“A good leader has a sense for his team.”
Dani Arnold is one of the best extreme mountaineers of our time. He has been a brand ambassador for Rochester-Bern Executive Programs since 2018. RoBe spoke with him about decision-making under pressure, trust within the team, and leadership in critical moments. The conversation offers clear and surprisingly applicable insights for executives in their day-to-day business lives.
RoBe: Dani, you travel all over the world on your expeditions, preferring challenging routes on rock and ice. You also lead groups as a mountain guide. There’s always a risk involved—in extreme cases, even death. How do you deal with that pressure?
Dani Arnold: For me, preparation is key. A lot of things can be planned. I ask myself: What could happen? And I map out the route all the way to the end. In the mountains, the question isn’t whether things will go differently than planned, but when the deviation from the plan will occur. That’s why it’s important to clarify the goal and the acceptable level of risk in advance. During the tour, I constantly gather information—for example, about the weather or my team’s condition—and make my decisions based on that.
RoBe: Do you make these decisions on your own or as part of a team?
DA: It depends on the situation. If the situation calls for a quick decision, I take sole responsibility and communicate clearly. If I have time, I deliberately seek out other opinions. That brings new perspectives and prevents tunnel vision. I see it as a strength when a leader can also let others have their say. Ultimately, though, I must always be ready and able to pull the emergency brake.
RoBe: Couldn’t being open to other perspectives also undermine trust in leadership?
DA: On the contrary. Trust is built when the better argument wins in a discussion, not the stronger ego. Authenticity, honesty, and admitting weaknesses strengthen the relationship with the team. Of course, competence also plays a major role here. It also helps to discuss with the team in advance that dangerous situations can arise and how we want to handle them. As the person with primary responsibility, however, I ultimately always have to step up, communicate transparently, and make a decision. Especially in dangerous situations, it may be necessary to be very firm. At the Mönch, I once had a situation where a thunderstorm was approaching and the guest didn’t realize that we needed to hurry. That’s when the tone can change.
RoBe: What kind of leadership style do you prefer in the mountains?
DA: Flat hierarchies and a clear, shared goal. In small teams, transparency is essential; in larger ones, information needs to be shared in measured doses. As a leader, I need to stay attuned to the team and react quickly. I actively involve those who are highly motivated, and I clearly address those who are working against the goal. If necessary, this may mean there won’t be a second tour together.
RoBe: What parallels do you see with day-to-day leadership in a company?
DA: Leadership means taking responsibility, being present, and communicating decisions in a way that’s easy to understand. Transparency, attitude, and the willingness to speak up even when it’s uncomfortable build trust. That’s the same on the mountain as it is in a company. A good leader is attuned to their team, listens when there’s time to do so, and makes clear decisions when the situation calls for it.
