The 8^th and final competency separating merely good from great leaders is, according to recent research by Korn/Ferry Lominger, ‘Managing Vision and Purpose’.

To many people, the development of a company or departmental Vision and Purpose (also known as ‘mission’) seems like a light and fluffy assignment. Most organizations have a Vision and Purpose, but few use them to their full potential.

Vision and mission statements should be more than a plaque on the wall. When done right, and when genuinely understood by employees across the organization, they provide guidance in almost every decision made. They resonate with people’s values, connect their day to day work to the greater organizational picture and align individual efforts across divisions.

As always, the development and use of these tools is deliberate and conscious. You must lead the processes of crafting the mission and vision statements, and the processes of sharing them. You must help others explore the vision and mission to fully understand them, and to understand their roles in fulfilling them. You must be a change leader. This means, ‘walking the talk’, motivating and inspiring everyone (including the resisters), removing barriers and recognizing even the small successes along the way.

There are three related strategic concepts that organizations commonly express, including purpose (i.e., mission), vision and values.

• A mission statement describes the fundamental purpose of a group – why it exists and who it serves. It should be short, powerful and, usually, timeless in the sense that it fulfills ongoing needs of the clients. Mission statements may be renewed and refreshed, but the underlying purpose can remain valid for decades. For instance, a construction company might have the mission to “design and build safe, efficient transportation infrastructure for people with places to go.” Transportation methods may change from cars to trains over time but, in all likelihood, this company will always find a transportation “need” to be met with “safe, efficient infrastructure”.
• Values are important beliefs that are shared among the stakeholders of an organization. Values drive culture and priorities. Interestingly, organizations often seek to discover their shared core values, not create them, since adults usually walk into an organization with their basic values already formed. A clear understanding of shared values is very important to guide day-to-day decision making at every level within an organization.
• A vision statement paints a picture of your destination over the long term (usually about 3-5 years). It can describe what you want to achieve (your big goal) and, sometimes, who you want to become as an individual or team. It is ambitious yet achievable (unlike your mission, which is never quite completed). It represents the planting of a flag in the ground with the strong statement: this is where we are going. A vision statement does not tell you how you will get there (there may be many possible routes), but it provides the direction of travel. It provides inspiration and a call to action. It must be brief, powerful, passionate, easy to remember and easy to communicate to others. The construction company with the mission described in the first bullet might have a vision of “becoming the number one highway construction company in the country by 2016”.

Don’t skip this critical step and make sure you have a plan to fully utilize what you develop. Contact Summit to see what we can do to help.

According to Korn/Ferry Lominger, the ability to build effective teams is a critical leadership competency. It has been proven time and time again that effective teams get more done and make better decisions than individuals working in isolation. It has also been proven that, just because you put a group of high performing individuals together, you are not guaranteed a high performing team.

Building an effective team is, once again, largely the job of the leader in the sense that he or she initiates, drives and monitors the process. Done well, this is a very deliberate and conscious process that involves:

1. Creating a vision of what high performance will look like
2. Creating an action plan to get there
3. Periodically reflecting to gage success, and
4. Making adjustments where necessary.

Since engagement and commitment of all members are fundamental prerequisites of good team work, the leader must seek to involve the team in all of the above steps. A leader who does this, connects to the powerful drivers of personal values, sense of purpose and autonomy.

As a leader, you can:

• Create and share your vision
• Know what inspires and motivates the team and each individual
• Promote innovation and creativity
• Make sure you understand each individual and their personal needs
• Move management and rewards from individual to team-based
• Build a strong foundation and positive relationships through team building activities
• Provide training for essential team skills such as communications, conflict management, change management, trust, time management, etc.
• Understand and leverage the diversity of personal styles in your team, and help team members appreciate their differences
• Engage a team coach
• Remove barriers to success

Give us a call to talk about building the performance of your team. We run sessions to teach leaders how to develop their teams, and to help people understand how to consciously develop themselves into high performing teams.

The sixth critical leadership competency identified by Korn/Ferry Lominger is ‘Strategic Agility’. Strategic agility is the ability to look into the future and to select the right strategy to lead to your long term personal, team or organizational success.

If you want to have a great future, you need to plan for a great future. Start by making time for strategic planning. Take it seriously. It is not just about extending your 3 year plan to 5 years along the same trajectory. The world is changing at an alarming pace. You need to respond thoughtfully and creatively in step with or, ideally, ahead of the changes.

To do this, bring together key people from across your organization for a strategic planning initiative. Perhaps launch it with a retreat lasting a few days. Remember, this is about creating and driving change. Don’t just focus on current issues, but look to the future. Re-visit your enduring mission and your core values. Create a compelling vision of where you want to be in 3 to 5 years. Use tools such as a ‘SWOT’ or ‘force field’ analysis to better understand the current realities and trends in your environment. Identify your strategic priorities – your best bets – that will lead to your vision. Alternate between creative processes that will generate lots of new ideas, and critical processes that will narrow down the options, leaving only the best. Then identify actions that will lead to your ideal future. Create enough detail in your strategic document that it provides clear direction for the annual or quarterly departmental work plans that flow from it. If it lacks detailed actions, timelines and ‘champions’, it will not be implemented once you get back to the office.

Our strategic planning retreats help you develop direction and create a plan. Do not leave this to chance.

There is more to team success than leadership ... team members do play a critical role ... however, great leadership can make even a dysfunctional team great. How? Great leaders are very conscious in their approach and use what we at Summit Training call the “Deliberate Success” approach.

Deliberate Success involves developing yourself into the great leader you want to become, while simultaneously helping those you lead develop into the great team you, collectively, want to become. In both cases it consists of three simple (and deliberate) steps: Vision, Action and Reflection.

