Teton Climbing-Teewinot

Day 1 of 2012 Cathedral Traverse with Brenton Reagan​.  Shot with a Go Pro HERO 2 somewhere on the side of Teewinot Mountain.  Teewinot (12,330 ft) is one of the major peaks of the Teton Range, and the first mountain climbed in pursuit of the Cathedral or Grand Traverse.  We were stopped for a water break, using an alpine straw to reload water bottles.

Adventure Bike Review- KTM 690 Enduro R (Part 1)

The next level

It is apparent to me that people everywhere, especially leaders are all under the same pressure- get to the next level.  Whether it's growth, efficiency, strength or speed, the status quo is the enemy.  Managers want staff that understand that, and can contribute to achieving the right results at the right time.  Senior managers want managers that understand what results their teams should be achieving, and can drive their teams to meet those goals.  CEO's want senior management to deliver results, while operating with minimal direction.  It doesn't matter what type of organization you work for, what team you are a part of, or if you are operating as an independent entrepreneur, we are all expected to get to the next level.  Individuals that fail to understand this dynamic are at risk of being outpaced in their organizations or teams.  Those that recognize the need to get to the next level, and can consistently achieve it will benefit in their quest for continued advancement.

How do you do it?  For starters, you need understand that to get to a new level requires advancing from the current level.  We will call the current level normal.  Normal isn't the goal.  If you have come to believe that it is, then let's pause here and do a quick mental reset.  Normal isn't the goal or the expectation for very much in life.  Somewhere beyond normal is the goal. 

How do you get there? 

In order to get beyond normal you must understand three things. The first thing you have to figure out and accept with honesty is to know where you are.  Knowing where you are will tell you what normal is.  If you are struggling with that knowledge you cannot progress.  Whether you work for a large corporation, you are an entrepreneur, an athlete, soldier or you are just trying to progress on personal level in your sport or hobby, you have to be absolutely sure you understand where you are.  I'll use an example from the Military.  The Army's SF Selection course (SFAS) is famous for land navigation tests, called the "STAR Course".  Each STAR course can cover 15-25 Kilometers, and you are required to pass them multiple times. You are tested in the daytime, night time, good weather, bad weather and all while carrying a heavy ruck.  When you are navigating really long distances at night and with a 60-70 lb. ruck it can be very easy to lose track of where you are, on a detailed level.  The darkness, hunger, fatigue and weight of the ruck on your back are all factors that can easily disorient you.  You'll keep track of the big pieces of information normally and probably remember that you are in the US, in the State of North Carolina and near Ft. Bragg.  But those facts are not sufficient when you are aiming for a single, very small point in the distance, and in the dark. You have to know where you are down to a specific, very precise position on the map if you expect to find your destination (usually a grumpy retired Green Beret in a tent).  When you are desperate to pass a STAR course and you become disoriented, you have to stop, maybe take your ruck off for a minute, and do a map check.  You HAVE to figure out where you are. There is no other way you can move forward if you don't.  Each of us has our own unique factors in our lives that constantly disorient us in our pursuit of advancement. We have our own darkness, fatigue, hunger and heavy rucks to carry.  How you do your own map check at your job, with your business or your own performance goals will differ based on your unique circumstances, but you must figure out where you are.  You need to spend enough time on this step to make sure you really understand it. You have to remove the emotion, attitude, pride and ego from the equation, and get down to the bare bones facts of your situation. Find your own way to disconnect and gain perspective.  On a STAR course, at night that means pulling out your map, small red light, and crawling under a poncho to ensure that no light escapes while you try to figure out where you are.  How you perform your personal map check will be unique, but it will probably require a serious pause in your current routine, getting some sleep and finding a place you can stare at your own map for as long as you need to in order to orient yourself. 

"Somewhere beyond normal is the goal"

The second thing you have to understand is what goal you are pursuing.  Where are you trying to get to?  What are you expected to achieve (what does your boss, or team expect of you)?  What do you want your business to do?  If figuring out where you are can be compared to a map check, then figuring out where you need to go is like your own personal mission brief.  Only don't expect to be spoon fed the instructions or handed your mission brief by your boss or those in charge.  Sometimes that happens but often especially in corporations, in business or in our personal goals, we don't have the benefit of having a clear plan handed to us.  Even in cases where we are expected to perform in such a way as to achieve goals that are clearly part of someone else's plan, you cannot expect to have the instructions handed to you.  This is just the way it is, especially in the modern era.  Accept it and move on.  You have to realize that you must create your own personal or team mission brief to guide you.  You've done your map check and figured out where you are, now devote the time necessary to learn where you need to go.  If you work in a large organization, you have plenty of resources available to help.  Personal dialogue with those above, behind and to the left and right of you, online information from your company's website, business journals, industry news and company events are all things you can access to improve your knowledge of your organization's goals. Start volunteering for more and be present in more places, especially if it puts you in position to improve your situational awareness about your organization's goals.  If you are an entrepreneur or on an individual quest, use your mentors or trusted friends to help you understand where you need to go. Remember, you've got the heavy ruck on, and it's digging into your shoulders while you are rushing to your destination.  Pause and ask those in your life who have already passed the STAR course to help you understand where to go.  It is important to have at least one, very clear and very specific objective in the near future that you are aiming for.  Next level performance requires immediate or short term performance improvement.  This isn't the time for your 5 year plan.  Daily, weekly and monthly are the time frames you need to operate in, to move into the next level. 

