How Kayaking Made me a Better CFO
When I first met my husband in Nepal, I remember thinking we were Yin and Yang.
I’m a ‘finance-business’ person and he is a hard-core ‘kayaking-person.’ I’d never kayaked but had done many other sports, but only as hobbies. As a professional kayaking guide - this was his job.
He always said what I learned on the water would apply to my role as a leader. I wasn’t so sure, but my passion to learn new things took over, I accepted the challenge and embarked on a journey to learn how to kayak. He taught me the nuances of reading the water, and how to navigate using physical skills and senses. He also showed me how to embrace both the journey AND the mission different rivers demand. Over time, as I became more confident and experienced in paddling harder rapids, I have to admit he was right. And my approach to being a leader and a CFO evolved over time.
When you are running white water rivers, there can be periods when the waters are calm. In those stretches your brain zooms out to reflective mode. You study the horizon, observe the conditions, and you plan.
Because, with little warning those calm waters can transform into massive, clapping rapids that threaten the stability of your kayak and your safety. Your brain then instantly snaps into instinct mode. A different, far deeper calm sets in, pushing back panic. Your eyes search for and find your line through the crashing rapids and you execute, without fear or hesitation. Courage, experience, and steady breathing work with your deeper calm to make #decisions, balance clashing, environmental factors, and get you through the challenging rapids and back into calmer waters. Uninjured, wiser, and ready for what comes next.
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Success on the water is determined by your ability to maintain fluidity between reflective and instinctive states. Because planning AND execution are equally required. You also learn to deeply rely on and respect the #team of amazing people who prepared you for whatever the day brings. I know I can’t be successful on a difficult white-water river without support from exceptional people who want what you want – a successful and productive day on the water.
Kayaking pushed me to not only be rigorous about results, but equally rigorous about assessing environmental trends and conditions that influence those results. I’m trained to never get lulled into autopilot by calm waters, rather to use that time to critically assess, plan and prepare for the next rapid.
I’ve also learned to see and celebrate the unique value each person on the team brings to the table. As leaders and CFO’s, we build businesses. That only happens when you trust your team and work as hard for each other as you do for yourself. The role of the leader is to prepare each person for the changing stages and remain connected. Sometimes you have to paddle harder, but in the end, you execute as a team and the outcomes make it entirely worth it. Because regardless of the conditions, when everyone collaborates, calm waters are always just ahead.
What a fantastic read! Insightful and applicable beyond even your particular line of business, I think this resonates with a wider audience. It did with me. Well done!
Hi Claire, loved your post and highlighting the links between kayaking and leadership, of self and others. There’s something about that delicate balance between what is planned and prepared for, and the hidden obstacles and currents that crop up along the way, that creates powerful metaphor. As you say, in so many ways, the similarities between leadership and kayaking offer rich learning. Thanks for the post!
Global Accounts Payable Manager and Process Owner
1yLove this Claire. Thanks for sharing
Senior Analyst, Corporate Development and Investor Relations at Teradata
1yI absolutely love this. I hope to try the harder river kayaking beyond the calmer bay and lake kayaking I currently do, but it looks intimidating! I take the same approach when leading my Boy Scouts on hard hikes and backpacking or canoeing trips. We succeed as a team, and teaching teenagers to work and push through the hard moments while supporting each other always leads to amazing payoff and brings them closer as a unit. And I only say succeed as a team because don't fail as a team, even when we "fail" on our mission we are learning and growing which is just as important and making the full trek and a success of education, enlightenment, as well as group and personal growth. What I learn out in the wild keeps changing and reshaping how I work as a leader and member of work teams. Especially, for myself, how to be a servant leader supporting and guiding while trusting my people vs a commanding leader controlling every action.
Senior Director, Global Program Management
1yLove this, so insightful, Claire Bramley!