1. Create your VISION of success. This includes both a vision of the results you intend to get, and the values you intend to follow. Create a clear definition of success for your team and for yourself as a leader. It is not good enough to say you will be ‘high performing’ because that really has no meaning … or, rather, it can have any number of meanings. You need to be very specific as to the results and the culture that you want to have. You want effective interpersonal communication? Great. Explore and describe together what exactly that looks like in your work setting. After all, if you cannot define it, you cannot measure it. And, if you cannot measure it, you have no idea whether or not you are doing it. As Stephen Covey writes in the 7 Habits of Highly Effective People, “Begin with the end in mind”. When you create a team vision, it is very important to involve all team members in uncovering and describing the ideal culture that reflects their collective values and goals. In the end, they will be motivated and committed to achieving such a vision.
2. Take ACTION. Make a deliberate, focused plan and implement it. These actions must be directly connected to your vision. Deliberate and specific actions are essential to success. You can just do what you do and hope for the best, or you can do the right thing and get your desired result. Make sure you schedule your actions. State what you will do, when you will do it, who you will do it with, why you are doing it and what you expect as results. Without this level of detail, there is a very high chance you will not follow through.
3. Reflect. Without reflection, it is easy to lose your way, to stray off course toward some “shiny object” that catches your attention. Periodically ask yourself if you are achieving what you set out to do. Is your vision still the right one for you? Are you being who you said you would be? Are your actions getting you the results you had hoped for? If not, why not, and what do you need to change?

Great leaders will take this very deliberate approach to building the foundation of a high performance team.

Being able to build a plan and work your plan is the 5^th critical leadership competency identified by Korn/Ferry Lominger. A plan keeps us on track and focuses our energy. It can keep us from flying off on wild goose chases that expend great amounts of resources but achieve very little.

The ability to plan is not always natural. As we can learn through a Myers-Briggs session, some of us are naturally good at planning and some of us are not. Yet, this is another skill that can be cultivated and developed.

People who are good at planning can uncover what needs to be done, who needs to do it, how long it will take and what resources will be required. This is a very deliberate process requiring complementary skills in many other of the ‘Big 8’ competencies.

Those who do not develop good planning skills often fly by the seats of their pants. They may seem very energetic and creative, but their results often do no match expectations. They are often tired and stressed.

To be successful, be systematic in developing your plan. First set clear goals about what you want to accomplish, including performance standards and measures of success. Break your goal into smaller tasks that must be completed. Identify the resources required including budget, equipment and human. Match people to tasks, train them if necessary and give them appropriate responsibility, authority and timelines. Monitor your progress, reflect on your process and make adjustments where necessary.

This planning process fits very well with our Deliberate Success Model which focuses on developing a Vision, creating a Plan and Reflecting upon the results.

 

The fourth of the “Big 8” leadership competencies (Korn/Ferry Lominger) we’re exploring in this series is motivating others.

Once again, Dan Pink had tackled this topic in his book “Drive”. What motivates (and what does not motivate) others will surprise you. Marcus Buckingham also sheds light on this topic in his eye-opening book “First Break All the Rules”.

Motivating others is complex and challenging. Some of us are more naturally gifted at it than others, but it is a deliberate skill and we can all learn to be better at it.

Some of us feel that, just because we are self motivated, others will be as well. Unfortunately, it doesn’t always work that way. Leaders must build strong relationships with their team members and they must know how to motivate and inspire them.

Motivation is the use of external rewards to get a job started and completed. It is, in its simplest form, the “carrot and the stick”. Research has indicated that this carrot and stick approach only works well for simple tasks where thought and creativity are not required.

Inspiration, on the other hand, is a desire from within to do something you believe is worthwhile. You are not doing it just for a reward or to avoid punishment, but because you want to do it. As a leader, tapping into inspiration requires personal understanding of your team members. You must know people well enough to connect them to a compelling, shared vision, and to tie the task or challenge to personal outcomes that they find personally worthwhile.

Ultimately, a leader’s job is to make their team look good in the eyes of others and feel good about the work they do. When you facilitate them (as opposed to driving them) to achieve great results, you can tap into powerful forces of motivation and inspiration.

“Innovation distinguishes between a leader and a follower.” – Steve Jobs

We are exploring the “Big 8” competencies that separate good leaders from great leaders (as identified by Korn/Ferry Lominger). The third competency is innovation management.

Those who are skilled in innovation management are good at bringing ideas to life. They can facilitate others through the creative process, brainstorm effectively, select the good from the bad ideas and foresee how potential ideas will play out in the marketplace.

On the other hand, leaders who are unskilled in innovation management are unable to judge a good idea from a bad one and can’t predict which idea will best perform in the marketplace. They are often resistant to creative ideas, avoid change and stay in their comfort zones. They are unskilled at leading others through the creative process.

Being innovative involves understanding, selecting, and follow through.

You must understand your marketplace; what your customers want and what they don’t want. What will it take to bring non-customers on board? What is not currently being offered in the marketplace or is being done poorly by other players? If you do not have a clear understanding of your marketplace, there is a good chance you will not look in the right areas for innovation.

Once you have gone through a brainstorming process, you must be able to dig through all the ideas generated and select the best, most viable one. This will involve skill in dealing with ambiguity as there is no crystal ball that will point conclusively to the “right” idea. The key here is to select a good idea or direction and commit to it.

Once you have selected your idea or direction, innovation management involves bringing it to fruition. This is often where good ideas fail. Execution is key.

In this series of blogs we are examining what separates good leaders from great leaders. The second specific competency among the “Big 8”identified by Korn/Ferry Lominger is Creativity.

Dan Pink speaks to the importance of creativity in his book, “A Whole New Mind”. Most of us are not particularly creative; creativity is often held down in our risk-adverse Western business culture. However, as the Western business world loses its hold on manufacturing and such commodity skills as computer programming and accounting, we need to move back to our creative and developmental mind sets. This will be critical if we are to remain competitive and continue to grow our economy in this century.