The third, and perhaps most critical thing you have to figure out, in order to get to the next level, is what action is necessary to move from where you are to where you need to go?  Achieving next level performance often requires a combination of boldness, strength, endurance and skill.  Let's go back to the STAR course example.  When you've drifted off course, and figured it out, your not "out of the woods" yet.  There's a few things you've got to do if you want to fix your errors and pass the course.  The first is you've got to put your ruck back on and start moving (boldness).  If you've made a big error, then you've probably got to move faster than you were previously because you are now behind schedule (strength/endurance).  You've then got to move in a direction that gets you back to your original course while keeping track of your time, distance and how fast you are traveling and maintain the focus necessary to negotiate new obstacles and avoid making another mistake (skill).  On a STAR course it's easy to know what you need to do. The skills required to be successful are walking long distances, with a heavy pack, while reading a map and compass and following an azimuth that is leading you towards your objective.  It's often much more complicated than that in other parts of our lives.  Most of the time only you, once you've figured out the first two steps in getting to the next level, will understand what action is required in your individual life to get there.  Do you need to invest more time at work?  Do you need to invest more in your education (whether formally or informally)?  Do you need to learn new technology?  Do you need to hire more or build a different team?  Do you need to have more adventure or create more balance so you can stay in sync with how you want to live?  Do you need to simplify your life, and focus on the one or two things that are most important?  Do you need a new teammate like David Rutherford to motivate you, or a training plan from Mountain Athlete to focus you?  Do you need to climb a mountain?  Once you figure out the first two things, you can, in fact only you can, build your own mission plan for getting to the next level. 

Beyond normal limits requires aggressive action and specific skill applied towards bold objectives. 

Now get after it!

About the author- Brad

A dynamic leader known for operational focus and delivering results.  Highly adaptable and equally comfortable leading epic outdoor adventures, corporate teams or operating in critical environments.  An expert at Beyond Normal Limits performance.  Brad founded AOG in 2009 to offer high impact adventure and tactical training to motivated teams and organizations.  As a veteran, he lives the warrior ethos as a way of life and embodies an unconventional mindset and adaptability in all pursuits. An accomplished adventurer, tactical instructor, corporate leader and international traveler, he has trained and prepared hundreds of students to work in high threat environments, operated extensively around the world and created custom leadership events for elite  teams.

About AOG-

Adventure Operations Group (AOG) is veteran owned and dedicated to the pursuits of "Beyond Normal Limits" adventure.  AOG leads epic missions, high impact training programs and creates inspiring content to share our way of life with people everywhere who want to reach a new level.  Our brand is Beyond Normal Limits. Whether we are riding into a new adventure, training in the mountains, in the water or on the range, AOG's missions are unique and emphasize focus, being bold, pushing hard and a beyond normal limits mindset. Thanks for joining us on this journey.  Follow AOG for future missions.

www.adventureoperationsgroup.com

Be Bold

There are alot of people finishing their second week of the New Year, who have already forgotten about their resolutions.  Want to know why?  It's because they resolved to do things they should already be doing.  Lose weight, eat healthier, read more, travel more, ETC.  What they need to do, is just do what they should, when they should. That's why most people lost track of resolutions so quickly.  They resolve to do things that are important, but not big, and not bold.

Take it one step further.  What gets us in the most trouble, in life, at work, in the outdoors or downrange is not doing what needs to be done, what we should do, when the time calls for it. When that happens, we get off track and get in trouble. Getting back on track takes some real effort then.  It usually takes bold action to course correct when we've strayed from the right path.

But what if we could avoid that fate altogether? 

What if, each year we started off on track?  

What if we did what needed to be done, when we needed to do it?  

What if we then used our reserve of bold action to build something new, to climb a mountain, surf a giant wave or ride into a new adventure with friends?  

What could we accomplish?  

What would we figure out if our boldness was used to move forward, not side to side?  

Do you sincerely think that if you resolved to climb the Grand Teton in 2016, that you would have forgotten it already? 

Let's make 2016 the year to find out.  Wake up tomorrow determined to do what needs to be done in you're life, when it needs to be done, the right way.  Then, find something that excites you, inspires you, or challenges you, and be bold.  You won't forget a bold resolution.  

What's yours going to be?

Epic Razor fail

Dual Sport West Virginia- Part One

Part One of a multi-day enduro mission to West Virginia.  A four man team from Adventure Operations Group invaded the Hatfield-McCoy Trail system with three KTM's and a Kawasaki.  Mud, Rocks, Hills and carnage ensued.  Thanks for watching, enjoy.  Follow AOG on You Tube and Facebook to stayed updated on our future missions.  B-rad

Dual Sport West Virginia-Part One

https://youtu.be/gddpEWnYsq8

Sao Paulo lane splitting

Mission to Ocala National Forest

Here's a video from a recent 2 wheeled mission to Ocala National Forest.  It was super fun.  Riding in deep sand is no joke, and takes a lot of the right skill to make it through, pushing hard all day in the epic Florida heat!  Enjoy.

https://www.youtube.com/watch?v=W0XZV11T62I

Corporate Survival- Part 3 no win situations



 

Corporate Survival- It's your choice.

Are you stressed out at work or frustrated in your career?  If you said yes, you are not alone.  Today, more employees than ever before are experiencing unhealthy levels of stress and frustration in their jobs.

Conditions such as under performing peers, unsuccessful managers, organizational instability, and marketplace disruptions plague almost every team, project and company.  These conditions can make life almost unbearable at times for individuals that are forced to endure them, creating unhealthy levels of stress that can impact every facet of our lives. 
 
