Bo Parfet

Since the pandemic’s first shockwaves in early 2020, the American economy has undergone multiple phases of contraction and growth. The latest stage has been dubbed “The Great Resignation,” as a flood of people — burnt out and unfulfilled — have chosen to quit their jobs. The effects of this mass exodus will persist well beyond this year. According to the CEO and co-founder of an impact investment organization Denali Venture Philanthropy Bo Parfet, now is the time to double down and listen to your employees. Foster an environment where they feel valued and have a “voice” in the company.

Having summited the highest peak on each continent, Bo Parfet saw firsthand how essential it is to have a committed, talented, and adaptable team. Those climbs are never completed alone, and precise communication was a necessity for survival. Now, Bo Parfet is returning those lessons to the American economy, where he shares tips on how a company’s team can survive through this turbulent time.

According to Parfet, here are five tips to help companies retain their brightest minds and develop a culture built for the future workplace.

GIVE EMPLOYEES A SAY

According to Bo Parfet, people want to feel valued. This tip may sound simple, but that is its strength. The pandemic has seen many company cultures deteriorate, as coworker communication has often been stripped down to only revolve around immediate tasks. This gives fewer opportunities for positive feedback loops and pivotal moments of connection. Modern organizations have to respond proactively by empowering employees. For example, organizations can consider turning over more autonomy to staff who are better prepared to make day-to-day decisions in the pandemic’s quickly shifting landscape. One thing we’ve already learned is that employees desire to be further engaged creatively and entrepreneurially. Adaptable organizations can leverage modern workers’ creative skill sets by giving them new opportunities or nurturing these interests via paid learning.

MANAGERS MUST EVOLVE AS COMMUNICATORS

The days of 40-hour weeks, shared cubicles, and commiserating commutes may be numbered, but managers still need to find ways to have meaningful conversations with their employees. Managers need to schedule regular check-ins to clearly communicate expectations, create accountability, and actively seek feedback from staff. This intentional time is especially crucial in a remote office. However, managers should be wary of making all conversations task-oriented or productivity-focused. Parfet encourages managers to be able to individualize their communication strategies to ensure the relationship is a two-way street.

THE REMOTE OFFICE QUESTION

The remote office is not the right solution for every industry or office, but that doesn’t mean it can be ignored. Many employees went through a year plus of doing their job fully remote and now see little reason to return to in-person work. The lifestyle’s obvious perks — increased flexibility for parents, easier access to exercise, elimination of commute, etc. — create new tensions that will likely give remote-oriented companies significant competitive advantages to poach and retain talent. But the appeal of returning to an office is real, and in some cases, essential. Bo Parfet suggests that employers in this camp should ask themselves if a hybrid model is practical. Are there ways for our employees to come in some of the time? Can we increase flexibility so parents can pick up their kids, or can workers more easily get to a doctor’s appointment? Organizations need to recognize that the pandemic has exposed cracks in the foundation of American office culture. Be proactive in building a smarter approach rather than reactive to the shifting standards.

ORIENT THE COMPANY’S GOALS TO EMPLOYEES’ VALUES

The existential crisis at hand is perhaps the most complex employee concern for companies to address. According to the World Economic Forum, brands that align themselves with connection, progress, and employee development are viewed most positively by both employees and consumers. This means brands must be both internally and externally consistent and compelling. How can management teams do this? Bo Parfet proposes that leaders that align marketing and human resources can seek to explicitly tie the brand’s aspirational purpose to employees’ individual roles. This occurs not just at the moment of hiring but throughout the lifecycle of an employee’s relationship. The WEF recommends marketing and HR regularly measure the effectiveness of their efforts by using objective metrics such as retention levels. Relating company values to employee experience can help ensure that your staff feels inspired and fulfilled by their work.

REDESIGN ORGANIZATIONAL CULTURE &, AT TIMES, STRUCTURE

According to Bo Parfet, radical changes are often most effective when instituted during tumultuous times. While a full-scale redesign of an organization may not be the right solution for everyone, some may find this to be the perfect time to shake up a stagnant culture. Leaders first have to understand the needs of people at every level of their organization then be creative in their approach. Flexible scheduling, flattened hierarchy, or employee equity are examples of feasible options, but ultimately a radical redesign will be unique to each organization’s culture.

Originally published at https://www.wordsjournal.com on November 5, 2021.

BOZEMAN, Mont., July 23, 2020 /PRNewswire/ — Bo Parfet, Founder and CEO of Denali Ventures Philanthropy, has been invited to join the advisory board of Adventure Scientists, a non-profit organization that gathers data from the outdoor adventure community and uses it to address global environmental and health challenges.

Since 2011, Adventure Scientists has focused on inviting and encouraging thousands of explorers around the world to collect information from the more remote areas of the planet, especially locations where standard data is difficult to acquire. Scientific samples have been gathered in all sorts of paces, from the tops of mountains to the depths of oceans.

Adventure Scientists staff then makes this data available to other scientists and researchers, all with the goal of being able to help address critical challenges to the environment and human health.