Creativity involves immersing yourself in the challenge, thinking broadly and examining multiple options. You need to facilitate effective brainstorming sessions which will utilize the best of each individual involved. You need to have an effective process to keep you on track. You must also implement your best ideas. Coming up with the idea is relatively easy; following through on it is often the hardest part.

We need to break free of our restraints and become more creative. We need to lead the way and create the future.

There are many ways to influence creativity. At Summit and Frontier we have developed a program called The Art of Team that utilizes abstract painting to help individuals and teams access their right-brain creativity. This is a great session to use just before a strategy or planning session or when brainstorming is required to find a new and creative solution.

We have also developed a decision making protocol that allows teams to move through a brainstorming session with purpose. It encourages all individuals to contribute, and keeps the process on tract so you get results.

Creativity is a key competency. How will you foster it in your team?

In this series of Blogs we are examining what separates good leaders from great leaders. The first specific competency among the “Big 8” identified by Korn/Ferry Lominger is Dealing with Ambiguity.

According to studies, 90% of all decisions made by middle managers and above are ambiguous. The higher the position, the more ambiguity there is. It is rare to have all the information and know the perfect solution. Problems are often so complex and contain so many facets that it is impossible to have perfect clarity. Most people, given all the facts could make the right decision. However, this rarely happens. Great leaders are able to comfortably make more good decisions than bad with limited information, in less time, and with few or no precedents on how it was solved in the past.

To cope with this effectively: Take small incremental steps; Balance thinking with action; Broaden your horizon; Get organized; and Ask the right questions to define the problem.

To learn more pick up FYI - For Your Improvement by Lombardo and Eichinger.

What is it that separates a good leader from a great leader? This question has long been asked with no clear answer emerging. However, recent research by Korn/Ferry Lominger has indicated that there are very specific competencies that leaders must have. These have been called THE BIG 8 and include: Dealing with Ambiguity; Creativity; Innovation Management; Motivating Others; Planning; Strategic Agility; Building Effective Teams; and Managing Vision and Purpose.

A recent study revealed that 90% of all managers think they are in the top 10% of performers in their organization. However, further research has indicated that only 12% of executives are competent in 4 or more of the Big 8.

Obviously strengthening these competencies is essential to the overall success of your business. Through the use of the Voices 360, we can help each leader identify which areas they need to focus on most and, through the Development Tracker, we can help them create, implement, and assess their development.

In future blogs, I will discuss each of the Big 8 in turn.

Summit and Frontier President Scott Kress is excited to announce the release of his book “Learning in Thin Air”. The book shares the insights Scott has gained in personal, team, and leadership performance from years as a high performance consultant and trainer, and a wilderness guide. He shares stories from his early learning grounds to the biggest mountain on earth; Everest. Included are the tools, models, and strategies that have proven to be successful in helping Scott build high performance teams in the mountains and in the workplace. This book is a great companion piece to Scott’s keynote and also supports our training and team building programs. Go to www.learninginthinair.com to see the book and to order it today. Autographed copies are available upon request.

Ask any business leader what the formula for a successful team is and you will likely get a myriad of responses. While it’s true that high-performing teams come in all shapes and sizes and have different strengths, it is also true that now more and more of them share an amazing attribute – the passion to extend their success beyond their own boardrooms and to share their good fortune with our global neighbours who truly need it.

We know that this is true because we are asked about it all the time. Clients call and ask how they can provide an experience that will allow their team to grow while at the same time fulfilling the desire to give back. This really gets our attention! It is great to meet and work with organizations that share our view that Corporate Social Responsibility is more than just a “flavor of the week” and have baked this value into their culture.

It is immensely rewarding to send micro-loans to deserving entrepreneurs all over the world on behalf of our clients - in fact, it is my favourite part of the job. We are in the process of adding other program options that will both foster team development and provide an opportunity to improve the lives of others both in Canada and abroad.

We often quote Plato who says “you can learn more about a person in an hour of play, than in a lifetime of conversation.” Why not have that play, also be helping someone out who doesn’t have the opportunities we do. What can your company do to move beyond our borders and help our global community?

It is rare that Everest is climbed solo. Even if a climber is alone on the mountain, there is a team at home that has given this person the support to do what he or she is doing.

Everest is climbed step by step and each person must take those steps on their own. Nobody can do this for you. However, it is the team that gives the individual the power to perform.

As I was approaching the summit of Everest on that beautiful day in 2008 I was alone. I was alone in my thoughts and I was alone in my movements. Yes there were other people around me, but essentially I was alone in my own small world. I was performing alone, but I was climbing off the “backs” of my team mates and they were climbing off my back. The team had been essential in my success as they helped to give me the mental and emotional strength to do what I was doing. Without the team I never would have been able to accomplish what I did.

I had another critically important team with me that day. Back home my wife and two children were waiting for news of my ascent, but they were with me every step of the way. Death is common on Everest and many climbers will just sit down and never get up again. There were times when I wanted to sit down and give up, there were times when my body faltered, there were times when my mind wandered. This is when my home team came into play. Thinking of them would snap me back into the moment and force my body and mind to perform.

Everest is not often climbed by teams anymore. It is climbed by groups of people loosely bound together by a common goal; the summit. However, they are not bonded to one another and there is no common vision in most cases. This can work out just fine when the sun is shining and life is good. But when the mountain throws a curve ball these groups fall apart.

It often becomes “every person for themselves” with a few Sherpa and guides trying to help whomever they can. You can see the results of this in many of the tragedies on Everest and other high mountains such as K2. Having a strong and tightly bound team does not guarantee safety, but you have a much larger operating zone. You can tolerate greater extremes and come out on the other side.

In times gone by when small independent climbing teams worked together there was a very strong team bond. This is what was referred to as the “brotherhood of the rope” (It is not that different from the mariner’s code where ships will divert their course to help another ship in distress regardless of time and financial cost). These climbers worked very closely together and supported one another. Today the common practice is to climb Everest with a group of strangers. These people do not have the same bond to one another and there is not the same level of commitment.