Don't think for a second that organizations always get it right when making strategic decisions, managing the day to day or promoting or hiring for key positions, they often don't.  Your individual situation at your company, regardless of the size of your organization is a multi-faceted and complex operating environment that is influenced by decisions and inputs from many stakeholders, often with competing and disparate agendas.  The larger your organization, the more complex and competitive your industry, increases the likelihood that the level of dysfunction and misalignment in your day to day is at unhealthy levels.  Understandably, almost no organizational decision is made with the individual in mind.  Many times the real reasons behind decisions that have a direct impact on you, seem confusing or even contrary to the success of the business. 

Also, don't forget that running companies, managing teams and projects is very difficult work.  Decisions by managers are often made with incomplete information, compressed schedules or other confidential factors and are forced upon teams that are understaffed or caught up in the midst of change.  Sometimes, depending on the industry, decisions made by senior managers can take months or years before the determination can be made as to whether or not the decision was correct, or successful.  Often times, the person who made the original decision is no longer there, and there is a new manager, maybe it's you, who is attempting to execute strategy that may not even be correct.  Sound familiar? 

Some people have endured circumstances described above for so long that they think it is normal, or the way it's supposed to be. 

There are many business books and support mechanisms in place to increase your leadership skills, improve your communication, motivate you towards making the entrepreneurial leap and so on.  But the truth is that most individuals are compelled to endure their current situation for longer than desired, longer than is healthy, longer than they should, out of necessity or more specifically, out of survival. 

Has this ever happened to you or someone you know?  What should you do if you find yourself in an unpleasant situation at work that is causing too much stress and anxiety and for whatever reason you cannot break away from it? 

Take immediate steps to increase your situational awareness.

 

Engage your organizational OODA (Observe, Orient, Decide, Act) loop.

1. Observation is your most critical skill. You may not be able to escape the situation, but you will be better able to survive it by learning as much as you can.  Consider factors that are outside of your normal altitude.  Do research on your industry, your competition, senior leaders of your organization. 

2. Orient yourself around a mission.  You will always be right to focus on accomplishing your organization or your team's mission.  I did not say you will always be recognized for doing so, but you will always be right.  Create positive goals built upon daily accomplishments, no matter how small or simple.  Encourage and teach your teammates to follow your example. 

3. Decide to survive.  Survival is a deliberate choice.  If you know you can't leave, then you have no choice.  Don't follow phonies or think you must act like them to succeed.

4. Act- Be action oriented.  Strive for results.  Expect the unexpected.  Work harder.  Support your team.  Find someone to trust at your organization.  Don't be afraid.  Take bold risks when the time is right.

Although few companies are without some measure of dysfunction, organizational tension or failing projects, there are many that consistently get "it" right, and have brand zealots as employees to show for it.  Talk with someone from USAA, Enterprise Rental Car, Chick-Fil-A and of course Google and many of the social media companies.  Check out Fortune Magazine's annual "100 Best companies to work for" survey and learn what makes these companies great places to work for.  Keep your corporate OODA loop engaged, and look for ways to improve your situation.  Of course, if you see an opportunity to make a big change, and the timing is right in your individual life, then do it.  It's not your responsibility to endure forever, environments that are persistently stressful and negative. 

Always remember, survival, especially corporate survival, is a deliberate choice. 

"Beyond Normal Limits", are you ready for it?

B-rad.

 



Adventure Operations Group offers corporate team building, discreet assessments and consulting  designed to enhance performance and create "Beyond Normal Limits" individuals and teams.  Contact us today to learn more.
 www.adventureoperationsgroup.com

3W's basics

Ok, for all you who got some cozy new threads in your stocking this year.  Here's a few quick tips from Josh to make sure you stay comfortable on your next mission outdoors.  Look for more tech and performance tips from AOG in 2015.

Cheers,

B-rad

3W's-

We pride ourselves in providing the right equipment for the job and this time of year staying warm and dry is high on our list of priorities.  Everyone, from the weekend hiker to the guy doing a recce on a ridgeline in Afghanistan, needs some kind of layering system to maintain a core temperature for survival.  As a SERE Instructor we lived by the 3 W’s, Wicking, Warmth, and Weather.

A wicking layer pulls moisture away from the body and dries relatively quickly.  This allows your body to sweat while exerting effort but not stay soaked and drop your body temperature when the ambient temperature drops.  There are plenty of synthetic choices but I’m a fan of natural fibers like merino wool.

The warmth layer does just that, provides warmth relative to your environment.  How much warmth depends on your AO, but it should be capable of keeping you alive when combined with the other layers.  A 200 weight fleece might be fine for a fall overnighter in western North Carolina, but could prove deadly on a winter night in Hells Canyon.

The weather layer is typically waterproof, but at least highly water and wind resistant.  The purpose is to keep rain, snow, and wind off of you.  Even in relatively mild weather your body temperature can plummet to dangerously low levels while sweating and a cool breeze blowing through.  I prefer a hood on a weather layer to keep rain and snow finding its way down my neck and chilling me to the bone.

There is no shortage of technological advances in outdoor wear.  Synthetic wicking materials, wind proof fleeces, soft shells, hybrid insulating layers, and the list goes on and on.  You can feasibly get the 3 W’s down to two, as long as they can accomplish the required tasks above, but you will lose some ability to adapt to your ever changing environment.  There’s always a tradeoff.

One last thing to consider is your extremities.  Good boots and socks, gloves, and something to cover your melon can make you happy in even the worst weather conditions.  Careful consideration of the gear you choose can mean the difference between a good hike and a horrible weekend, mission success or mission failure.  Who knows, it might even save your life.

Josh

Alaska- 2 person, 15 day self supported big game mission!

