By the mid-1990s, climbing Mt. Everest had evolved from elite expeditionary mountaineering into a commercial enterprise. Guiding companies such as Adventure Consultants, led by renowned climber Rob Hall, charged high fees to lead paying clients, many with limited high-altitude experience, to the summit of the world’s tallest mountain.

Climbers spent weeks acclimatizing to extreme altitude by rotating between Base Camp and progressively higher camps (Camp I through Camp IV). The summit push from Camp IV required precise timing, disciplined decision-making, and strict adherence to safety protocols, particularly turnaround times designed to ensure descent before nightfall and severe weather. The expedition included climbers of widely varying experience levels. Some were highly skilled mountaineers; others were relatively inexperienced clients heavily dependent on guides for survival. All were physically deteriorating from altitude sickness, weight loss, and exhaustion.

On summit day, Rob Hall set a firm 2:00 p.m. turnaround time. Any climber not at the summit by then was required to descend, regardless of proximity to the top. This rule was intended to prevent climbers from being trapped in darkness or storms during descent. However, as summit attempts unfolded, the turnaround time was not enforced. Several climbers, including Hall and client Doug Hansen, continued toward the summit well past the deadline, reaching it as late as 4:00 p.m. At the same time, another guided team led by Scott Fischer was also pushing toward the summit behind schedule. Shortly after these delayed summits, a violent storm struck the mountain.

The late summit attempts left multiple climbers exposed high on the mountain as the storm intensified. Key failures compounded the situation:

· Climbers ran out of supplemental oxygen.

· Communication between teams became fragmented.

· Visibility collapsed in the blizzard.

· Exhausted climbers could not descend without assistance.

Several climbers became stranded near the summit. Rescue attempts were heroic but costly. Guides and Sherpas risked and, in some cases, lost their lives while attempting to save clients and fellow climbers.

Some stranded climbers died where they fell. Others were presumed dead and left behind. In one extraordinary case, climber Beck Weathers, left for dead, regained consciousness and staggered back to camp, ultimately surviving despite severe frostbite and multiple amputations.

By the end of the season, twelve climbers had died on Everest.

Case Study: Tom is widely respected. He’s known as fair, mission-focused, and deeply loyal to his people. The kind of leader others want to work for.

One of his team members, Jake, is struggling. Divorce. Custody battle. Financial stress. Jake’s performance has slipped, but everyone knows why. He’s still trying. He’s just not at his best.

There’s a high-visibility project coming up. If it fails, the entire team looks bad. If it succeeds, it protects funding and positions the department well for the next year. Jake is supposed to lead a critical piece of it.

Tom believes in second chances. He also believes in protecting his people. Quietly, without telling senior leadership, Tom shifts some of Jake’s responsibilities to another team member and backfills Jake’s deliverables himself late at night. On paper, it looks like Jake is still leading. In reality, Tom is carrying him.

The project succeeds. Leadership above Tom is thrilled. Jake keeps his role. The team is spared scrutiny. But a few things start to surface. The teammate who picked up the slack feels resentful. They weren’t asked. They were told. They see Jake still getting credit.

Jake feels relief… but also shame. He knows he’s being covered for. He becomes less confident, not more. Tom feels justified. He protected his people. He kept the mission on track.

But now he’s tired. He’s carrying work that isn’t his. He’s managing perceptions. He’s protecting a story that isn’t fully true. No policy was technically broken. But something is off.

Season 2 finale as we discuss what it takes to be a good leader even better.

Here is the link Bill refered to on empthy - https://www.youtube.com/watch?v=1Evwgu369Jw

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