If a climber becomes sick or injured it is the responsibility of the guide to deal with. Climbers within teams often will not sacrifice their summit chance to assist a fellow team member and this is even more prominent when it is a stranger in distress. People die every year as others walk by. Often there is little that can be done, but in some cases this help can save a life.

Ultimately being part of a high performance team will make any activity easier, safer and more enjoyable.

 

True Patriot Live expedition update:I have so far raised $2300 for True Patriot Love towards my $10,000 goal. Please go to www.expeditionhimalayas.ca to learn more and go to http://www.canadahelps.org/GivingPages/GivingPage.aspx?gpID=19224 to donate to this worthy and patriotic cause.

My last blog focused on the destructive effects that poor leadership can have on a team. This blog will look at how to achieve success through good leadership.

There is more to team success than leadership ... team members do play a critical role ... however, great leadership can make even a dysfunctional team great. How? Great leaders are very conscious in their approach and use what we at Summit Training call the “Deliberate Success” approach“.

Deliberate Success involves developing yourself into the great leader you want to become, while simultaneously helping those you lead develop into the great team you want them to become. In both cases it consists of three simple (and deliberate) steps: Vision, Action and Reflection.

1. Create your VISION of success. This includes both the results you intend to get, and the values you intend to follow. Create a clear definition of success for your team and for yourself as a leader. It is not good enough to say you will be ‘high performing’ because that really has no meaning … or, rather, it can have any number of meanings. You need to be very specific as to the results and the culture that you want to have. After all, if you cannot define it, you cannot measure it. And, if you cannot measure it, you have no idea whether or not you are doing it. As Stephen Covey writes in the 7 Habits of Highly Effective People, “Begin with the end in mind”.
2. Take ACTION. Make a deliberate, focused plan and implement it. These actions must be directly connected to your vision. Deliberate and specific actions are essential to success. You can just do what you do and hope for the best, or you can do the right thing and get your desired result. Make sure you schedule your actions. State what you will do, when you will do it, who you will do it with, why you are doing it and what you expect as results. Without this level of detail, there is a very high chance you will not follow through.
3. Reflect. Without reflection, it is easy to lose your way, to stray off course toward some “shiny object” that catches your attention. Periodically ask yourself if you are achieving what you set out to do. Is your vision still the right one for you? Are you being who you said you would be? Are your actions getting you the results you had hoped for? If not, why not, and what do you need to change?

Great leaders will take this very deliberate approach to build a high performance team. While there is a great deal more to leadership than this, you can consider this the foundation.

True Patriot Live expedition update: I have so far raised $2000 for True Patriot Love towards my $10,000 goal. Please go to www.expeditionhimalayas.ca to learn more and go to http://www.canadahelps.org/GivingPages/GivingPage.aspx?gpID=19224 to donate to this worthy and patriotic cause.

It is an honour to announce my participation in the True Patriot Love "March to the Top" expedition this October. True Patriot Love www.truepatriotlovefoundation.com was created to honour and support members of the Canadian military and their families. The March to the Top expedition will pair 15 wounded and ill Canadian soldiers with 15 civilian business leaders. Each civilian will be paying for the total cost of their partner soldier to participate in the expedition, and raising awareness and funds for the much needed work funded by True Patriot Love. These men and women have risked it all and sacrificed their chances for a “normal” quality of life, all in an attempt to defend democracy and pursue world peace. It is the least we can do to support them in their hour of need.

This team of climbers will trek to Everest base camp and then embark on a summit attempt on Island Peak. Amputations, burns, gunshot wounds and post traumatic stress disorder that they have endured in battle will add to the grueling challenges that they will face on the mountain.

My role will be as the Captain of the civilian team. Based on my previous mountaineering experience and my team building skills, I will endeavour to assist in the formation of this team, and to do my best to help each team member to stand on the summit of Island Peak. I will be blogging daily while on the expedition and you can follow along right here on this blog.

Joining us will be a documentary team from the CBC who will be filming the expedition. The documentary will be aired on CBC in January of 2013. The goal is to raise awareness of the challenges our soldiers face when returning from combat and peace keeping missions around the world www.cbc.ca/marchtothetop.

Part of my mission for this expedition is to raise funds for True Patriot Love. Please go to www.expeditionhimalayas.ca or contact me directly to learn more about this expedition and to make a donation as part of my goal to raise $10,000.00.

Leadership plays a significant role in the overall team success for several reasons. Leaders, good ones at least, define the vision, mission, values, goals, roles, and expectations for the team. Referring to Tuckman’s stages of team development (Forming, Storming, Norming and Performing), these are all things that need to take place in the forming stage. This is the foundation from which all else will be built. Start with a shaky foundation and your team will crumble in the first storm.  Build a solid base and your team can withstand great force.

A leader’s job ultimately is to make the team successful. Leaders are coaches and mentors; they help keep teams on track, remove barriers and prepare the ground so the team can perform unhindered.

Conversely, leaders can also create a toxic environment that leads to total team destruction and failure. Sometimes this is due to incompetence and sometimes leaders simply use bad tactics because they think they are right.

In my soon to be released book, Learning In Thin Air (the same title as my keynote), I share stories of good and bad leaders and the impact they had on overall team success.

On one of my first real big Himalayan expeditions I was unable to get any of my long-time climbing partners to join me. I was forced to sign on with a professionally led trip. This trip brought together a group of highly-experienced strangers with a common goal, and then added a team leader. We would not be using Sherpa support and our leader was not a guide, but someone there to coach and mentor us, and to help us navigate our way through the complex world of 8,000m climbing. Our leader did not lay a foundation of trust and communication, but actually alienated all of us, drove a wedge between team members and destroyed trust. There was no plan, no vision and no sharing of information. This very long story ends in epic failure. Not a single team member made it to the summit and it had nothing to do with skill, experience, fitness or weather. It had everything to do with the toxic environment created by our team leader and the resulting total breakdown of team function.