Here is a pre-trip SITREP from AOG friend and teammate James Croy.  James is from Alaska and is currently in the field, no doubt pushing it beyond normal limits on this mission with his teammate Mike. Good luck boys.  B-rad


James Croy pre mission SITREP-

 

It's fall here in Alaska, which of course means fall colors, back country adventures and hunting season. My good friend and former Ranger Mike approached me last year about going on a 15+ day ATV excursion into the back country of Alaska to go hunting.   I immediately agreed and we began pre mission planning for what would truly be an epic adventure with a great friend.  The concept may seem fairly simple but honestly when it comes to heading into the "bush" as we call up it here nothing is simple.  In fact there are many challenges to overcome for an extended trip such as this.

Undertaking an Alaskan mission like this is daunting and requires more than a simple 3B's (Beans, Bullets, Band-Aids) logistics plan. In reality there are many dimensions to surviving and thriving on a multi-day self-supported Alaskan big game hunting trip.  To give some scope this trip is for two men unsupported for 15+ days in a really remote part of Alaska (remote= 50+ miles down an unimproved dirt road, then 30-50 miles as the crow flies off that road with no other road within 100 miles of that). So no cell service, no satellite phone, no roads, very few trails and no structures to use as shelter except for what we take with us. Having any kind of failure could literally be catastrophic with results ranging from a very bad day to death. I could write a book on how wild it is out in Alaska's bush country and how dangerous it is if you’re unprepared or even when you are prepared.

Reality check

Just because we are using ATV's on this mission doesn't mean we can haul heavy and take unnecessary gear going in. All of our gear and logistics needs are carefully figured for weight and size. If we are both successful hunters we figure on coming back from the bush with 1600-2000 lbs. of meat. Yes you read that right. A Large Alaska-Yukon Moose can weigh in at 800-1000+ per animal after being quartered for transport.  Hauling that much weight out on ATV’s is challenging on a good day. When factoring in the potential Alaskan backcountry contingencies; Grizzly's or Black bears, steep and uneven terrain, rivers, streams, boreal forest, tundra, glacial boulder fields and steep and very uneven terrain- you can understand that hauling that much weight out becomes even more daunting.

"When undertaking a mission like this the quality and preparation of your gear is paramount"

I've been doing trips like this for over 30 years and a lot of my knowledge of gear and experience has simply come from both success and failure.  Gear failures are going to happen, period.  Minimizing the effects of the failure, or being able to make field repairs is an absolute necessity.  In other words, always be ready to improvise when necessary.   I will not get into the brand name, “Ford-Chevy debate" or the "you should take XYZ whizz-bang gadget".  When I mention brand names it's for reference only, not a brand endorsement for your unique situation or mission.  The only thing I will say about the gear you choose is to make sure it WORKS WELL prior to taking it to the field. In other words test it thoroughly under various conditions.  Understanding the limits of your gear and your individual abilities is critical in many activities, none more so than Alaskan backcountry travel. 

"Planning for this mission started almost a year in advance and encompassed coordinating overall logistics, total time in the field and team and individual equipment needs" 

The machines   

I will be using my Artic Cat TRV550 towing an ATV trailer. Mike will use a 2011 Artic Cat Mud-Pro 700 with an ATV trailer. We fitted both machines with a 2500# winches on the front and Mike's with a rear #2500 winch. We added 40 watt LED lights to front of both machines. Other than Tires, LED Lights and the winches, the machines are bone stock. We will each carry 15 gallons of extra fuel for each machine.   We both have tools assembled to do minor to medium emergency repairs in the field plus we each carry recovery gear. Taking a tool kit beyond the OEM supplied kit is really mandatory, Sockets, wrenches, tire repair, etc. Here is where experience, knowing your machine, and how to do field repairs comes into play. If you don't know how wrench on your machine, LEARN! Recovery gear is also critical because you are definitely going to get stuck. It's not if, it's WHEN you do. So bring a shovel, ax/saw, tow ropes (more than one), block and tackle if possible. Recovery gear makes it possible to get you, the machine, your gear and cargo back home at the end of the mission. We did reliability checks again and again, ensuring each piece of added gear and all of the accessories worked properly. 
 

 

 

Camping gear

As with all missions that involve camping, some gear is essential and some is just plain snivel gear. We obviously trend toward the essential, but do allow for a few gear choices to improve comfort in the field. For our shelter on this mission I am bringing my freestanding 6 man tent man (sierra designs Bedouin 6). That will be our base camp accommodations. There are numerous reasons for such a large tent for two people: you can stand inside it, dress or undress out of the weather, hang and dry wet or damp clothes and when necessary, all of your personal gear can come inside. For cooking needs on this mission we have chosen to run propane for the stove and heater in base camp.  We are bringing enough propane (in 1lb bottles) for the expected duration plus 3 days. Mike built a great mini alcohol stove and I use a Giga stove that travels in my "go bag". Water Filters- in base camp we have 2 Katadyn gravity filters and two MSR mini-works for out and about. We have 4 Primus Butane lanterns for base camp also. We constructed a table from one the ATV trailer lids and have enough tarps/cordage to construct improvised weather ports. It sounds like a given but where we are hunting there are trees (some places in Alaska don't have trees) so we should have enough natural pole making material and fire abilities should we need.

 





Food

I've learned over the years that the difference between a great Alaska trip and crappy one is good coffee, an occasional shower, a warm, dry place to sleep and good food. Next to fire, Chow is the most important component of backcountry morale.  I find plain, freeze dried camping meals to be lacking in what I like to call “flavor”.  I go to the grocery store and purchase shelf stable food for extended missions such as this one. They are still simple meals; most only require boiling water but are loads better tasting than backpacking meals (see picture).  I’ll bring some canned goods also. When planning for this I planned for two people to eat three meals a day plus some snacks. Snacks are essential as they allow you to not over eat your rations. Again I planned for 15 days plus 3.