“It’s an honor and privilege to serve this great organization,” said Bo Parfet. “Adventure Scientists is at the cutting edge of helping humanity develop a healthier relationship with the earth and the miracles it provides us,”

Parfet joins a variety of other successful individuals on the organization’s advisory board, many of whom have achieved notable accomplishments in the areas of finance, technology, science, entrepreneurship, education and more. Parfet brings a diverse background and a strong focus on what he calls “impact investments.”

In his role as CEO of Denali Ventures Philanthropy, Parfet regularly looks for companies to support and invest in, especially those with missions centered on social change and conscientiousness. This effort also includes connecting “impact entrepreneurs” who have great ideas with individuals, institutions, and other organizations that can help turn their innovative ideas into reality.

Parfet hopes to change, enhance and improve the world’s problems by investing in innovative ways and contributing to wider movements in line with his deeply held personal ideals.

Parfet has expressed interest in engaging with various boards and organizations that can help him and his organization continues their efforts to focus on social consciousness and advocate for transformative change. He refers to his company as a hybrid entrepreneurial and social venture.

He also continues to be active in outdoor pursuits. He is a member of the Explorers Club, and partnered with this organization to create the Seven Summits Awards, which provide grants to students interested in health care research fields. He also connected the Explorers Club with Northwest University’s Kellogg School of Management to develop a program where explorers were invited to campus to share their experiences.

About Bo Parfet

Bo Parfet is the founder and CEO of Denali Ventures Philanthropy, an investment organization that fuses his family’s love of business with their desire to drive positive global change. The organization works with entrepreneurs and venture capitalists committed to creating social change.

Bo is also one of about 80 people (at that time) in the U.S. to have successfully climbed each of the Seven Summits. This adventure was documented in his books, “Die Trying: One Man’s Quest to Conquer the Seven Summits” and “They Lived to Tell the Tale: True Stories of Mountain Adventure from the Legendary Explorers Club.”

To learn more about Bo Parfet visit www.boparfet.com/. To learn more about Adventure Scientists visitwww.adventurescientists.org/

SOURCE Denali Ventures

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Originally published at https://www.prnewswire.com.

Bo Parfet keeps on climbing, an interview with Richard Wiese — BOSS Magazine

Richard Wiese is an American explorer. As an author, adventurer, past president of the famed Explorer’s Club, host and executive producer of PBS show “Born to Explore With Richard Wiese,” and podcast host of “Life’s Tough: Explorers Are Tougher,” Wiese has experienced some of the most dangerous and breathtaking journeys one can imagine. He has met many inspiring individuals who have pushed themselves to their physical and mental limits.

One of these individuals is Bo Parfet. Longtime friends and teammates, Parfet and Wiese have much in common, and in a recent podcast episode Wiese sits down to discuss Parfet’s experience conquering the Seven Summits and personal demons along the way.

Parfet is an explorer, mountaineer, father, philanthropist, and real estate professional.

Challenging Beginnings

In this season 2 episode of “Life’s Tough,” Wiese asks Parfet to start at the beginning. Life was not always easy for Parfet. He battled learning disabilities throughout his school years and struggled with emotional unrest at home. When discussing the challenges that he faced in early childhood, Parfet says that one of his core memories leads back to a second-grade parent-teacher conference. At just seven years old, living with dyslexia and a speech impediment, Parfet overheard his teacher telling his parents that she doubted that he would graduate high school; naturally, he was crushed. He explains that he went home that evening and cried alone in his bedroom.

With the help of tutors and his own strong will, by middle school, his grades improved, and this time, his teacher said that he would graduate high school but would never graduate college. Struck down again, Parfet set out to prove everyone wrong. Now, Parfet is a proud graduate of the University of Michigan, and following undergrad would go on to earn his MBA from the renowned Kellogg School of Management at Northwestern University.

Wiese asks Parfet how he did it, and Parfet explains that he started by picking one thing that he was good at and continuing from there. For Parfet, his first love was basketball. He put in a lot of time, gave his full effort, and saw amazing results. He then took this determination and put it into his academic practice, realizing that he enjoyed math.

In the interview, as Parfet explains, “I slowly turned each stumbling block into [a] stepping stone,” as he made his way. Parfet also shares that his social skills helped him to succeed. He befriended the students in the class who were taking detailed notes and ask them to share. From there, he compared the notes to others and to the textbook and discovered a way to study that worked for him.

On Overcoming More Obstacles

Wiese then shares with listeners how he and Parfet met. Parfet approached Wiese as he was putting together a team for a canoe race in Belize. Wiese shares that he was by no means an expert, but Parfet believed that Wiese was his guy. Consequently, Wiese also notes that this expedition was the closest he ever came to dying, and the pair discuss their trip and how unsuccessful they were at even coming close to winning.

Wiese tells listeners the death-defying story of how their boat was overturned by the rushing rapids and they and their third teammate were pulled under the rapids and pinned underwater. Parfet shares how he came up first, feeling like he had waited an eternity before seeing Wiese pop up from under the water. Wiese describes the next moments as what would define Parfet as a natural leader and adventurer. They all knew that they were in an emergency, and Parfet, having “created a bubble of calm,” quickly shook the initial shock before getting the team back in the canoe and in the race once again. Wiese says that Parfet’s determination was most inspiring to him.

