Leading in Turbulent Environments: Lessons from Mount Everest

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Leading in Turbulent Environments Lessons from
Mount Everest

• Prof. Morten Hansen
• MIIC April 27 2009

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Levers David Breashears leading the IMAX team
Planning Scenarios Slack oxygen 2
attempts
Composition Experts No primadonnas
Goals Make the film Each one on top
Critical decisions Turned around Went back
up Sumiyo off the summit bid
Outcomes
Process Time to bond Each w/
responsibilities
Made the movie Everyone but one on top
All safe
Leadership style Consultative Demanding
Turbulent Event Weather changes
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Levers Rob Hall leading his team
Planning One path Just enough 1 attempt,
oxygen
Composition Novice clients Guide
experiences mixed
Goals Each client summit Hall Develop
company
Critical decisions Hansen kept going
Climbed up past 2pm Hall stayed on top
Outcomes
Process No team bonding No questioning
Escalation of commitment
4 out of 10 clients summited Hall died 3
clients died
Leadership style Very authoritative
Over-confidence
Turbulent Event The storm
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Levers for Leading Teams amidst Turbulence Key
lessons from Mount Everest
Planning Build in cheap slack What are
your oxygen bottles?
Composition No primadonnas Level 5
individuals
Goal Set a strong Group goal Subordinate
individual goals
Critical decisions What you do ahead of
difficult times counts the most (before storms
hit) Decision making biases happen in best of
teams
Outcomes
Process Avoid escalation of Commitment
Avoid loss of agency Psychological Safety
Leadership style Watch over-confidence Be
less authoritative more consultative
Turbulent Events Big, unpredictable, Fast, Hurt
you
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Action Points
1. Set a very clear and strong group goal that is
more important than individual goals Make the
IMAX movie 2. Assemble Level 5 teams (i.e.,
with individuals who emphasize the team mission
more than their own interests) Demonstrate
with own level 5 behaviors 3. Build in slack
(i.e., wiggle room) in your execution plans
Breashears planned for two summit attempts, Hall
for one. Idea is not to be cornered, but leave
you with options For example 1 extra person
on a team, always strong balance sheet, always
insist on profitability (vs. extra sales to build
share), 2 product launch attempts. 4. Always
watch our for creeping biases in the team
Escalation of commitment. The team pursues a
course of action in face of negative feedback,
simply because they have already spent resources
on that (sunk costs). Thats Doug Hansen on
Mount Everest, and it cost him his life. Loss
of agency. You as a leader directs everything, so
team members stop thinking for themselves. When
crisis hits or unpredictable things happen, they
do not act or speak up. Inform them of overall
plan, ask them to think about the whole plan,
invite feedback. Hubris. As things go well,
you as a leader become over-confident, taking
risks and being less watchful than you ought to
be. It happens to everyone! Develop
Psychological Safety in the team to combat
this. I.e., make it safe for people to speak up
and criticize you as the team leader.
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5-Point Tool Create clarity before having
to make critical decisions midst turbulence
2. Planning What should team do?
3. Composition Who should be on team?
1. Common Goal What accomplish?
Critical decisions actions
Outcomes
4. Process How form team? How interact?
5. Leadership style How decide? How much
authority?
Turbulent Events Big, unpredictable, Fast, Hurt
you