Personal Gear

My under layers are Smart wool top and bottom base layer (two sets). Three sets of wool blend socks. Pants are two pair of USMC issue MARPAT (personal choice). One pair of light weight chest waders. Jacket is a pullover type that is both wind resistant and lined with Gore-Tex type material. One light weight rain jacket. One pair of wind block Fleece style gloves and one pair of polypro liner gloves.  North Face Dark star -40 sleeping bag w/ fleece blanket.  A note on Bags. I DO NOT endorse any type of down bag for trips like this. I don't care who made it or what the down is encased in. The climate we will be in is wet, period. Instead, bring a well-constructed, high quality synthetic bag to the lowest temperature rating you expect to encounter along with a self-inflating 2" ground pad. We will each carry a small trauma bag and some basic first aid items along with head lamps and high output tactical style flashlights with spare batteries.

 

 

Hunting equipment

Everyone has an opinion. Again KNOW your gear and its limits. This is where my personal choices are informed from my past experiences, both good and bad. My rifle is a Ruger Hawkeye stainless in 375 Ruger with shooting sticks. Mike will be using a Remington 700 stainless in 35 Whelen. Both are great choices for Alaskan sized animals. We carry approximately 1.5 boxes of rifle ammo and one reload for the side arms. Mike will carry his Glock 20 in 10mm and I will carry my S&W performance center R8 357 mag. as my sidearm. We both have two to three knives of varying size configuration for field dressing animals/camp/general use with sharping kit. My trusted Leica 10x42 binos and Leupold 15x30 compact spotting scope w/ small tripod. Leupold rage finder. We both carry a Camel back style small back pack with a stove, pot, cup and small snacks and rations to use as a bug out bag.

 So some of you are probably wondering, "Why are you not taking a SAT phone, EPERB, or SPOT tracker"? Well, there are a couple of reasons. First, they don't always work in Alaska due to satellite coverage and terrain. Second is the expense.  All of the above are expensive pieces of kit that can be easily damaged. I'm not totally discounting the value of them in many situations, but remember that they don't work at the bottom of a river/lake or after being run over by the machine that's rolling down a hill, or after they have caught on fire, are chewed on by wild animals, frozen, lost out of batteries, etc.  Always have capabilities that don’t rely on satellite coverage and batteries.  It really goes back to experience and knowing your limits and, wait for it - personal responsibility. I know my personal limits, I will also let people know my depart dates, travel areas (with highlighted maps),

Contingency mindset

To many people of all walks of life head into the wilds under prepared but have this notion that if I just hit that "easy" button on my said rescue beacon a Helicopter with highly trained individuals will come rushing to my aid within minutes and greet me with hot coco and a blanket. I choose to travel with knowledge and better planning.  Tentative return dates in Alaska are just that. Be prepared for added delays due to weather or any of the aforementioned situations or conditions.  Don’t panic, plan for delays and contingencies. 

 

Experts

Finally, there are plenty of "experts" on survival, back country exploration, etc. out there. I do not lay claim to being an "expert".  I have rescued a few "experts" but I will never suggest that I am all knowledgeable on Alaskan backcountry travel.  I continually learn and train and stay ever prepared for “Beyond Normal Limits” situations.  The best piece of gear anyone can have can't be bought or rented. It sits squarely (for most people) between your ears and just north of your shoulders. Unfortunately the ability of some people, especially in modern times, to use this piece of kit under stress let alone under normal conditions is always up for debate.  Alaska judges these types harshly.  If you come here, make sure you are prepared and have planned to make it back alive. 

Cheers,

James

 

 

Look for more SITREPs on this mission on the AOG blog.  Interested in planning your own Alaskan mission?  Contact us for more information. 

 

 

Beyond Normal Bad

Not all Beyond Normal Limits is the way to go, keep it in check and don't cross the line between hard, tough, strong and stupid.

http://news.msn.com/crime-justice/utah-mountain-man-gets-10-1-2-years-in-prison

Although the judge is right on this, he should write a book.


BNL,
BC

The Mental Performance Pipeline

The Mental Performance Pipeline- Brad Christian

 

It’s difficult to extract any one component or principle of Special Operations teams and apply it to success in the corporate environment.  Throughout the entire process of identifying, assessing, selecting, training and managing Special Operations personnel there is an immense amount of logic, legacy, analysis, overhead and investment in the pipeline to ensure that the product that is produced is, to put it simply, extremely capable. 

What is useful however is to analyze how individual SOF operators and teams approach professional goals and objectives.  From this analysis we can identify some mental tools that anyone can use to navigate challenges and obstacles commonly found in any corporate environment and in most organizations. 

First, here a few assumptions and personal observations from which I draw conclusions and create associated principles that are applicable in non SOF, corporate or other civilian environments. 

1)      Regardless of the specific SOF unit, (US Army Special Forces, Rangers, US Navy SEALS, Marine Special Operations, Special Mission Units and Others) there exists a highly developed program that assesses, trains and produces individuals capable of carrying out that unit’s mission in most any environment.  Additionally, the individuals that comprise these teams, on any given day, are significantly more prepared to adapt to unexpected challenges than most.  Finally, these individuals are among the most innovative and capable problem solvers, thinkers and “doers” found anywhere.