The interview turns to discuss Parfet’s adventures on the mountain and how he came to conquer the Seven Summits. He shares stories of how he experienced the highest highs and the lowest lows while summiting the highest peaks on each of the seven continents. He says that there is nothing that can prepare you for the physical and mental fatigue that you will face, and every experience humbled him evermore.

Wiese asks Parfet about some of his toughest experiences and facing death. He tells listeners that Parfet has probably seen more dead bodies than anyone he knows and asks him to describe how he pushed himself through those disturbing experiences and why he didn’t just quit after realizing that the risks were so high.

Parfet says, “The obstacle is the way. There is great learning, and if you can push through it, you usually come out a better person.” He goes on to explain that there is always a major obstacle on every climb, and for every person, you see struggling, anyone, you help along the way, and anyone that you see perishes, you learn to focus harder and feel that much more grateful for life’s simple pleasures when it is over.

They discuss Mount McKinley (now Denali) and the “death zone” on Everest. Parfet sadly recalls his teammate Rob Milne and his death on Everest. He tells Wiese and his listeners that on this particular climb, he passed Milne and they had a jovial exchange, discussing how excited they were to be climbing the world’s tallest mountain. About an hour later, Parfet heard the commotion over the radio, and he and his teammates found out that Milne had died instantly.

The sherpas came to the rescue and, as in similar situations, they made the climbers retreat to the bottom, believing that the spirit of the mountain had been disturbed, and not wanting to risk agitating it further. Parfet explains that “the sherpas get weary because they believe[d] [we had] disturbed the spirit of the mountain, and [that] now it could kill someone else. The death zone is not a forgiving place, and you have to stay focused.”

Wiese asks Parfet to share how he feels about adventures like these now that he is married with two children. Parfet says that the equation has completely changed. He discusses how the toughest mountain that he has ever climbed was K2 in Pakistan, shocking listeners when he says that he did this climb when he had a three-week-old baby at home. Wiese even tells listeners that he told Parfet that “it wasn’t cool” and that even Parfet knew it was a selfish decision.

Parfet explains that exploring the outer world helps you explore your inner world, and the things you learn about yourself on each journey turn you into a better human. He did say, however, that if he had to do it all over again, he would not have left his wife and newborn to defy death on K2. He learned a lot of lessons in humility during that experience.

The podcast episode concludes with Wiese asking Parfet how he comes down from such a rush and what comes next for such an adventurer. Parfet explains that he turned to entrepreneurship and philanthropy. He launched a successful real estate development firm in 2007, Iconic Development, and now, he and his wife are co-founders of Denali Venture Philanthropy, which helps fund impact projects all over the world through an investment lens.

Lastly, Parfet shares a tidbit of what helped him persevere, from a child with learning disabilities to a man on the edge of a mountain, and what he tells his kids every day before school: “You don’t have to be the best, but you do have to be the hardest working.” He is a true believer in hard work, humility, and that it is inevitable that we will all face setbacks, but these are just opportunities to learn and come out stronger.

The final exchange between the two explorers? An appropriate quote from the film “Top Gun.”

Wiese: “Hey Bo, you can always be my wingman.”

Parfet: “Bullcrap, you can be mine.”

About Bo Parfet

Bo Parfet is an adventurer, naturalist, and mountaineer. He is one of 127 people to climb all Seven Summits, the highest mountains on each continent. He has published two books: “Die Trying: One Man’s Quest to Conquer the Seven Summits” and “They Lived to Tell the Tale: True Stories of Mountain Adventure from the Legendary Explorers Club.” (Chapter Author).

Parfet is a real estate professional, philanthropist, and author. He and his wife, Meredith, are co-founders of Denali Venture Philanthropy, an impact investment organization that fosters partnerships to improve social impact. Parfet also serves as Chief Growth Officer at DLP Real Estate Capital.

Parfet is passionate about his philanthropic work and global civic engagement. He developed the Seven Summits Award Program to offer grants to outstanding students performing healthcare-related field research, and he was recognized with the Presidential Volunteer Service Award for completing 4,000 hours or more of global volunteer service.

Originally published at https://thebossmagazine.com on June 15, 2021.

Understanding mental health is a necessity in the midst of the ongoing COVID-19 pandemic. As we enter a new year, much still feels just as it did at the very beginning of the global lockdown, and especially in the context of work. Nearly an entire year of repetition and constant adjustment unlike any most of us have experienced before can make the prospect of burnout very real, even among leaders. Yet, as we sit here and struggle to keep breathing, keep pushing, we may ask ourselves: is burnout an inevitable destination where we will all arrive?

From my own experience this year, I can tell you that although profoundly discouraging, this feeling of burnout is not one to which we need to resign ourselves. Although I manage a diverse array of projects that demands the highest of energy levels from me in my work, I know the feeling of utter exhaustion very well. If 2020 has taught us anything, I doubt anyone can honestly say that they have not encountered the feeling as if they are ‘running out of steam.’ However, after some careful thought and deliberate practice in my own struggle with burnout, I assure you that you don’t have to settle for this kind of restless paralysis. Here are some leadership tips for the beginning of 2021 that can come in handy whenever you sense that your team or your colleagues may be craving some relief.