At the time I placed the blame solely on our leader. But, in time, I realized that my own inaction had also played a part in our failure. I had done nothing to counteract what was happening within our team. I just sat back and played the part of the helpless victim.

I learned immensely from this experience and have applied this learning to all future expeditions and in business as well. In my next blog, I will share a success that grew from this leadership failure.

This is a sensitive topic but, in my opinion, I would have to say yes. You may have noticed that this has been a common thread through all of my blog postings. I have told many stories of how inexperience creates issues on Everest.

Inexperienced climbers have a very narrow working window. When situations crop up that are outside of this window they are at a loss as to what to do. They can experiment and try to figure it out. But is Everest really the place for experimentation? This often ends in disaster, or requires the assistance of others. In my opinion, relying on the assistance of others as a back-up plan amounts to recklessly endangering your life and the lives of others. Is it fair that one climber loses his or her life, becomes injured or misses a summit bid just to rescue an inexperienced climber who should not have been there in the first place? As I have stated many times, I feel that every person on Everest should be experienced enough that they can be self-reliant in all but the most extreme circumstances. Yes, people will always get into trouble for various reasons. But, if you are experienced, when you do need help, it is often as a last resort.

The next question is what counts as experience for Everest. Once again, I can only state my opinion.

Climbing Everest requires such a variety of skills that it is impossible to learn them all when you arrive at the mountain. There may be a few specialized things that are unique to Everest, but everything else must be well-practiced ahead of time. For instance, I had never used oxygen before I went to Everest and it took me about an hour to adjust to it. When I first put on the mask, I was expecting a miracle, but this was unrealistic. With this "miracle" in mind, I pushed harder than I should have and I paid the price quickly. Out of breath, I ripped the mask off my face and vomited in the snow. Lesson learned. Once I got the hang of it, I loved it.

The required skills on Everest stem from every facet of climbing; rock, ice, big mountain, and aid. Therefore, I feel that each climber should be proficient in each of these disciplines before embarking on a climb of Everest. You do not need to be able to climb at a 5.13 level and lead an A4 pitch, but you should be a technically skilled climber. (If you do not know what 5.13 and A4 refer to, then you should likely not be going to Everest.) Many people may think these standards too high, but this is what I believe.

The use of technical skills needs to be so automatic that you can do them in an exhausted, sleep-deprived, calorie-deprived, hypoxic, wind-blasted, white-out, frozen-to-the-core state. This is the reality of climbing Everest and all big mountains. If you are not up to the task, bad things can happen. I believe that you need to prepare for the worst possible conditions and if you can survive them you are good to go. We all hope for perfect sunny, windless days, and it is amazing when we get them, but it is not smart to count on them.

The photo is of the Lhotse Face in a wind storm. It was extremely cold and the wind was fierce. Driving snow bit into any exposed skin. It became difficult to do anything. These were the conditions on my descent from Camp 3 after an acclimatization rotation. Because I had been in these situations many times before, it was well within my ability to handle. I actually thought it was fun and that it added excitement to an otherwise long slog of a climb. Others were not enjoying it so much. It took me about 1 hour to descend the face. Others took up to six hours. When I looked up the face from the bottom it was like a war zone. Climbers were hunkered down for protection, climbers were fumbling with gear, people were stumbling and making desperate moves on the ropes, and guides were working their butts off to get people down. Many, many climbers got frostbite that day. As I have said, Everest is not the place to learn how to deal with adverse situations.

My apprenticeship came over years of climbing. I have intentionally gone out in horrific conditions just to learn how I would react physically, mentally and emotionally. This way I learned my limitations. Anyone going to Everest should know their limitations and have a realistic understanding of what they need to know in order to be safe and successful on Everest. For me, this took about 20 years of climbing. Some can do it much faster, but this was my comfort zone.

The government of Nepal does not set the standards, and many guiding companies do not set standards either. So it is left up to each individual to decide if they have the experience and skills necessary for Everest. Everest is not just a ride at Disney in Florida. It is a big, bad and dangerous mountain. Play safe!

I am not a scientist and I can only share my observations, insights and experiences on this topic. Based on what I have seen in the mountains, I would have to say yes, climate change is having a negative impact on safety in the mountains. After all, most mountains are simply large piles of rock held together by ice. When this ice melts, the force of gravity takes over and the mountain starts to shed its “skin”.

This year on Everest was reported as a “crazy weather” year. Most years on Everest can be described as such, but this year seemed to be even crazier than usual. The winter of 2012 was a dry one for the Everest region and the mountain saw very little snow. The warm temperatures of spring arrived earlier than normal and as the first teams were arriving at base camp in early March they could tell this was going to be an odd year. Odd on Everest is usually not a good thing.

“Dry” is how it was described. There was a lack of snow at base camp and this caused concern for what the conditions would be like higher on the mountain. The temperatures were also much warmer than usual, and this was causing a rapid melting of what snow and ice there was.

The implications of this on Everest are many. For starters, climbers must negotiate their way through the Khumbu Ice Fall, a labyrinth of towering ice blocks, to make their way to Camp 1. This maze of broken ice is extremely unstable at the best of times and has claimed many a life. As this mass of snow and ice slides off Mt Everest, large blocks dislodge, tumble and crash. If a climber happens to be in the ice fall when one of these behemoth blocks of ice decides to fall over, the end result is unavoidably tragic.

The Khumbu Ice Fall is one of the scariest sections on Everest to climb and yet it is unavoidable when climbing from Nepal. Climbers will pass through this section of the mountain 6-12 times and the Sherpa climbers will pass through it almost daily as they transport loads to the upper camps on the mountain.

To safeguard passage through the ice fall, climbers depart base camp in the middle of the night when temperatures are at their coldest. The theory is that the freezing temperatures will help “bond” the blocks in place. As the sun warms the air later in the day, these bonds start to melt and the ice fall becomes very unstable and a veritable mouse-trap maze.