 

2)      Individuals and teams in the SOF world have a level of “trust among peers” that is unique, highly valued and extremely durable.  The trust I reference here results from the knowledge that your teammates at every level have been through a significant testing process, and they have passed.  They have proven that they possess “all conditions dependability”, or very close to it, and have demonstrated an above average ability to communicate, think, move, drive, shoot, fight, lead, follow, organize, you get the idea.  No matter what it is, they are pretty good at it.  They train hard, take risks, laugh at challenges and stay focused on the right objectives, most of the time.  They can be counted on to do “whatever it takes” to accomplish their mission.  They will give “100% and then some”; endure cold, heat, thirst, hunger, physical pain, uncertainty and threat of death or great bodily harm to achieve their objectives.  They all believe in their chosen profession, and take pride in knowing that their contributions often go unseen and nearly always misunderstood. 

3)      Most civilian companies that I have worked for, (and there have been a few), and most that my close friends have worked for, fail miserably where “assessing and training” their employees are concerned.  The phrase “thrown to the wolves” is the norm in most corporations.  This is true for entry level jobs, mid-level management and executive positions. 

 

4)      Civilian corporations want #2, but have no idea how to get it.

On any given day, someone who is a part of a team that I described in #1 possesses superior mental tools.  They are highly aware of themselves, their surroundings and their team.  They are mentally strong.  They have unbelievable focus and finally, their perspective is highly developed.  These traits are sometimes also found in other areas, specifically teams of elite outdoor guides (ex: Exum Mountain Guides) and other extreme athletes often possess very similar mental capabilities.

 These four components (awareness, strength, focus and perspective) make up what I refer to as the “mental performance pipeline” and with practice and training are available to anyone, anywhere at any time. 

1)      Awareness- SOF operators possess highly advanced personal and situational awareness.  Your awareness is tested in selection, an environment where you are constantly observed by instructors who take their jobs very seriously.  A simple mistake or oversight by a hopeful Green Beret or SEAL can result in a “no go” during any portion of the training pipeline.  After selection, new graduates enter the supercharged environment where elite teams train and prepare for daring and dangerous operations.  Training for these types of missions is in itself dangerous.  Shooting in close proximity to your friends, jumping out of planes, swimming at night with heavy gear, protecting VIP’s, driving big off road trucks through the mountains in total darkness are all dangerous activities that result in unfortunate accidents and even deaths each year.  You learn early and quickly to pay attention in training and your situational awareness is honed to a sharp edge.  Finally, living and working in high threat areas and executing combat operations puts you and your team in the sights of highly motivated and creative enemies.  On any given day, lack of awareness by a single individual can result in catastrophic failure for the entire team. 

 

a.       How can you develop this type of awareness?  The answer is by conducting your own personal assessment and training program. There are many great tools in the civilian world to assess your individual personality type and identify your mental strengths and weaknesses.  It’s critical to keep an open and honest approach when assessing your personality type.  Think about who you really are, not who you would like to be.  This is “Phase I”.  You need a solid foundation of awareness, and it starts with an accurate self- assessment.  During a senior year Management course at Georgia State University’s Robinson College of Business, we devoted nearly an entire semester to studying and analyzing assessment and personality profiles tests.  I was personally able to try out many different types of personality and mental assessments tests.  There is something to learn from most of the reputable products on the market.  A classic product is the Meyers Briggs type indicator that assigns a letter code (explained by a detailed matrix) to each individual.  Many are available online and are quick and easy.  What does the SOF selection process look for?  Integrity, selflessness, team work and above average powers of deduction, to name a few. 

 

2)      Strength- the SOF world is filled with challenges at every turn.  Individual, team and organizational challenges exist, are often daunting and always require a positive mental attitude to ensure a successful outcome.  In this world, there are no points for second place and the phrase “pays to be a winner” is taught from the beginning.  The most important type of strength is the mental strength that mature SOF operators possess.  Overcoming challenges develops mental strength.  Long rucks, early mornings, cold, heat, night jumps and repeated deployments cause a forging of the mind and a certain type of mental toughness to occur that becomes an individual warrior’s greatest weapon.

a.       How do you develop this type of strength?  You have to challenge yourself with tough goals.  Training never ends.  Face your fears and train to improve your weaknesses.  Are you afraid of heights?  Go skydiving.  Lack confidence?  Run half a dozen obstacle course races and make yourself speak in public.  Are you physically out of shape?  Find a good local cross fit box and a community of supportive peers or better yet, check out Mountain Athlete.  Take an advanced shooting course at ACADEMI or, after you have done all of those, and think you are ready, sign up for an AOG Teton Operator Course.  The mental forging that occurs by overcoming challenges is powerful. You will be better equipped to deal with everyday problems and stressors.  Training never ends.  Whatever you choose, do a lot of it.  Repetition is key.  Change up your training, diversity is important.  Keeping setting bigger goals for yourself.  You peers will notice the difference and will see you as a leader, even though they won’t be able to exactly understand what is different about you.  Find your arena.  No excuses.

 

3)      Focus- Awareness and Focus often increase simultaneously.  Focus often means the difference between success and failure.  I have come to understand and teach the optimal approach to understanding focus by thinking of three different, overlapping and often competing missions that must be kept in balance.  These are your individual, team and organizational mission.  First is your individual mission.  What are your personal goals?  In combat, they are pretty straightforward.  Keep yourself and your teammates safe.  Second is your team’s mission?  What are your small unit objectives?  Again, in combat these are usually pretty clear, communicated down from a higher chain of command and normally achievable based on precedence, training and expected outcomes.  Third is your organization’s mission.  Organizational missions are strategic in nature, sometimes more difficult to understand (best case) or completely misunderstood (often) by the individuals and teams comprising the organization.  The best approach is to understand where the territorial boundaries are for each “mission circle”, when you are crossing the boundaries and especially, which circle is the most critical one to address at any time.  It’s rare that all three are in sync, but military organizations and objectives most often come closer to achieving balance between the three than most civilian organizations. 