Firstly, touching on such a subject as mental health in the context of leading a team demands a reconfiguration of priorities. As leaders, our actions dictating the tone of our teams and disproportionately affect the mental states of those under our charge. Lead with a ‘rational’ leadership style, categorizing tasks by an urgency to find the best middle ground for your workload and those of your employees.

Establish goals that your organization can work towards in the long-term and encourage staff to remain creative and productive during “lull periods.” Brainstorm what your organization might look like once the quarantine ends. Will you reach out to clients who could not afford your services during the pandemic and ask for their business? How might productivity be impacted if and when your company shifts back to work from the office? Deliberately formulate these and other general questions to guide your goal setting and delve into topics that are more specific to your organization.

Another concern for leaders during the pandemic revolves around balance. Mental health is of equal concern to smoking, according to a global survey conducted by Mercer. Consider your employees’ mental wellbeing. You may need to cater your tone based on their specific struggles, meaning that you should take an interest in familiarizing yourself with the biggest stressors ongoing in their lives. It always helps to be open up with your team about your own emotional state and how you have struggled with feelings of isolation in quarantine. However, in these sensitive discussions, always be mindful of your employees’ self-esteem. Delivering positive affirmations of their quality of work and personal value can help soothe anxiety around job security and overall second-guessing.

It is critical to balance empathy with a grounded sense of stability, also known as containment. According to IMD professor Anand Narasimhan, containment is “the ability to observe and absorb what is going on around you” while also providing “a sense of stability.” Containment means that leaders can “take the temperature” and set expectations accordingly. You want to show your employees that you are compassionate and understand what they are going through while also giving them the tools to keep them grounded and focused on the task at hand as part of the bigger picture.

It is more imperative than ever for leaders to remind their employees of their worth. Use actionable items, such as variation in assignments and the arrangement of new collaborations between teammates to reinforce the idea that each can excel bringing their own unique gifts and specialties to the table. Conquering monotony is critical, especially during extended periods of turmoil and uncertainty. You can make these acknowledgments by establishing a clear threshold of expectations. Giving employees a consistent workload of intellectually stimulating projects will remind them of their professional value and distract them from the pandemic’s monotony.

About Bo Parfet

Bo Parfet is a real estate professional, avid mountaineer, and philanthropist. He began his career in finance working at J.P. Morgan in New York City as an investment banker. During his J.P. Morgan tenure, he successfully embarked on a journey to climb the Seven Summits: Kilimanjaro, Aconcagua, Denali, Vinson Massif, Elbrus, Carstenz Pyramid, Kosciusko, and Everest. A Michigan and Colorado native, Parfet currently lives in Boulder with his family. He spends the majority of his time leading Denali Venture Philanthropy. He founded this organization alongside his wife, Meredith, to continue his family history of philanthropy while partnering with social entrepreneurs who are eager to foster positive change in the world.

For busy, multitasking professionals like myself, having downtime during the workday can feel somewhat foreign. My to-do lists typically feel constrained by deadlines. In the absence of time-sensitive assignments, some of us would likely even forget how to do our jobs to the best of our abilities.

Hindsight is 20/20. Although thriving in deadline-driven environments is an important skill, deadlines do not need to be the only catalyst for productivity. Our society is hyper-focused on short-term gains, so much so that we can sometimes forget how it all fits into the bigger picture. Fortunately, I have embraced moments of reflection during my “professional downtime.” These moments have been crucial to my professional development; I can look back on what I did well, where I have room for improvement, and how I can apply those revelations to future projects.

Here are some tips for optimizing your professional downtime at work through personal reflection and proactive planning.

Take a look at your notes and planner. Have you procrastinated handling a pending task? Studies show that we tend to procrastinate to avoid emotions that our brains associate with said task. But if you aim to quell your boredom, the feeling(s) you avoid when procrastinating could become a distant concern. Even if you are not consciously avoiding any assignments, I encourage you to brainstorm ways to make your job performance more efficient. Efficiency tasks might include cleaning up files, organizing piling paperwork, or creating a spreadsheet to track expenses. Whatever you decide, times of lulled activity give you independence and autonomy to improve how you perform at work.

In addition to taking on tasks that improve your professional efficiency, you can also choose to begin projects that will challenge you. These projects might include volunteering with a new corporate-wide committee or planning a virtual event for a cross-country branch office. Outside of the office, lull times are an excellent way to challenge yourself professionally. Because you likely do not have to work as many long hours at work, you now have more control over how you spend your days. Less time devoting to time-sensitive projects means more time to take on new hobbies, such as evening meditation sessions or morning runs. Using the downtime at work to find happiness outside of the office will increase your energy, improve your mood, and prepare you for any upcoming busy periods.

While lull periods are inevitable, they are not a ‘life sentence.’ Trust your instincts regarding what feels normal and what doesn’t. If you feel like you have exhausted ways to optimize your efficiency, then it may be time to consult your colleagues. Some professionals look at their calendars and estimate the average amount of time between projects. Gauging your timekeeping data is a great way to know your patterns. Once you have a good sense of how long a lull period typically lasts in your role, you can use that data when contacting your manager about when to expect your workload to pick up again.

