Leadership Results

Chapter 3Leading without maps: Sense-making

Can any map work?

A small group of highly successful senior managers decided to challenge themselves by climbing Mount Everest to validate their legacy. They were all elated at first, savouring the adventure of their lives. But this was short-lived. Suddenly, things turned sour.

Extreme weather descended on them on the second day, sparking an avalanche; and to make things worse, their porter fell off a sheer cliff and disappeared carrying valuable supplies. Everyone was shocked and tried to come to terms with their predicament in their own ways. The group was paralysed — physically, mentally and emotionally.

On the third day, still dazed by their traumatic experience, the group resumed their journey. But after two days of feeling like they were going around in circles, they considered themselves lost. It was still snowing

and their cold, hunger and isolation was amplified. Doubt, combined with the knowledge that about 280 people had died climbing the mountain in the past few decades and that fatalities occurred every year, crept into everyone's mind. Another avalanche was no longer a remote possibility. Morale and energy were low, the silence grew, and what had been a natural and unspoken fear turned into panic.

Unexpectedly, one of the group announced he had found a map in his backpack. Everyone surrounded him to study the map and gauge the situation for themselves. Once the group had inspected the map, located where they were ...