As the first Sherpa and climbers were making their way through the ice fall this season they noticed that this year was different. The ice fall had an even more unstable and menacing personality than normal. Ice block collapses were common, and the constant movement in the ice fall made the route ever-changing and treacherous. The Sherpas were scared; and when the Sherpas get scared, the climbers take notice. Discussions began about the viability of safely climbing Everest this season.

Although the snowfall had been low, avalanches were still a great threat. Avalanches in the mountains can come from two main sources. The first is an unstable buildup of snow on a moderately sloping face. When the bond between the snow layers breaks the avalanche roars down the mountain. The second source is from what is called hanging seracs. These are massive blocks of glacial ice that cling to the side of the mountain. At some point gravity always wins this tug of war and the blocks fall with devastating force. Once again, warm temperatures cause the foundations of these seracs to weaken and eventually to fail. The Ice Fall and Camp 1 are surrounded by huge, imposing walls covered with avalanche potential.

Traditionally, climbers have been most afraid of the West shoulder of Everest. They have slowly migrated Camp 1 away from this and closer to what was considered the relative safety of the steep face of Nuptse. This year, the odds were against the climbers and a massive avalanche roared off Nuptse and steamrolled into Camp 1 destroying tents and injuring several climbers.

Meanwhile above Camp 2, the Lhotse face was firing rock and ice missiles at unsuspecting climbers. The Lhotse face has long been feared by climbers, but is usually stable from a rock fall and avalanche standpoint. This year the snow was not there to act as a bonding agent. As the jet stream parked its self over the mountain, ferocious winds began to dislodge rocks at frequent intervals. Anyone who ventured onto the face was playing Russian roulette and many climbers lost. Nobody was killed, but bones were broken and stitches were sewn.

The Yellow Band is an outcropping of rock just above Camp 3 and must be traversed on the way to Camp 4. Beyond that, there is another rock band that guards the way to the South Summit. Snow and ice are much easier to climb while wearing crampons than rock. Ascending these rock sections with crampons on is comparable to walking across a marble floor with metal golf spikes on. Your traction is limited at best. Due to the low snow these sections would be more difficult than usual.

All of these issues can be chalked up to climate change, and they were weighing heavily on the minds of the climbers. One expedition leader who was supporting a large group of over 100 climbers and Sherpa made the bold move to pull the plug and cancel the all his expeditions on Everest, Lhotse and Nuptse. This was an unheard of move and it shook the community. Some agreed and some did not, but ultimately the decision was made in the face of danger with an extreme concern for safety.

Additionally there is photographic evidence that shows the retreat of the great glaciers of Everest and mountains around the world. There is no doubt in my mind that the climate is changing and that it is having dangerous consequences in the mountains.

Absolutely, I would say there is. There is much more crowding on the Nepal side than the Tibet side, but both have crowding issues. The challenge is that, at least where Nepal is concerned, Everest brings in a huge amount of revenue for the country. Nepal is one of the poorest countries in Asia and the average per capita income is less than $500. Everest attracts climbers and trekkers to the country. As far as the climbers, go each person is required to pay $10,000 for their climbing permit. But the value of Everest to the country does not end there. Each climber then spends thousands of dollars on food, accommodation, transportation, porters, climbing Sherpas and a myriad of other things. Everest is immensely important to the economy of Nepal and I do not see limits to the number of climbers any time soon.

Based on this understanding, it is in Nepal’s best interest to sell as many permits as possible. The more people, the more money. The Ministry of Tourism is not really concerned with crowding issues, mountain logistics, or even the competency of the climbers. They leave this to the guiding companies and the various outfitters that run trips on the mountain.

In an open market economy I think there is very little that can be done to curb the number of people going to the mountain. Even if some guiding companies limit the number of climbers per team, and many do, there will always more guides who want into this very lucrative game.

As I have stated in previous postings, inexperienced climbers add to the congestion. Inexperienced climbers tend to move more slowly than experienced ones, and they slow down even more when a technical situation is encountered. Everest is a huge mountain and can accommodate a large number of people, but there are bottlenecks on the way to the summit. When one person in the line slows down, everyone behind them must slow down just, as happens in any traffic jam.

Something that many people may not know, and that adds greatly to the crowding issue on Everest is that there are at least as many, if not more, Sherpas than climbers on the mountain. The old days of the self-reliant climbing teams doing their share of the load carrying are long gone, at least on Everest. Each team employs dozens of Sherpa’s to help with the chores on the mountain. If teams were able to handle more of this themselves they would not require as many Sherpa’s and the overall number of people on the mountain would be significantly reduced.

The double-edged sword here is that working on the mountain is a very important employment opportunity for the people of the Everest region. Without it, many families would be worse off. It would also mean that many of the people climbing Everest today (and I may even be in this group) would not be able to be successful.

Ultimately I am not in a position to say what the right number of people on the mountain is. I have no idea on that. But I can say that those who are there need to be accountable for their personal role in the crowding. If people ensure that they have the required skills, experience and fitness before they go to the mountain, this would alleviate some of the traffic jam issues. Also, if individual climbers would take accountability to step out of the line and to even turn back when moving too slowly, this congestion would be reduced and lives might be spared.

One alternative to reducing the numbers climbing at any one time is to look at climbing in different seasons. Everest has been climbed in all four seasons, but there are advantages and disadvantages to each season. The winter is extremely cold and very few climbers have the ability to work in these conditions. The summer brings the monsoon with heavy snows and rain and this presents many safety issues. The fall climbing season is post-monsoon and usually presents deep snow conditions, avalanche hazards, and temperatures trending colder as the winter approaches. The spring season, the pre-monsoon season as it is called, has proven statistically to be the safest and the most successful and therefore this will attract the highest number of people.

There is never going to be a perfect solution to the crowds on Everest and I do not see limitations or qualifications being required by Nepal. It is up to everyone involved to be personally accountable for their role in the crowding and to take steps to reduce the impact this is having on safety on the mountain.

