Everest-The Hard Way: a Chat with Sir Chris Bonington

It’s every mountaineers dream to be on the World’s highest peak-Mount Everest. Mine too! I was therefore excited when I was invited for a lecture by Sir Chris Bonington in Mumbai. I am late in my posting on Sir Bonington. I met him almost three weeks ago.
He is one of the world’s greatest living and most successful expedition leaders in the history of mountaineering. He has several firsts in his life. In 1970 he led the expedition that climbed the South Face of Annapurna and in 1975 achieved success on Everest - the Hard Way, up its huge South West Face. Four strong expeditions had tried and failed. He reached the summit of Everest in 1985 at the age of fifty but the challenges that now attract him are the few exciting unclimbed peaks that are left in the World's further ranges he says.
He has established himself as an outstanding motivational speaker. More recently, he was invited by the Himalayan Club of India and High Places Management to deliver a lecture on his experiences. Listening to Sir Chris Bonington talk about his long career as a climber was encouraging and delightful. At 73 he still is so fit and gets as excited as any of us mountaineers get with the idea of climbing. He now spends part of his time passing on many of the lessons he's learned on the world's highest and hardest climbs and the rest half is spent climbing.
According to him the climbing principles and business principles are all identical. What's interesting about his lectures is that he largely uses his own expeditions as examples to talk about motivation, leadership, decision making, obstacle tackling etc. For most he prefers using the his 1975 Everest expedition as a case study and a model as according to him that's the expedition where he was the expedition team leader had to overcome several challenges to be successful. While using the 1975 expedition as a n example he actually takes the audience through the expedition. Setting clear objectives, risk management, delegation and a democratic style of leadership are all elements of the approach, which he presents to audiences of climbers or business people alike.
Considering the fact that today increasingly Indian companies are looking at outbound management as an important learning technique for their employees. Most companies callot two of three days in a year wherein they take them on a offsite and through adventure activities try and achieve team building and leadership motives. That explains why there were quite a few corporate executives apart from ofcourse mountaineers at this gathering.
A successful; climber does not fight his environment. He or she must become attuned to it, interpreting the signs and taking appropriate action. He needs to adapt his strategies to the changing realities of the elements, the terrain and the capabilities of the other team members. Indeed climbing provides a strong metaphor for many, at times traumatic changes that today are taking place throughout work place. Bonington through his talks underlines the lessons to be learnt and to help build a strategy for life-not just to survive-but to succeed and prosper.
When I asked Bonington how did it all start for him he said that his own objectives were set at the age of 16, when mountains first excited his imagination. “The pattern of lichen on rock, a few blades of grass, the dark, still shape of a lake below, the form of the hills and clouds above might be the same view seen by the passenger on a mountain railway, but transported to his viewpoint among a crowd, he cannot see what I, the climber, can. This is not an elitist ethic, but rather the deeper sensuous involvement that the climber has with mountains around him, a feeling heightened by the stimulus of risk.” I could quite relate to what he was saying as most of my friends who are not mountaineers or even remotely would not think of walking even 15 minutes think that I am crazy when they see that at a drop of a hat I could drop everything and just go climbing.
But is it really worth all the hardship, pain and grief? Some ask. Bonington says: “ I myself ask this question to myself sometimes. And I realize I've got to be realistic. An awful lot of my friends have died in the mountains and I've had lots of narrow escapes myself, but at the end of it all I'm prepared to take that risk for the sheer quality of the life I lead. Maybe it's a very selfish approach, but I think it's probably the one of most extreme adventurers.” I truly agree.
Having said that, Bonington is quick to point out that risk management is extremely important. “It's not a matter of doing something dangerous dangerously, it's a matter of going into a potential high-risk situation and using all your skill, your knowledge, your experience to neutralize the danger element and come through it. Climbing is an evolutionary process. The wise put in their apprenticeship.” Bonington's apprenticeship was served first on the hills of Britain, but within a few years he was earning a reputation for difficult ascents in the Alps, the traditional training ground for the world's best.
With regard to leadership one valid point that he made and which I felt is true to all professions is the fact that being a leader does not mean authoritative or dominating on your peers but that person is a true leader who consults his team gets their opinions on issues. He says: “When you are a leader you are dependent on the respect that your team has for you. And this is true of all jobs. Simultaneously the team members also need to feel consulted and feel their opinions are respected”.
According to him leadership is about caring for every individual member of your team and not about only achieving your final goal. Infact in the 1975 expedition Sir Bonington towards the end decided to pull his name out of the summit. Although he was the expedition leader he did not summit the Everest in that expedition. He says: “When I chose to pull my name out of the summit. It was very easy for me to do it because for me at that point in time it was important to have a harmonious achievement rather than fulfill my personal ambition.”
Sir Bonington’s style of presentation is very good. He says” describing and telling a story has all lessons and experience within it.” “Leadership is all about working as a team to achieve a common goal. This is precisely what he did as a leader of the group in the 1975 expedition.”
He actually took us on his ascent of the South West Face of Everest in 1975. He mentioned that it was the largest and most complex expedition ever to leave Britain, tackling what is arguably the most daunting challenge in the history of climbing – ‘Everest the Hard Way’. Five strong expeditions had already tried and failed.
He first took us through the planning process and then on to the climb itself, setting the scene, giving all the relevant information but then asking the participants for their solutions to the problems involved. Later he would explain how he solved the problem. The questions examined are ones of leadership and dealing with people rather than climbing tactics. He used many of the powerful images of his expedition that were interesting.
During the course of the discussion he brought the participants back to their own work day challenges and encouraged them to compare these with the issues that we explore on the mountain. This approach I found got all the participants in the hall excited and involved. I realized that for all of us it seemed like we were also part of the expedition and that were climbing as well, exploring different ways to deal with issues as they occur in the course of the expedition.
Exploration of the unknown is a theme he returns to again and again in Quest for Adventure. This expression of personal exploration is also a theme that carries weight in a business setting. Bonington aims to inspire others to tap their hidden potential in other walks of life. It's not just motivating for the audience: “The best stories are not just for telling the world, they're also stories you savour yourself as a bit of your own personal life's experience.”
Despite the risks, and the high price he has paid though the loss of dear friends, Bonington's appetite for climbing remains. There's certainly no shortage of challenges left. Bonington's best guess is that "there's enough pioneering climbing to last another 50, 60, 100 years.