Some people say that Beijing Outward Bound training is a place to discover talent, others say it's a place to build courage, and still others say outward bound companies help teams progress. In fact, none of these statements are wrong. Outdoor experiential training not only benefits the team but also provides obvious help and inspiration to individuals. Compared to its impact on the team, I believe its influence on individuals is more immediate. After all, it's the conversations among participants after the outward bound activities that reveal the effectiveness of the training. Teams do not converse; when the team performs, only those within the group will notice the changes. Some less observant individuals in Beijing's outward bound bases may not even notice the team's improvement.
For individuals, outward bound training is a good way to re-establish oneself. In the training, we first require everyone to reasonably establish their authority within the team. It's not just the leaders who need to establish authority; the authority of ordinary employees within the team is also very important. Nowadays, no matter what work you do, communication is necessary. It's difficult for one person to independently complete tasks. If you lack authority at work, your efficiency will drastically decrease.
For every successful leader, playing a leadership role during critical periods is a latent ability and tool. Leaders with high authority are greatly loved by employees, making their work proceed smoothly with instant responses, orders followed without question, and prohibitions immediately heeded. Conversely, leaders with low authority find their work akin to "rowing against the current," frequently encountering artificial resistance and pressure, often falling into the awkward situation of "no one listens to what I say, no one follows what I do." To a certain extent, leadership work is about harnessing the power generated by one's own authority; leadership art is about continuously enhancing one's own authority. A leader who is not good at improving their own authority finds it hard to gain public recognition and create excellent results. More profoundly speaking, authority is the lifeblood of a leader.
Historically, wise leaders have cherished their authority among the masses. They focus on maintaining close ties with the masses, establishing a good personal image, cultivating noble character charm, and forming unique leadership styles. They treat others leniently and discipline themselves strictly; they act decisively and have strong work ethics; they are approachable and distinguish between public and private matters; some are diligent and down-to-earth, avoiding superficiality; some are wise and enterprising, daring to be pioneers. These various ways in which leaders establish their own authority differ in methods and styles. However, from a general perspective, being "consistent" is an indispensable point.
Some leaders deliberately imitate authority in their work, forcibly imposing authority they shouldn't possess, arbitrarily ordering and commanding others, even recklessly wielding their power to show off their might, leading to extremes. The result is counterproductive, losing their foundation in front of the masses and having no authority to speak of. Other leaders, when facing difficulties, cannot respond promptly, rashly concluding before fully understanding the situation. Since these decisions feel unfeasible even to themselves, out of personal pride, they dare not retract their words, lacking the courage to face their mistakes directly. This behavior has already harmed employees in daily life, changing the nature of leadership in the eyes of employees. Consequently, they won't work as attentively or devotedly, ultimately affecting the company itself.
After completing individual outdoor training with an outward bound company, don't deliberately display your authoritative abilities or consciously experience your authority. Instead, unconsciously apply the methods taught by the coach. Always remember not to deliberately perform, because what is performed is not genuine and not accepted by others. We should gradually and strictly discipline ourselves, naturally developing this quality without giving the impression of a drastic change. If the impression of you at work changes drastically after returning, people will distance themselves from you. Beijing's outward bound companies specifically offer courses on how to establish personal authority in the workplace, sharing new insights during the course implementation process.
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Article reprinted from: http://www.blwh.cn/dg_more.asp?id=115