From base camp to encounter: Why a council can be the right follow-up to “Adventure Everest”

Review: Six months after the “Adventure Everest”

Six months ago, a team of around 20 employees from two different departments at a Swiss company embarked on an unusual journey: as part of the “Adventure Everest” team development program, they had to climb a symbolic mountain together as a rope team. The module not only offered an exciting simulation, but also acted as a mirror: it clearly showed that the team lacked a common direction, mutual understanding, and fundamental trust.
Now, six months later, the question arises: what next? How can this team build on this experience in a meaningful way and take up new ideas without falling back into old patterns?

The key question: How will the journey continue?

Now, six months later, the question arises: What happens next? How can this team build on its achievements and seize new opportunities without falling back into old patterns?

The search for a suitable format

The coach in charge specifically sought a format that would not only address the team on a professional level, but also appeal to them on an emotional and personal level. Traditional methods or further simulations did not seem appropriate. The idea was to create a space for genuine, open exchange. Something unexpected. Something that creates space rather than imposing structure. This led to the decision to form a council.

What defines a business council

A business council is more than just a discussion group. It is a deliberately slow-paced, ritualized circle in which people say what they want to say—without judgment, without reaction, without discussion, with a leader who provides structure, calm, and neutrality. Whoever holds the talking stone (or another symbol) speaks. Everyone else listens—really listens.
Especially in a team that is characterized by a high degree of personal responsibility, innovative spirit (e.g., education without grades), and a certain degree of individuality, the Council creates a framework in which new connections can be formed.

The Council’s goal: Encounter instead of problem solving

In this case, it wasn’t about planning or solving problems. The goal was to experience being a team again, build trust, and talk about issues that often remain beneath the surface.

Why the Council was the ideal continuation

The Council, as a continuation of “Adventure Everest,” was therefore a wonderful follow-up and a source of inspiration, as well as a change of perspective for everyone involved.
Away from doing – toward listening.
Away from the goal – toward encounter.
And sometimes that is precisely the most important next step.

|Marcus Richter