Passion Struck with John R. Miles

Episode 703: Leadership Beyond the Boardroom with Ollie Raisin & Boris McGuire (Safarini Leadership)

Release Date: December 16, 2025

Episode Overview

In this rich and evocative conversation, John R. Miles sits down with Ollie Raisin and Boris McGuire, co-founders of Safarini Leadership, to explore what it means to lead outside of conventional corporate structures—by learning from the Samburu, a nomadic tribe in northern Kenya. The episode investigates how immersive wilderness experiences, cross-cultural engagement, and deep reflection can fundamentally reshape leadership, creativity, and well-being. Themes include questioning mainstream leadership paradigms, the power of connection and collectivism, and the importance of adapting to environments radically different from those that have traditionally shaped career advancement.

Key Discussion Points & Insights

1. The Genesis of Safarini Leadership

• Origin Story ([09:42])
  • Both Raisin and McGuire, long-term expatriates in Kenya, sought to build a business rooted in their passions for leadership and the northern Kenyan wilderness.
  • Their frequent adventures and relationships with the Samburu tribe revealed a radically different model of leadership—anchored in service, patience, and collective decision-making, as opposed to the Western focus on speed and individual achievement.
  • Ollie Raisin:

    “We hypothesis that there's a benefit to being exposed to a radically different culture. Has been proven out.” ([11:32])

2. Why “Safarini”: Leadership as an Ongoing Journey

• Concept & Philosophy ([11:37])
  • “Safarini” means “to be on a journey” in Swahili, symbolizing that leadership is a constant process of growth, not a destination.
  • The experience leverages literal journeys—treks with the Samburu—and metaphorical ones, encouraging leaders to disconnect from everyday distractions and reflect on deeper values.
  • Boris McGuire:

    “Leadership is a journey. We’re constantly growing, learning, developing, and that journey doesn’t typically end.” ([11:42])

3. Limitations of Conventional Leadership Development

• Critique of Typical Methods ([14:40])

  • Western programs are often rushed, transactional, and surface-level.
  • Modern technology and constant connectivity hinder creativity and introspection.
  • Immersive, device-free time in the Kenyan bush enables more profound revelations and personal growth.

• Three Pillars of Safarini's Approach ([16:28])

  • Wilderness Immersion: Nature as a catalyst for neuroscience-backed changes in focus and learning.
  • Indigenous Immersion: Direct confrontation and expansion of cultural assumptions.
  • Coaching Methodology: Structured reflection and integration of learning.

4. The Structure of a Safarini Journey ([17:37])

• Three Phases

  • Pre-Trip Diagnosis: Kickoff calls, leadership assessments (Intercultural Development Inventory, GlobeSmart), and personal “Journey Line” activity for self-reflection.
  • Experience Phase:
    • 10 days in Kenya; core is a 6-day camel-supported trek.
    • Daily rhythm: Sunrise campfire talks, walk-and-talk reflection, group leadership circles, culture exchange with Samburu elders.
    • Emphasis on uncertainty, adaptability, and deep personal sharing.
  • Follow-Through & Integration: Group coaching to support long-term application; formation of alumni “collectivist” networks echoing Samburu values.

• Raisin about Samburu society:

  “Their philosophy is a kind of ‘we are because they are’…this concept of interdependence, interconnectedness, and that we are all necessary to society.” ([23:50])

5. Collectivism, Shared Values, and Belonging

• Life Paths and Social Roles ([24:51])
  • From boyhood, individuals are mentored to fulfill communal responsibilities before acquiring authority or independence.
  • Leadership is synonymous with service and collective responsibility.
  • Lack of Anxiety/Depression: Samburu society has no words for “anxiety” or “depression” and no history of suicide—a reflection, Raisin posits, of their deep-rooted communal belonging.

6. Movement, Uncertainty, and Leadership Learning ([30:01])

• Walk-and-Talks vs. Boardrooms

  • Physical journeys through unpredictable terrain mirror the unpredictability of leadership challenges.
  • Coaching moments are shaped by uncertainty—a stark contrast to over-scheduled, outcome-driven Western routines.