As we all know this was a deadly season on Everest with 11 people losing their lives. I think it is time we re-think our approach to climbing the tallest and one of the most dangerous mountains on the planet. It is not my place to tell others what to do, but perhaps my insights, gained over 25 years of climbing, can help to save a life in the future.

So, the question: Can Everest be guided safely? The simple answer in my opinion is no. Guiding implies a professional leading the way and helping a novice climber accomplish what they otherwise could not. Above 7,000m and, especially, above 8,000m a guide’s capacity to assist is greatly reduced. According to the standards set by many worldwide guiding associations, guides can no longer meet the requirements of their jobs at these altitudes.

Another question is: Can Everest be professionally led safely? To this I would say yes. A professionally-led expedition provides a leader to help organize the expedition and to be available for counsel on decisions, but the individual climbers need to be self-sufficient on the mountain. They need to be competent at all the skills required and must be able to do them without assistance.Therefore, I believe that guiding companies that offer such expeditions to inexperienced climbers are putting people’s safety on the line.

When I was on Everest in 2008, I was walking behind a climber in the ice-fall. This climber was connected to the fixed line, as were we all. Every 50m or so there is an anchor and the tether connecting the climber to the fixed line must be moved over the anchor and clipped to the other side. This is accomplished with what is called a lobster claw and is quite straightforward. The climber ahead of me had a guide walking right beside him. Every time the climber reached an anchor point the climber would raise his hands above his head and the guide would transfer his lobster claws for him. I could not believe my eyes. Did this climber actually have so little experience they could not be relied upon to transfer their lobster claws safely? I shuttered to think what might happen higher up on the mountain when things got complicated or if some type of an emergency situation cropped up.

I doubt that this climber made it very high, but it was wrong of that guide to take him on the mountain in the first place, and wrong for that climber to even think he should be there to begin with. As I heard Pat Morrow say just the other day (Pat is the second climber in the world to climb the 7 summits), “People pluck this dream of climbing Everest off a shelf and they have absolutely no understanding of what it entails”. As a society, we have become accustomed to buying whatever we want and being told that anything is possible if we just want it badly enough. We have lost sight of reality.

I feel that climbers should earn their right to go to Everest. They should pay their dues on mountain after mountain, building up the requisite skills. After learning on several 5,000m, 6,000m and 7,000m peaks, they can try a smaller 8,000m peak. If by that point they feel they are up to the challenge of Everest, go for it. But, buying their way onto a trip of this magnitude and relying disproportionately on others to execute tactical decision-making and satisfy the physical requirements, puts them and others at grave risk.

Can you climb Everest without oxygen?

The answer to this question is yes, but not for most people. Everest was first climbed without bottled oxygen on May 8, 1978 by Reinhold Messner and Peter Habeler. Up until that point, scientists thought it would be guaranteed death to go to those heights without supplemental oxygen. And it would be for most of us. The ability to climb to the summit of Mt Everest without bottled oxygen is mostly genetic. Obviously you need to be supremely fit, but you also need to have the genetic ability to do so. Without this, it does not matter how fit you are, you will not make it and you stand a strong change in dying in the process. This is not something you can test for in a doctor’s office; there is no blood test or MRI that will tell you and lineage alone does not guarantee it. The only way to know is to learn by experience.

The best strategy if you want to attempt this is to climb to higher and higher summits over a period of years. Not only will you gain the technical expertise required, but you will also learn how your body responds to the thin air. Similar to muscle memory, your body learns every time you go to altitude and it can make the adjustments slightly easier the next time. However, even this is not a sure-fire way to know. And even if you have never had any altitude issues before, it could crop up at any time without warning notice. Many highly experienced and strong climbers have died from altitude related illness when they had never experienced issues in the past.

Even the Sherpas need bottled oxygen. They are stronger than the average westerner and their bodies have adapted to living at altitude over the centuries, but they are not immune to altitude-related illness. A Sherpa climber will die from altitude almost every year, and this is partially because they work very hard and carry such heavy loads while on the mountain. Above 8,000m almost everyone, including the Sherpas, are wearing an oxygen mask and carrying oxygen in their packs.

The standard system on Everest is Poisk which is a Russian system that combines a lightweight aluminum and Kevlar oxygen bottle, a flow regulator and a mask. This system has not really changed or been improved in decades. There are a few other systems out there and one of the biggest changes in recent years is a new British mask called the “Top Out”. It uses the Poisk bottle and regulator, but adds in a more efficient mask design that delivers a greater percentage of usable oxygen to the lungs.

Most climbers will have five 4-litre oxygen bottles that they will use from Camp 3 and up. Running at full flow, the tank will last about 6 hours. Running at minimum flow, it can last 12-14 hours. Most people will run it at around mid-flow and this will allow them to climb efficiently and to not run out of oxygen.

Using oxygen does not make it feel like you are at sea level, but the general consensus is that it makes it feel like you are about 3000-feet lower in altitude. One of the dangers of using oxygen on Everest and other 8000m peaks is that it allows you to push beyond what your body could do without the oxygen. If your system fails, your regulator freezes or you run out of oxygen, all of which has happened on Everest, you are in big trouble. Instantly, your body acts as if it has been propelled 3000-feet higher and things go bad very quickly. If this happens to you, you will be extremely lucky to survive.

When I was climbing Everest there was only one person (that I am aware of) to summit without the use of supplemental oxygen. I spoke to him at the top of the Hillary Step. I was going down from the summit and he was going up. We had a quick chat and he seemed to be doing well. His lips were a little blue, but most people’s are at that height. He was a very experienced climber and had climbed other 8,000m peaks successfully without oxygen. I continued down and he continued up. When I woke the next morning at Camp 4 and stepped outside my tent, I saw him laying dead and wrapped in a tarp.