I acknowledge that fostering periods of professional downtime comes more naturally to some than to others. With more workplaces turning to remote work, many rely on staying busy as a means of navigating the unforeseen pandemic. If your gut tells you that you need more, you should trust that feeling. Reach out to your colleagues and ask if they need an extra set of hands with an assignment. Of course, also make sure your manager knows that you are feeling restless. Building transparency with your colleagues about your work style can help with project planning overall. Maintaining that transparency will demonstrate that you are committed to taking the initiative and maximizing your professional contributions.

About Bo Parfet

Bo Parfet began his finance career after earning a Bachelor of Science degree in economics from Colorado State University. He also holds a Master of Arts degree in applied economics from the University of Michigan and a master’s degree in business administration (MBA) from the Kellogg School of Management at Northwestern University.

During his tenure at J.P. Morgan in 2002, Parfet embarked on a journey to climb the Seven Summits: Kilimanjaro, Aconcagua, Denali, Vinson Massif, Elbrus, Carstensz Pyramid, Kosciusko, and Everest. He completed this goal in 2007 with Mount Everest and is one of about 85 people in the United States to climb all Seven Summits.

Today, Parfet’s career demonstrates a sincere devotion to social entrepreneurship and philanthropy. He founded the Seven Summits Award Program, which offers grants to students in healthcare research. Parfet also devotes a significant amount of time to Denali Venture Philanthropy, which he founded in 2010 with his wife, Meredith. The organization fosters partnerships with socially conscious entrepreneurs who share his values of positive social change and philanthropy.

Follow Bo Parfet on Twitter

As we continue to grapple with and adjust to the profound disruption that the pandemic has imparted on our daily lives, the need to find health-conscious escapes and releases can prove difficult.

Exercise sanctuaries like gyms and group workout classes are limited in occupancy and availability, and often don’t meet local safety guidelines depending on location. Normal social settings for mentally fulfilling and recharging group interaction, such as restaurants, public gatherings, and arts venues are currently decorated in reminders that a return to ordinary life is still a ways to go. Not to mention, companies have overwhelmingly pivoted to remote work or have restricted in-office settings as they navigate the new normal of business operations.

With these stringent limits on where one can go to enrich the mind, body, and soul for the time being, one activity that can offer supplementary comfort and improve one’s quality of life is still, and has always been available; walking.

During office hours, employees typically tether themselves to their workstations throughout the day in an effort to ensure that emails are seen the moment they hit the inbox and pings received in real time on business messaging platforms. Due to the rigors and demands of business, this can make a sedentary lifestyle difficult to avoid for the modern professional.

Sitting for lengthy periods of time is shown to have adverse effects on the body over the long term. Walking strengthens the body, lowers blood pressure, improves mood, and helps produce clarity of thought, which can manifest in increased creativity and productivity. Making a concerted effort to take periodic breaks from assignments and developing the healthy habit of walking contributes positively towards overall wellness.

My name is Bo Parfet; I am a real estate professional, author, impact investor, mountaineer, and explorer. I am the CEO and founder of Denali Venture Philanthropy, which supports social, environmental, and economic change via investing in humanitarian-centric entrepreneurs whose ethos aligns with our mission. I’ve also scaled the tallest mountain peaks on all seven continents. Whether treacherous terrain or the beginnings of an unknown professional journey, I’ve found that taking the first step is always the essential part of putting the transformation process in motion.

Walking is necessary for a healthy balance of body and mind, and thus for overall wellness. Whether you are in-office or working remotely, in an urban setting or close to nature, below are the short-term and long-lasting benefits of incorporating a walking routine into the daily schedule of work.

An increase in circulation can alleviate the strain placed on the heart by the everyday stresses of work. A steady rise in heart rate throughout the day is instrumental to decreasing blood pressure. Optimizing cardiac health aides in the fight against heart disease and expedites the healing of sore and stiff muscles. Nutrient and oxygen-rich blood flowing towards injured tissues supports quicker recovery. Walking briskly for 30 minutes a day, three to five days a week, is proven to lower blood pressure by double-digit points and reduce risk of stroke.

Burn calories to maintain weight. Walking is a low-impact alternative to high-intensity aerobic exercises. Research has shown that the amount of energy expounded during moderate walking is comparable to vigorous running. Though calories are burned more quickly while running, walking is more accessible throughout the workday as it is for many of us currently; it doesn’t lead to as much exhaustion and is easier on muscles and joints. Start with achievable goals such as walking 10 minutes while on lunch break, for five minutes at least once during each half of the day, and twenty-plus minutes once off the clock.

Boost immunity. Walking improves immune function and increases the odds of fighting off infection. In warding off risks of contracting the flu or developing other illnesses, walking also minimizes symptoms and sickness duration when compared to a lack of regular physical activity or exercise. Walking reduces the risk of experiencing upper respiratory illnesses, runny nose, coughing, and sore throat as indicated by numerous studies. Walking is a nominal-effort form of preventive care. If work requirements prevent the ability for consistent exercise, interjecting walking sessions in lieu of web scrolling during the downtime will help during the flu & cold seasons.

