Why We Started High Peaks Group
As a child, Paul and his best friend, Pete, would help maintain a section of the Appalachian Trail in central Pennsylvania. A couple of times a year, they would spend the day dragging branches and logs off the trail, re-painting trail markers ("blazes"), and digging erosion-controlling trenches. The purpose was, of course, to keep the trail open, accessible, and safe for hikers. Paul learned to appreciate and respect nature and, more importantly, a sense of responsibility for the well-being of others - even for those he would never meet.
If you've ever been on a wilderness trail, you know that the environment can be both captivating and intimidating. You become mesmerized by ancient trees, flowing rivers, endless skies, playful animals, and brilliant flowers. At the same time, you feel small, even incidental. You realize that nature is unforgiving.
That simultaneous feeling of awe and "aw, crap" isn't that different from how we feel at work. We are surrounded by smart people, smart technology, a smart business plan. And yet, we sometimes do dumb things. Or others do dumb things that impact us. Why is that?
Paul started High Peaks Group out of compassion for leaders struggling to figure out not only how to be effective, but also what "effective" even means. He has seen many well-intentioned leaders - who are truly great people - act in ways that subvert their values, damage relationships, and create bitterness. These leaders are not broken, they have focused so hard on the trail at their feet, they have lost sight of the high peaks. Paul's mission is to help leaders and their teams recognize that one's actions have long-term impact on those around them and, if attended to, great things can happen that will not only benefit business but all of our relationships in society.