This time, I, as a member of the coaching staff of the Mountain Skills Training Course, participated in the entire mountaineering training process of Yajiabang. In this process, I really learned the teaching expertise and learned a lot from each coach and student. Here, I would like to share with you some of the lessons I learned and felt from the captain and other coaches. Captain Ma has a wealth of knowledge and practical experience. During the entire training process of Yajiabang, he fully demonstrated the comprehensive talent and wisdom possessed by an outstanding mountaineering team leader. I am very willing to share with you the experience of team leaders.

In my opinion, the composition of the mountaineering team should be a flat organization, someone responsible for the equipment, someone responsible for food, fuel, someone responsible for finance, someone responsible for leading the team members to assault the peak ... all members in charge of different responsibilities should be directly to the team The only leader reports. All members should have no level division, have a unified right to speak and know.

"A house of thousands of people, one person presides over." Here, we first talk about the organizers of mountaineering activities, namely leadership. Mountain climbing is such a complicated activity, and the requirements for leaders are definitely different from the leader of an ordinary outdoor crossing in the mountains. There is an old saying in China: "A family of thousands of people, one person presides." Although mountain climbers do not have as many as 1,000 people, they also need the absolute authority of the captain. All decisions can only be said from his mouth, and no one in the team can give orders at the same time. If too many people are able to make decisions, they will be overwhelmed by other team members. This may waste everyone’s time and strength, waste food, gas tanks, and even the will of the entire team. The final result is likely to be the failure of the mountaineering activities, the descent, and even the danger. Therefore, in the entire team, we should only hear the voice of a commander, that is, the voice of our captain.

Of course, as a leader, you need to listen to the opinions of all the players before making a decision. If there is a decision-making layer in the mountain climbing activities, the decision-making level should be the most correct decision-making method. If sponsors participate in climbing activities, their words should also be properly followed. This can achieve a virtuous circle and help you climb the next time.

So how can we be a good mountain captain? In my opinion, leaders must remember and do the following ten words: safety, leadership, communication, time, logistics.

"Safety first". As a team leader, the first basic quality you must possess at any moment is to know: First, safety! Second security! Third security! Because all achievements must be based on security. Without security, there is nothing. At the most critical moment, when it comes to life and death, keep a clear head and remember only safety first, life first, and others are not important. In an analogy, safety is like a wooden bucket filled with water. It consists of pieces of wood, including technology, equipment, logistics, time planning, physical conditions of the people, weather, and characteristics of the mountains. There are so many factors that determine safety. If any piece of wood is short or broken, the barrel may leak. As a mountaineering captain, be sure to mention this bucket of water.

"Leadership" and "leadership." During the entire mountaineering process, leaders must have a “global view” and “foreseeability” to handle internal conflicts and crises in a timely manner.

Global Outlook. Mountaineering management is a complex system project. Including preparation and implementation of mountaineering. Preparations include mountain peak data collection (routes, mountains, camps, weather, logistics, rescue, etc.), physical preparation, drug preparation, member preparation, member engagement, mountaineering schedule, logistics preparation (food, medicine, fuel, etc.). The implementation process includes trip control, mountain adaptation, material transportation, open roads, camp selection, camp construction, weather conditions, crisis management, and conflict management. The follow-up work includes data compilation, equipment arrangement, sponsors’ promises to honor, publicity (data production, media selection, media release, etc.). How to integrate all factors together and operate effectively determines the success or failure of each mountaineering event and the success of the next mountaineering event. This requires the captain of the mountain to be able to monitor the preparation and progress of all details in a timely manner so that problems can be found and resolved in time. All of these are basic skills that an excellent mountain captain must possess.

Ability to foresee. As a captain of the mountain, you must be keenly observed and analyzed the ability to predict in advance what may happen and promptly mobilize your resources and abilities to prevent and resolve. Of course, without understanding the overall situation, it is impossible to have any predictability unless it has specific functions. If you have a wealth of mountaineering experience, obviously your ability to predict will also be different, because you have seen a variety of situations, or may have heard of how to deal with various situations.

Spiritual leader. The captain must also act as a spiritual leader. You need to know when to encourage everyone and when to control everyone's emotions and ensure that the entire team has a stable and solid spiritual support. In this Jakarta trekking skills training, I personally think that Marco is the spiritual leader of the entire team, constantly encouraging everyone and giving us solid spiritual support.

Conflict management, crisis management. What should happen if there is a sudden event during the mountaineering? For example, the wind blew up the tent, and the foods shipped to the mountain also ran away, the sleeping bag was broken, the food was not enough, the gas was about to run out, etc... All of this required the captain and the commando. Leaders and other field leaders quickly make the right decisions. The mountaineering team is composed of individuals. Each individual has his or her own personality and personality. The mountain is prone to small friction. If the treatment is not good, it becomes an irreconcilable contradiction. The leader of the mountaineering team needs to find out and dispose of the contradiction just before it can germinate, so as to ensure the normal conduct of other activities. Of course, as members of the team, all team members are obligated to handle their own personal problems and not to transfer all the contradictions to the captain.

"communication". All team members have the right to know. As a leader of a mountaineering team, you must actively and actively communicate with your team members. They need to know what state they are in, what happens, what may happen, and what needs to be prepared. If there is a lack of communication, and before you give your team members a task or announce any decision, trust that your leadership authority will be threatened. Here we focus on the communication in progress. During each climb, there will be many trips from one camp to another camp. This involves communicating with each other on the go and communicating between camps. Not every mountaineering team has a mobile signal vehicle like the national team Dengfeng, which can guarantee the communication between all camps and team members. However, as long as they work hard, each team can guarantee the communication in the mountaineering process as much as possible. Smooth. The well-funded mountaineering team can rent maritime satellite phones to communicate with each other at any time so that mountaineering team leaders can understand the progress of the climb. A team that does not have so much money can be equipped with more intercoms. At present, there are also walkie-talkies that can send and receive about ten kilometers (sea level distance) on the market. Three-kilometer walkie-talkies abound, and many home-made walkie-talkies have excellent performance. Backing up some batteries to ensure the smooth flow of communication can ease the whole mountaineering process and relieve many of the psychological pressures caused by poor communication.

Time management. For a pre-determined mountaineering plan, it is necessary to adjust it according to the actual situation, but each step requires control of the process, confirming that your storm captain has the ability to lead the stormtroopers and that he can correctly execute your plan for the summit, knowing that the assault is a surprise attack. Withdrawal will be withdrawn. With all the team members carrying a good idea, absolutely obedience to your leadership, no one can take risks.

Logistics management. Without good logistical support, well-equipped mountaineering teams will return. This includes logistical material planning, material procurement, and material transportation during the mountaineering (must be "moving soldiers and horses before moving, food and grass first"). According to the captain of the horse, "There is no small stone that falls on the mountain." Any small stone falling down can cause death. To put it another way: There are no unimportant supplies during the mountaineering. Lack of fuel gas, team drop; lack of emergency drugs, unable to cope with emergencies, may be fatal; lack of food, there is no doubt that the descent; lack of equipment, no backup equipment, descent...

Therefore, it is strongly recommended that all mountaineering teams: Pay attention to your logistical support, attach importance to your logistics personnel and thank them.

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