Increase the body’s energy. Rather than opting for quick caffeine boosts or incessant snacking, walking gives the body a more efficient boost in midst of feelings of lethargy. Walking raises norepinephrine, cortisol, and epinephrine hormone levels in the body, thus increasing stamina and strength.

In addition to the physical benefits a walking regiment can provide, there are copious mental and emotional gains that come with a walking routine.

Combat mental health deficiencies. Walking reduces depression, anxiety, and feelings of low self-esteem in even a moderate-intensity session. Allowing yourself to Be in the moment helps curb negative moods, while inactivity compounds the stress. Endorphins are released when in a constant state of motion-mindfulness on brisk walks simply places one in a better headspace.

Increase creativity and productivity. Walks are conducive to mental clarity while mental clarity paves the way for creativity. Slowing down from the business fast pace of business allows for the refocusing and reimagining of how to overcome obstacles and achieve breakthroughs. Walking also helps decongests mental roadblocks by drawing attention to one’s immediate surroundings. By stimulating neuron growth, productivity is charged up by even a simple midday stroll.

Work motivates and propels us forward, But to get to a peak level of performance, make walking an essential part of daily experience, one step at a time.

Follow Bo Parfet on Twitter

Originally published at https://thriveglobal.com.

After a career taking me from Wall Street to the world of social entrepreneurship, I can say with confidence that it is unrealistic to assume the possibility of immediately understanding the point of view of every professional one meets.

Given that there is always a learning curve in understanding the perspective of a new connection, I recommend that taking the time to develop the skills needed to build interpersonal relationships with diverse professionals and personalities.

Those who implement techniques such as linguistic mirroring know how to navigate peers who are evaluating their performance. Using linguistic mirroring offers an opportunity to cater to speech, and the culture of professionalism it shapes, based on an evaluator’s preferred work style.

I recommend the practice to anyone looking to improve professional outcomes, as I myself have seen over the course of my career, let alone that of others.

According to the Administrative Science Quarterly, linguistic mirroring refers to how “preexisting relationships give people greater insight into how their evaluators think, reason, interpret, and process evidence.”

When professionals consider how their peers receive information and tailor their delivery keeping that top-of-mind, they are practicing linguistic mirroring.

It is a communication tactic that allows the implementer to meet co-workers or partners at their level. By “speaking their language,” those who linguistically mirror their peers demonstrate a sincere understanding of, and concern for, how their peers think. The result is improved outcomes and the achievement of desired goals for those who practice linguistic mirroring in professional contexts.

Linguistic Mirroring

Research suggests that linguistic mirroring is a useful tool for professionals looking to sharpen the communication of their sincere conviction, such as when recruiting a new client or litigating a case before a judge. In a study that examined patent infringement lawsuits, the Harvard Business Review found that lawyers who used linguistic mirroring with judges won a more significant number of cases. Why? Linguistic mirroring gives the “evaluator,” with whom the implementer communicates, the ability to understand the implementer’s points without altering how the evaluator thinks.

The results of the study indicate the success of linguistic mirroring in patent infringement lawsuits. From this study, one can interpret how lawyers who had pre-existing relationships with judges yielded better outcomes.

For example, lawyers who had pre-existing relationships with judges knew how to format arguments in a manner that typically moved and persuaded the judges. Knowing whether the judges preferred data-driven evidence versus a narrative-centered argument helped guide the lawyers when crafting their cases.

Although applying linguistic mirroring is efficient, I believe that it is not enough on its own to guarantee an adequate understanding of different points of view in a professional context. Professionals should be aware of the vital factors on which to focus if relying on the value of linguistic mirroring as often as possible.

If one ignores how an evaluator tends to communicate, it will be a struggle to influence how said evaluator thinks. Take note of how they reason with others; do they rely on facts, data, or emotions? When they collaborate with others, what kind of skills and software do they use?

Incorporating their preferred reasoning details into one’s own approach to communication will not only amplify the impact of one’s linguistic mirroring but also make one’s influence more robust and foolproof.

Note that linguistic mirroring will not convince an evaluator if it is not genuine. Authenticity is required to make influence count. When building a team for a specific project, one needs to consider the tradeoffs between social and human capital.

Given that building genuine relationships is the full guarantee of linguistic mirroring’s conviction, we must understand that authentic connections do not form overnight. These cordial dynamics of rapport can sometimes take years to build.

One should be realistic with one’s self, and with one’s team about whether linguistic mirroring in interpersonal communication is possible before sacrificing the organization’s top human capital for a specific project.

As a business and community leader, philanthropist, mountaineer, and naturalist, Bo Parfet has experienced his fair share of crises, navigating indeterminate paths forward in both his professional endeavors and personal adventures.

He has helped lead teams to the top of the world’s tallest peaks, experiencing the highest highs and the lowest lows, including the loss of one of his teammates on Mount Everest. Professionally, Bo has been responsible for building a successful real estate investment company and since 2013 has been intimately involved as co-founder and CEO of impact investment organization Denali Venture Philanthropy.

