our group of 10 climbers, including 35 porters, two cooks, one person in charge of toilets, and four guides. Efficiency comes with scale – a smaller group of two still requires a 15-person support crew on the mountain. Kilimanjaro Experts, the company that we used to support our ascent, encourages an open environment between the climbers and the support crew, and this created a positive atmosphere on the trail and in the camps, with everybody pulling towards the final ascent.
The result was the outbreak of warm relationships and friendships on the mountain that will likely last. I am still in regular contact with the guy I shared a tent with for two weeks in Nepal in 2001, and this will be repeated with my new African companions from the climbers and the guides. The common goal of getting all 10 climbers to the top gave everyone a clear focus, and the successful ascent of all is a testament to this. Due to the varying experience levels, ages, and fitness, we effectively split into four groups for the final ascent. These groups moved at different speeds, but everyone reached the peak in less than 10 hours.
Walking in the mountains provides a lot of time for reflection, and it was great to watch relationships develop throughout the experience. Group members’ ages ranged from 25-64, with everyone getting along wonderfully. The nature of the walk towards the mountain provided the chance to talk with everyone, so the environment was ideal for encouraging communication. This is more challenging in an office or remote working environment as there is usually less time to talk and explore ideas together. Companies could learn from this and actively promote communications within teams and between teams. Sending everyone to climb Kilimanjaro is a radical option. Still, there must be many degrees below this where communications could be improved with few changes and minimal costs.
The value of a common purpose or goal was also a driving force behind what we achieved. This was a team of 52 with the clear intention to get nearly 20 people to the summit, including the guides and supplementary guides for the final push. Companies can also learn from this principle and should provide clear goals and targets their teams can understand, engage with, and pursue. A shared sense of direction can only bring benefits across all time scales, from immediate to long-term scenarios.
I want to thank the entire support crew from Kilimanjaro Experts and my fellow climbers for their help in realizing one of my dreams. I would also like to thank the ProcureVue™ team for supporting my adventures. Finally, I am raising money to support the Samson Centre in Guildford, UK. This centre has been built and continues to run through charitable donations, so any money you can give will help someone. The Samson Centre empowers people with Multiple Sclerosis and provides essential support at any stage of their journey. The link to the JustGiving website is below:
