As a leader, taking a group of 30 as an example, I led them out. The leader’s opening and closing remarks on the bus, interactions during the ride, establishing a leader’s image, and a series of tasks were carried out steadily and solidly. But once we arrived at the destination — in an uninhabited place — those 30 lives stepped off the bus, relying on whom? On the leader, or on the participants themselves, which is rather fragile. If we had taken out dogs or fish, things would be much easier. At this point, saying the leader (me) is carrying 30 lives — is that an overstatement? Not at all (the teacher’s view). The leader (me) asks myself: can I shoulder such responsibility? No one can (teacher’s view). Scared yet? As a leader, before setting off, you must assess risks, and even after arriving on-site, you still need to promptly identify risks. Here, I’ll talk about risks. For now, let’s divide risks into two major categories: human-induced risks and natural risks. More cases will be mentioned in follow-up editions. For human-induced risks, if leaders can spot them, keep them in mind, and act on them, they can be completely avoided. Natural disasters are another story, which we’ll also discuss later.
First, human-induced risks.
When we treat leading as a profession, human-induced risks are absolutely unacceptable — you can’t afford to make such mistakes, nor can you afford the compensation. What human-induced risks should leaders be aware of?
A. Risks brought by the driver.
Vehicle cost (negotiable), vehicle condition (insist on using good vehicles), driving proficiency (never be careless), familiarity with the route (provide terrain maps), driver’s personality (good credibility). Based on multiple practices and observations, I suggest leaders preferably choose drivers who have driven for travel agencies. These drivers are experienced, handle situations on the road just as well as the leader, and more importantly, they understand sudden changes in route or time — for example: a flood washes out the road and it can't be passed, so you have to take a detour; you didn’t pick someone up today, so you go tomorrow; you’ve waited so long and the person hasn’t returned, indicating possible danger; an experienced driver can sense when something feels wrong, call for help, and know who to call. Outdoor activities entail all kinds of unexpected incidents, and many examples show how crucial it is to choose a good driver. Dealing with unpredictable drivers during an activity is the leader’s biggest headache — never let your guard down.
B. Risks brought by the leader themselves.
Taking the wrong route — the leader must remember: never lead a route you haven’t been on. Don’t lead a route you can’t recall clearly, and don’t rely on support staff unless you’re absolutely certain. There are often profit-driven leaders who love doing such things. When it comes to routes, leaders should strengthen their professional knowledge. (Later, I’ll plagiarize some relevant professional knowledge, organize it, and recommend it to everyone.) For example: before departure, review the route again on “GE” to know what lies in all directions. Be familiar with maps, know how to use a compass, how to determine direction, weather, etc.
C. Risks arising from disagreements between the leader and participants, or among participants.
(1) Risks between the leader and participants.
Personally, I believe a leader must have patience and tolerance. Whether you're leading a self-guided or commercial trip, as a leader, you must have the mindset that “participants are god.” Why do I emphasize this relationship so much? If something serious happens to a participant under a leader’s care, first, you can’t afford the compensation, and second, the law protects the weak, not the leader. Once the “relationship” between the leader and the participant is established — and I mean this “relationship” — the leader must think it over carefully. Therefore, leaders should try not to have disagreements with participants. Before leading a trip, the leader should undergo some psychological training related to this. A leader’s patience and tolerance can also be honed through simple, indulgent, or leisure activities. If the relationship turns sour, and the leader is abandoned by the participants or the leader abandons the participants, then if something happens to a participant, the leader will definitely bear full responsibility. But “participants are god” doesn’t mean the leader becomes their nanny, nor does it mean all kinds of unreasonable demands from the “god” should be met. Remember, the outdoor activities we lead are not tour groups. If participants become overly dependent on the leader, that’s also a risk, so the leader must establish authority within the team.
(2) Risks between participants.
During the activity, the leader must watch over their own participants: First, do not indulge participants in excessive drinking. Drunk men may cause trouble, drunk women may behave outrageously — scenes like these will inevitably lead to problems. Second, prohibit excessive horseplay. Broken bones or injuries? That’s still the leader’s problem. Third, keep an eye on the ladies — don’t let any duels break out in your group.
D. Risks caused by improper campsite selection, rest areas, or locations.
I’m sure you’ve heard many stories about this. A responsible leader can completely avoid these risks. For example: riversides, mountaintops, cliff edges, under trees — you shouldn’t linger too long in such places. This involves a lot of specialized knowledge in wilderness survival, which we’ll discuss separately. Let’s skip ahead and talk about natural risks.
Second, natural risks. What natural risks should leaders be aware of?
(1) “Knowing there are tigers in the mountain, yet heading straight for the tiger’s den” — knowing there’s a storm, yet defying nature — that will end in total disaster. Leaders must be cautious to navigate safely. For example: summer trips are prone to flash floods, and some places simply shouldn’t be ventured into recklessly.
(2) Before departure, the leader should check the weekly weather forecast through the meteorological station. For greater accuracy, upon arriving at the activity site, confirm the week’s weather conditions again with local herders.
(3) The leader should carefully observe geological, hydrological, mountainous, and road conditions along the way — don’t wait until you’re in deep trouble before reacting.
(4) Wildlife risks. The leader should be familiar with signs of wildlife in the area to be visited. For example, bears, wolves, and snakes pose the greatest dangers. Though encounters are rare, participants must never be allowed to wander off alone. Cases like the suspected bear attack in Kanas, or the Korean tourist who died from a tick bite — people died. We won’t dwell too much on the incidents, but we can learn from them to prevent similar issues.
(5) Unavoidable risks, such as natural disasters or accidents. The leader can only accept their misfortune. But if you still want to stay in this line of work, you must swallow your pride, humble yourself, give your all, actively solve problems, and face challenges head-on. Don’t wait for a lawsuit to arrive — by then, it’s too late. Local adventurers value camaraderie, but out-of-towners rely on the law. You must understand how this works.