The demanding situations that leaders face over the course of their careers are exactly the moments that define the type of leader they become. Their actions directly impact those working alongside them and can build or harm their reputations in the future.

When faced with emergencies and crises, leaders should aim to remain level-headed to ensure stability in the performance and morale of their teams. The act of “losing your cool” can elicit many negative consequences for the wider business.

Research shows that one in three managers are unable to handle high-stakes, high-stress situations with 53% of leaders becoming more closed-minded and controlling during times of crisis when in reality they should be open and curious.

Recently, Bo Parfet shared his insights on staying calm during times of uncertainty and how to lead effectively in times of crisis. Here are some of the qualities that Bo believes every leader should possess in order to make it through difficult times:

Build your team.

Bo mentions that he learned the importance of building a strong, dedicated team from the time he spent scaling mountains. Being connected to a team of individuals in life’s most daring situations helps us to understand each person’s strengths and opportunities and allows each member of the team to bring their all each and every day.

This strategy isn’t so different from steering a business through times of crisis. Building a team focused on individual strengths and the ability to come together helps tremendously when demanding situations arise.

Be patient and decisive.

The most effective leaders are those who see crises as opportunities to enhance their platforms, making decisions to adjust their current model without hesitation.

While stressful situations may cause confusion or elicit certain negative emotions, it is critical that leaders take time to deliberate and make confident decisions about how to move forward. The worst thing a manager can do is to ‘jump the gun’ without taking time to assess the whole picture.

Stay humble.

As a leader, it can be easy to think that you always have the right answer. However, in times of crisis, it is important to remain level-headed and calm. Ask for input from your team as someone may have navigated a similar situation in a previous life.

A leader that demonstrates the ability to work cohesively and ask for help when necessary will maintain a positive working relationship with their employees, both now and in the future.

Show compassion.

Lastly, leading through times of uncertainty means confusion and stress for the entire team. Remember that employees are the backbone of the organization and that having a strong team is part and parcel of building a strong business.

Take time to check in with dedicated employees to ensure that they are handling the situation in a healthy and positive way. Showing compassion and understanding will help calm the entire team, allowing everyone to focus on the big picture.

Developing a clear vision for how to build and manage a business is a crucial element to its success. Creating detailed business plans, defining roles, and identifying barriers are important aspects to leading effectively and with clear direction.

This year has tremendously impacted businesses around the globe as they navigate the uncertainty brought about by the COVID-19 crisis. For , successful entrepreneur, philanthropist, and adventurer, effective leadership includes the ability to be flexible and adaptive in an ever-changing and, at times vague, environment.

Parfet is a successful real estate professional, having spent much of his career as a financial analyst and investment banker. He comes from a long line of community activists and philanthropists and has developed a business model that combines individual financial success with a wider social impact.

Parfet and his wife Meredith co-founded Denali Venture Philanthropy to build upon that family legacy of philanthropy and to improve the lives of others by addressing significant global issues in access to education, access to healthcare, and environmental protection. In doing so, the organization builds relationships with small businesses and start-ups from around the globe to improve local social and economic conditions.

With years of experience developing successful businesses, Parfet is able to act as a consultant for many entrepreneurs to ensure they are on a positive path forward. A big piece of advice he gives others is to maintain a clear vision and defined goals in order to lead effectively.

Whether leading through a global health pandemic or the imminent and unknown fluctuations in business development, the art of being flexible and adaptive is crucial to ensuring stability and long-term growth.

Parfet shares some essential actions to help to develop a mentality that will provide for successful leadership in the face of ambiguity:

Define and mark the new path forward. As businesses evolve and adapt to new chapters of their stories, a strong element of effective leadership is the clear definition of not only what is expected to change, but also that which will remain the same. Often, businesses lose good employees due to a lack of communication and uncertainty around individual responsibilities. Allowing employees to understand why things are changing and what it means will help them feel more connected to the business and work toward the same goals for success.

Allow for constructive feedback. In general, people do not cope well with quick and unorganized change. Thinking back to March when COVID-19 first hit, the entire country was in a panic and the result has been devastating for businesses. While leaders should strive to be quick and decisive in their actions, it is important to look toward your trusted teammates and ask for input and assistance. Often, coming together to identify the best path forward works much better than an individual trying to define expectations for the future on their own. Employees who provide constructive feedback and feel as if they are heard are more likely to maintain strong ties within the organization.

Remember what once was. Encouraging team members to reminisce in what once was can allow everyone to properly navigate new and impending changes. Try to refrain from telling the team to “move on” and let them feel the emotional connection to the past. With time, the new becomes the norm and everyone works as they did before. Allowing open and emotional communication builds a trusting and comforting space for employees to feel valued and appreciated.

Be positive about the future. During times of ambiguity, the most helpful thing a leader can do is paint a positive picture for the future. Develop a vision board to allow employees to see the plan and each step forward. Share significant dates or milestones as markers to help others maintain a stable, positive outlook. Knowing that things may never be as they once were does not mean that things cannot get better in the future. Stay positive and keep moving forward.