 

a.       Accept the reality that in the civilian world, these three mission circles will usually be out of sync, but hopefully not all three at the same time.  Though your job will not be fun or always uplifting, keep in mind that your job is fulfilling an individual objective for your personal mission.  Whether that is providing for yourself or your family, acting as a launching pad for another opportunity or challenging you to grow as a leader, your individual mission is important in the work you do.  Your team’s mission circle, the second type, will have many ups and downs and will be among the most unstable of the three, in the civilian world.  Poor communication, lack of peer trust, high turnover, insufficient training all contribute to sometimes negative small team mission circles in many corporate environments.  (All the more important to have certainty in your personal mission circle).  In the modern economic environment most companies are dealing with more uncertainty than ever before.  Don’t expect that your organization will always be able to communicate the master mission statement, or describe the path to success for your company to accomplish its mission.   Accept it.  Strive to lead by example and develop your version of a roadmap to organizational success.  If your chain of command fails to give you the proper training, guidance or support, then prove you are capable of succeeding in any environment, use “SOF Focus” to lead yourself and your team through the chaos.  You can always find one thing to do, one task, one objective that your boss, or your boss’s boss will approve of.  There are no excuses. You must find or create a way to help your organization achieve its mission.  Will you always, or ever, be recognized?  No.  Will your peers, family or friends understand how your sacrifices or creativity contributed?  Hardly ever?  But drive on.  You know the reasons why.

 

4)      Perspective- More than anything else, keeping perspective will help you stay emotionally balanced and healthy.  Your awareness means that you are thinking ahead and setting yourself up for success.  Your strength means that you will endure the hard times with greater resiliency than your peers.  You’ll be seen as a leader, and relied on during periods of chaos or uncertainty.  Your focus will ensure that you achieve the right goals, keeping the three mission circles in balance, and courageously forging a path ahead when others are wandering aimlessly. 

 

Brad Christian is the founder of Adventure Operations Group, a company dedicated to improving individual and team performance.  Brad and the entire AOG team draw upon diverse backgrounds and benefit from a balance of critical operational and corporate leadership experience.  The AOG team creates custom individual courses, specialized team assessment programs and epic guided experiences designed to develop a “Beyond Normal Limits” mindset.    Contact AOG today for a confidential consultation or visit our website to learn more about our custom corporate consulting services.

www.adventureoperationsgroup.com

 

 

 

 

 

Small groups, heavy loads

Character is forged and awesome things happen to those that volunteer for hard missions.  Moving thru rough country day after day with a heavy load, a few friends and the remnants of a plan is a “great day”.  When your team is en route to a rally point that will require you to rise above the pain, hunger, confusion and fear that you all feel, to complete a difficult job is simply the best.  Knowing that you have miles left to go, and a job to do when you get there, and then miles left to get out, is an awesome feeling.  Suffering like this is a privilege and one that you have fought for.  It’s joins you with a proud legacy of those that went Beyond Normal Limits long before your time. 

It’s commando to move fast on foot day after day with a ruck so heavy you can barely put it on by yourself, or by truck, boat or horse and know that you still own the night, and can pass right through someone else’s AO.  It’s you and your team.  Most sane people stopped long ago, but you’re still out there- struggling along rough trails, fighting your way through a jungle, climbing to great heights on remote mountains, you push on with a team.  You put the pain out of your mind.  You thrive in the chaos and know that it’s your advantage.  You maintain 100% accountability and security all the time.

The objective is far in front of you, way beyond.  You catch an encouraging look from a teammate.  It’s subtle.  A barely perceptible nod and a quick flash of a smile that says, “Keep pushing brother, I’ll see you on the other side”.  So, you do.  You are in it all the way to the finish, no matter what. You left normal a long time ago.   When you get there, you know it was worth it. You know that no one else will understand.  “Why did you do it”?  You don’t even bother to answer. 

Corporate survival- Part 2

What can you do to survive if you find yourself as a leader a part of a schizophrenic team or company?

1) Stay focused.  When leaders and motivated individuals, especially former SOF operators and Veterans find themselves on dysfunctional teams it can lead to epic frustration.  If approached correctly however, there are valuable personal and professional lessons to be gained.  Focus on your individual mission, your team's core capabilities and ensuring quality output continues (within your sphere of influence). Just like in military selection courses, your personal growth and development will increase exponentially during periods of extreme corporate hardship, and you will be refining your leadership skills to help guide a future team or organization through a similar challenge. Setting the example for others to follow is NEVER a bad personal strategy.

2) Keep the Type A in check- If you find yourself swimming against the current, or fighting an irreversible trend, don't make your personal situation any worse by drawing attention to your obvious disgust with the situation, or by inwardly thinking of "them" as the enemy.  Now is the time to fade into the grey, and adopt a lower profile with respect to any open forums or group meetings.  Now is also the time to increase your observation to ensure your situational awareness is at max zoom.  There are numerous lessons to be learned, so make sure you observe as much as you can and take lots of notes, especially when the negative feelings and emotions are strongest as these are likely the most important "what not to do" moments.

