The AT has a very simple trail marking system. It’s a white line painted on trees or posts along the trail. So hiking the AT requires nothing more than looking up for white markers, looking down so you don’t trip over any rocks, and looking around at the incredible beauty along the way. Not much daily strategizing if you have a good plan as my son, MD, did.
You see MD spent a lot of time planning out the trip. He created a great itinerary for my week with him as well as his three weeks on his own. He did a lot of research, talked to people who had hiked the AT, and reviewed his thinking with others. All this work fed into a great plan.
So while on the trail we spent little time figuring out where we were going each day, or calculating how far we’d walk, etc. The plan was good and unless conditions changed there was no reason to spend any time rehashing it. Instead we just got up, packed our gear and followed those white markers to our next camp site, enjoying the trail and the people we met on the way.
It reminded me of the temptation we have to continually want to rehash and revisit well thought out plans. People like to arm-chair quarterback, to debate and to continually question where a team, department or organization is going and how they’re getting there. Some people also have a high need to change, tweak and continually adjust a plan, in an effort to find perfection.
But when you have a good plan, this additional work brings little value to the process or end results. Too often it keeps people from focusing on the immediate, day-to-day work, the plan requires. And, more importantly, the extra work distracts us from the joy, adventure, and relationships that the journey of making the plan a reality brings.
I knew better. I knew the two most important pieces of gear I would use on the AT were my shoes and my pack. With everything else I could make some compromises, but not on shoes and packs. They had to be right. If they weren’t right my 7 day experience would be painful and exhausting. And unlike tents or stoves, shoes and packs have to fit correctly. In other words, you have to assure they’re customize to your body and walking style to function well. For instance I bought and broke in a pair Montrail shoes months before the trip. They were high rated trail running and hiking shoes which also fit me well.
On the other hand, I borrowed my pack from a good friend. It’s a quality pack but I never bothered to have it fitted correctly. I only began trying adjusting the straps while standing anxiously at the trail head getting ready to embark on our adventure. Not a very smart move considering my friend is taller and broader shouldered than I am.
So I spent the first four days desperately trying to adjust my pack so it sat properly on my hips and shoulders, all the while each of my shoulders, in turn, became sorer by the hour. Finally, I rigged up the straps with some string I brought (the Boy Scout in me) to hold them in relatively the right position. In the end the pack never quite fit right even after all my MacGyver moves which lead to a very sore body.
What’s the leadership lesson in all this? Well there are two, and you already know what they are. First, make sure you and your team have the right gear to do their job. It needs to be quality gear designed specifically for the work to be done. And second, the gear must meet the needs (style, environment, etc.) of the individual using them. The gear needs to be as personalized as possible. If you follow these two lessons – quality gear, personalized for the person using it – then work will be less painful and you and your team will be less likely to leave the trail early.