Bo Parfet is the co-founder and CEO of Denali Venture Philanthropy (Denali) , an impact investment organization focused on promoting global social change which he runs with his wife Meredith. He is an entrepreneur, real estate professional, philanthropist, naturalist, adventurer, and author.

Parfet began his career as a Research Fellow at the Financial Accounting Standards Board (FASB) and later joined J.P. Morgan on Wall Street. In 2012, he founded Iconic Development, a successful real estate development firm, and now joins DLP Real Estate Capital as Managing Director .

Parfet’s passion for adventure earned himself a name among adventurers. He is one out of about 85 people in the U.S. to have completed the Seven Summits, reaching the highest peaks on each of the seven continents. He shares this harrowing experience in his book, Die Trying: One Man’s Quest to Conquer the Seven Summits. He also contributed his stories to the book, They Lived To Tell The Tale: True Stories of Modern Adventure from the Legendary Explorers Club.

Parfet has been recognized for his global-civic volunteerism, receiving the Presidential Volunteer Service Award for completing more than 4,000 hours of volunteer service worldwide.

As a community leader and global citizen, he is a member of the Explorer’s Club and Young Professionals Organization. He is an advisory board member for the non-profit, Adventure Scientists and sits on the board for the Gilmore Car Museum, a family legacy.

Parfet resides in Boulder, Colorado with his wife and two young sons. He has a Bachelor of Arts in Economics from Colorado State University, a Masters in Applied Economics from the University of Michigan, and an MBA from Northwestern University’s Kellogg School of Management.

In the not-so-distant past, business leaders operated focusing solely on the bottom line. If you wanted to succeed in business, you had to leave your feelings, family, social skills at the door in favor of a strict focus on the numbers. I remember having the same mentality when I entered the world of Wall Street investment banking early in my career.

Sure, I was successful; I learned a lot about the world of finance and how to conduct business. The only problem was, I knew that living such a fast life on Wall Street wasn’t sustainable. If success as a business leader is due in large part to the sustainability of the business itself, was I really going to develop into the business leader I wanted to become?

A few years into my career, I found myself to be unwell, both physically and mentally. I got minimal sleep, had a diet that consisted mainly of crappy food and soda, and my personal relationships suffered simultaneously. Growing up in the Midwest, I was always adventurous and loved being outdoors. I started to think of the ways in which I could get myself back in shape and that is when I fell back in love with mountain climbing.

Over the course of the next few years, I would conquer the Seven Summits, climbing the tallest mountains on each of the seven continents, and meet some of the most amazing, adventurous, intelligent, and kind-hearted people along the way. I quickly learned that building an honest, strong, dependable, and focused team is what helps propel you to the top in life and in business.

I learned that being a leader means giving in to your fears and letting go of your ego. Achieving success is never easy, nor one-sided. There will always be people helping, guiding, and encouraging you along the way. Likewise, to help others succeed, you must be that same kind of guide for them.

One of the most important qualities of being a great leader is vulnerability. Being a vulnerable leader isn’t about being weak, but about being open, honest, and trustworthy. Employees want to work hard for someone they believe in and it is important to show them your true, authentic self.

Vulnerability can be empowering for many business leaders. It shows a certain strength that business leaders so often seem to lack. Being able to share your concerns about the fate of your business allows your team to grow together, especially in today’s economic climate.

The COVID-19 pandemic has thrown the typical business plan for a loop. Those leaders who have been open and truthful with their employees are standing strong. A great example of this type of leadership is New Zealand Prime Minister Jacinda Ardern. When COVID-19 hit, she led her country by standing beside her people and letting them know that whatever might come, they would persevere together. Over the past nine months, she has received global praise for her actionable determination in being such a supportive leader.

I am the co-founder and CEO of Denali Venture Philanthropy (Denali), alongside my wife Meredith. At Denali, we pride ourselves on developing an investment model that creates opportunities for entrepreneurs committed to spurring positive social change. We do this because we truly believe in the power of human connection and in using that power to improve global society.

Through Denali, I have had the pleasure to meet some of the most dynamic business leaders around the world, leaders who deeply inspire their employees and their communities. One great example is a company called Nisolo.

Nisolo is a Nashville-based fashion brand that aspires to create exceptionally designed, ethically sourced products that positively impact consumers, producers, and the environment. They are a Certified B-Corp with factories in Peru that employ thousands of local footwear makers who previously struggled to earn a living wage. By working with the community and treating its people as micro-entrepreneurs, Nisolo is pioneering a unique model for helping developing countries prosper.

Nisolo is innovative in its social impact practices. The company participates in the Lowest Wage Challenge, openly publishing their lowest wage in an effort to ensure transparency into how they treat their workers

There are many other companies like Nisolo and many other leaders like Jacinda Ardern. We can learn important lessons from them all. Leadership is more than just management. Management is a rather simple act that requires organization and the ability to follow directions. Leadership, however, requires the ability to influence others in such a way that they feel connected, invested, and feel like important pieces of the puzzle.

It is time to be open, honest, and vulnerable as business leaders if we want to develop the next generation of leaders that will truly move our communities forward.

Follow Bo on his Website