3) Proficiency- Many former SOF operators struggle with the proficiency, or lack thereof from among their peers in the corporate world.  After a career of mastering advanced individual skills, adapting to numerous environments, performing elite tasks in unthinkable conditions and enjoying the camaraderie of an elite team lifestyle, many former SOF and Veterans have difficulty assimilating into a corporate culture that often rewards the very opposite traits of their former professions.  It's rare in corporate America to find the level of accountability that SOF warriors are accustomed to.  Often times, individuals in companies can get away with poor communication, incomplete assignments, lack of diligence and disruptive behavior.   The effects on veterans can be devastating.  Rather than allow a dysfunctional reality to corrupt your positive mental attitude, think of soft resistance techniques and create individual proficiency standards for yourself.  For me, my focus is on email communications. I hate long drawn out email conversations, arguments or worse, the wrong outcomes when employees don't understand the intent of my email. I continually assess myself on how effective and complete my emails are.  Additionally, I hold myself to a high standard of accountability and ensure that I "own" outcomes, both those above and below me.  These areas are my personal proficiency checks that keep me focused on maintaining a high standard.  Now if I can just remember to sign my time sheet.....

Remember, when you make the transition to the corporate battlefield, it's not if, but when you will find yourself in an unfamiliar environment where things are screwed up and not as they should be.  Most companies and teams are understaffed and running super lean, many are reacting to uncertainty  about the economy or the competition and all of them are trying to increase profit. 

Don't underestimate the difficulties of thriving in the private sector as a corporate warrior, it can be done but it takes deliberate action and a disciplined approach.  For former SOF operators and Veterans or any highly motivated individual, remember the steps to surviving the difficult times are to stay focused, keep the attitude in check, maintain YOUR proficiency and be an example for your team.

Out,

B-rad
Beyond Normal Limits

ADVENTURE OPERATIONS GROUP
 

Corporate survival- part 1

A good friend of mine is a former SOF Operator turned corporate warrior.  We were recently chatting about his career and his company and his strategy for surviving an especially challenging corporate environment. 

I am always interested in how former highly trained, combat proven, energetic SOF warriors make the transition into corporate life, and how they in turn handle the challenges and uncertainties that so many companies are currently dealing with.  I'm equally amazed at how effectively the SOF mindset can de-construct a problem (mission), create a clear path to success (plan) and ensure with 100% certainty that they achieve the objective (execute).

He shared with me the story of his company, a struggling, mid-sized logistics firm based in a major west coast city.  The company's recent history had been an unfortunate one of multiple management shakeups, a few minor scandals, declining stock value, high employee turnover, and a recent merger that now placed the company within a much larger structure of a portfolio management group that was focused on one thing, growth. The company faced an uncertain market place, shifting economic realities and competition from smaller aggressive companies as well as larger competitors. The firm had been unable to gain new clients, and was in danger of losing more market share if they couldn't improve performance.  My friend, no stranger to hard challenges, had recently joined the company, excited by the opportunity to have an impact by helping the organization grow it's current business and expand into new AO's (markets or vertical channels).  As a junior executive he had inherited a business unit that was vital to the overall organization and was responsible for leading a team that had a long history of success, but was also struggling to maintain their performance metrics while achieving aggressive new goals.  (sound familiar?)  Many business leaders I speak with share the same story.

After a year at the company, he called me to give me a short SITREP of the situation, and to discuss some options for how to move forward. 

The company was struggling, he said, with everything, but especially the simple things.  It was plagued with sluggishness, and there was angst, dysfunction and even anger within every level of the organization over confusion related to marketing and social media, sales, core capabilities and strategy.   He observed morale, cohesion and focus at the company to be dangerously low.  The situation was exacerbated, he said, by misplaced and inexperienced mid-level and senior leadership who lacked understanding of the company's potential, or the ability to communicate the company's value to potential clients. 

I laughed, "You just described half of the organizations in existence didn't you"?  He assured me it was no laughing matter, and we continued on with the de-brief.  His understanding of the situation (warrior's situational awareness) was keen and expected from someone who had survived multiple combat deployments and high risk missions but was also educated with business experience.  Though far from the only former veteran at the company, he was perhaps one of the few from the SOF world, and by his own assessment was one of a very small group of individuals who "got it" at the company.  That mindset is obviously consistent with Type A's who have a history of high achievement and while his frustration was evident, he was also aware that to keep his wits about him, and his objectivity he needed to monitor his frustration level and stay focused on forward progress.

We summed up the overall issues over many cups of coffee, and extracted the core challenges as he saw them:

1) The company could not define it's value or mission to it's employees, clients or shareholders any longer- Organizations have to be able to clearly communicate their mission to the world.  Employees and clients both have to understand what the company's purpose and value are, so that they can, in their respective ways make the correct decisions and achieve the desired results.  The value message is directly linked to cohesion and growth.  Employees at every level have to understand the strategic mission, team mission and their individual mission or the company will be mired in the mud.

2)  The company would not advance or grow until there was functional cohesion and unity in thought over the simple things. 

I told him I thought the company sounded schizophrenic.  He agreed.  In true SOF fashion, he was determined and focused on finding solutions and creating impact to reverse trend.  In short, he was focused on winning. 

I left amazed at his determination, dedication and his well thought out strategy to start with his team, master the basics, lead by example, think three steps ahead, know his environment and create multiple options.  He had SOF focus.  He was not going to quit.  He was up against perhaps his greatest challenge, the most difficult mission, deep behind enemy lines, and had a smile on his face as if to say, "Just another day in the office". 

I wondered if his company had any idea how lucky they were to have him.  I wonder how many others are out there? 

In Corporate survival Part 2- we will look at three practical steps you can take to ensure your success and survival as a leader if you find yourself in a similar circumstance.

B-rad

ADVENTURE OPERATIONS GROUP

 

"BEYOND NORMAL LIMITS"