• Memorable Quote:

  “We fetishize this idea that speed is the most important thing... In the west, we are destination-driven, whereas with the Samburu, it’s much more about the journey.” — Ollie Raisin ([35:39])

7. Definition of Success and Time

• Samburu Perspective ([33:10])
  • Success is inextricably tied to one’s role within and service to the community. There’s little emphasis on material gain or rapid advancement.
  • Raisin on Western Obsession with Speed:

    “There are many successful entrepreneurs who build multimillion-dollar businesses, but they don’t achieve it until they’re 50 or 55. And that’s just not interesting to us…it’s almost like we fetishize this idea that speed is the most important thing.” ([35:39])

8. Spirituality, Nature, and Long-term Thinking ([37:17])

• Beliefs:
  • The Samburu concept of God (Nkai) is linked to nature, ancestry, and future generations. Decisions are evaluated on their impact for descendants, not immediate gain.
  • Their leadership, therefore, is inherently long-term and relational rather than transactional.

9. Consensus Decision-Making vs. Hierarchy ([39:11])

• Process:
  • Samburu elders reach decisions only with consensus, prioritizing harmony and broad approval over efficiency or majority rule.
  • Meetings are adjourned if dissent is present and resumed after further dialogue.
  • McGuire:

    “It’s a slower process, but it’s one that prioritizes harmony... When you have a society facing real, constant challenges, harmony is really important.” ([41:31])

10. Resilience and Interdependence ([43:24])

• Contrast to Western “Grit”
  • Samburu resilience is not about toughness, but about quiet confidence in the support of others.
  • Mutual aid is culturally programmed and reciprocal—stories illustrate generations of livestock being lent and returned based on need.

Notable Quotes & Moments

• On slowing down to lead better:

  “Slowing everything down... our brains operate on a frequency that enables us to be more creative. It creates an opportunity to really have revelations that they wouldn’t normally get if they were just trying to achieve something in two days.” — Ollie Raisin ([14:40])

• On consensus decision-making:

  “A decision can become final when no one is really dissenting to it… It’s slower, but it prioritizes harmony.” — Boris McGuire ([41:31])

• On Western focus on speed:

  “We’re obsessed with who’s first and who’s the youngest… We fetishize speed as the most important thing.” — Ollie Raisin ([35:39])

• On resilience as interdependence, not toughness:

  “In the Samburu culture, resilience is less about grit, and more about the quiet confidence that your community will help you in hard times.” — Ollie Raisin ([44:01])

• Transformational moment:

  “One of our elders approached her and said, ‘You’re always looking down. Why are you looking down? There’s so much beauty around you.’…It’s had a truly life-changing effect on this woman’s leadership and personal life.” — Boris McGuire ([46:33])

Timestamps for Key Segments

• [09:42] — The story behind Safarini Leadership
• [11:37] — Why “on a journey?”: Philosophy of “Safarini”
• [14:40] — Shortcomings of conventional leadership training
• [17:37] — Structure of a Safarini Leadership trek
• [23:49] — Cohort/alumni follow-up and community support
• [24:50] — Samburu structure: mentorship, rites of passage, collective leadership
• [33:10] — Success, time, and life journey in Samburu vs. Western world
• [37:17] — Spiritual beliefs and long-term thinking
• [39:11] — Consensus-based decision-making among elders
• [43:24] — Resilience and communal aid stories
• [46:11] — Transformative trek moments for participants
• [49:58] — The “Cow Game” as a simulation of community over competition
• [51:47] — The “Commitment to Action” capstone exercise
• [54:14] — Typical team sizes and group intimacy

How to Connect with Safarini Leadership

• Website: safarinileadership.com
• Instagram, LinkedIn, YouTube: “Safarini Leadership”
• Direct inquiries welcome; careful fit ensured for all participants. Cohorts are typically six to eight leaders, plus facilitators. ([53:05], [54:14])

Memorable Insights and Closing Reflection

• “Becoming doesn’t require more information. It requires a different environment. When we change that context, we change what becomes possible.”
  — John Miles ([55:30])

• Leadership isn’t about position or speed. Respecting traditional wisdom, valuing service to the collective, and embracing friction and discomfort in growth are recurring themes.

• Takeaway:

  “Keep choosing growth over comfort, connection over certainty, and live like you matter.” — John Miles ([57:42])

This episode challenges listeners to question leadership assumptions, invites deep reflection on the meaning of service and connection, and offers a transformative alternative to the boardroom: a journey into nature, culture, and themselves.