Somewhere on the descent he had run into trouble. After reaching the summit his body had started to shut down, as often happens. He had no resources left to combat the rapid deterioration of his body and he collapsed. I was not there so I do not know exactly what happened, but I heard that some Sherpa’s did put him on oxygen, but by that point it was too late and he died of heart failure.

Based on my personal experience, I do not think that I could ever climb Everest without the use of supplemental oxygen and I will never try. Some people feel this is cheating and an unfair and un-pure way to climb. But that is a whole different topic.

Going to Everest does seem a little crazy to some people. And, since I’ve gone there, I guess that would place me ... and many others I know ... in that category too. To me, crazy is not really the right word, as that implies reckless abandonment. I see climbing Everest as a calculated risk. Our lives are full of risk and we are better for it. The key is to take a smart risk.

I can only speculate as to why others go to Everest, and I will do so based on people I have spoken with. But I can also share my personal motivations for going.

I am a very goal motivated person. Without an immediate goal to focus on, it is all too easy for me to lose my drive and to flounder. My mind dulls and my body weakens. With a goal, I have the passion and drive to meet each day head on. My focus sharpens. I pay attention to my fitness. The benefits spill into my overall health and my life in general.

In everything I do, I want to be good. Don’t we all? In a study around what creates “drive”, Dan Pink found that the opportunity for “Mastery” is critical for having a motivated and fulfilling fife. Mastery is simply the desire to get better at something. For me this “something” is climbing.

I was a climber from a very young age and, as I grew, I began to test myself on bigger and bigger challenges. I started with local rock and ice climbs and then moved further afield to find bigger and more challenging climb’s in the US, Mexico and South America. I then moved onto mountaineering in what seemed to me as a natural progression. Looking for bigger and bigger challenges I finally set my sights on Everest.

Now that I am done climbing the 7 summits (the highest point on each of the 7 continents) I am still not done. Climbing was not just part of a check list or a “bucket list” for me. It is a way of life and it feeds me every day. I intend to continue to climb as long as I can, expecting that my objectives will change as time marches on.

I also see climbing as a way to explore new worlds and people. Climbing has taken me to places few people will ever go and I have had experiences that have made me a better person. Life is short and I believe that everyone should make the most of their life. I have chosen to do that via climbing.

So, if this is why I go, I can only assume that there are others like me out there. There are others for whom climbing Everest is just part of a check list. They are “peak baggers”, not climbers. Climbing is not the only activity to draw attention this way, but it is one of the more powerful magnets. These people often enter into the game for a short while and then move on. This is a reasonable proposition as this is how we learn if this is the right thing for us. They key is to enter at a place relative to your experience level. Starting with Everest is just not a smart move.

Ultimately, I think we all need some form of passion in our lives. Climbing is mine. What is yours?

Every year the drama is played out on the slopes of Everest and every year climbers die. The Media report and people judge. There are stories of climbers being left for dead and of people walking past them as they lay dying in the snow. People judge this as being inhumane and extremely selfish towards one’s own summit goals. However, the reality is that, often, you can do very little to help a climber in distress above 8,000m. This is why experience and judgement are so critical. Yes, freak accidents will occur, but climbers with the knowledge gained through years of experience can often make the right choices to avoid the majority of the dangers on the mountain. The basic rule, and it is a very harsh one, is that once above 8,000m if you cannot walk down under your own power you are not coming down. This means that if you break your leg (as happened to a climber on the Tibetan side of Everest last week) you are essentially dead. If you are unconscious or incapacitated to the point where you cannot walk, you are not going to come down off the mountain. Rescue at these heights is so dangerous and difficult that it is nearly impossible. The physical exertion to carry another person at this altitude is far beyond the ability of any climber. It is all most climbers can do just to put one foot in front of the other let alone rescue an unconscious or incapacitated climber. And, yes, the Sherpas are incredibly strong, but they are not super human and they cannot carry out these rescues without grave danger to themselves. Additionally, the ground on Everest is steep, rocky and icy preventing climbers from dragging a climber down.

When I was climbing Everest in 2008 I came across two climbers headed up towards the summit as I was heading down. They were well past the time when they should have turned around, they were far from the top, and yet they were still headed up. One climber was actually crawling on his hands and knees. He begged me for water, but I had none to give. I urged him and his partner to turn around, but they refused. There was nothing more I could do at this point so I continued down. Not long after my encounter with these two climbers they both succumbed to exhaustion and collapsed in the snow unconscious.

Other climbers dragged them down to the balcony. However, below the balcony it is steep and rocky and it is no longer possible to drag an unconscious person down. They stuffed these two climbers into sleeping bags and left them assuming they would die. Fortunately for theses two climbers, it was a warm night on Everest and they survived. The next morning they were discovered by another team and found to be still alive. With the rest from the night in the sleeping bags they were once again conscious. This team gave them fluids, oxygen and drugs and the two climbers miraculously stood up and were able to walk down under their own power. It was a miracle, and the only reason they survived was because they were able to walk down the mountain. This story has a happy ending but many such stories on Everest do not.

Although this event did not end it tragedy, it could have been avoided in the first place if the two climbers had made smart decisions. Once again this is where experience comes into play. You need to know how your body reacts to altitude; when to push harder and when to turn back. And the only way to learn this is to go to altitude on repeated occasions. Start on lower peaks and work your way up. By the time you get to an 8,000m peak you will know the tell-tale signs that will set off alarm bells in your head and tell you to go down. It is all about having a realistic plan of action that will provide you with the requisite skills and experience so that when the chips are down, you know what to do.

So why is Mount Everest so dangerous?

Eight thousand metres is a special line in the climbing world referred to as “the death zone”. While this is a very dramatic term, it means exactly what it says. If you go above 8,000m for too long, you will die, guaranteed. And just how long is too long? It can be anywhere between one to four days at the most. There are only 14 mountains in the world that rise into the death zone and Everest happens to be the tallest at 8,850m.

One reason altitudes above 8,000m are so dangerous is that the human body can no longer regenerate cells above this line. In addition, cells are dying at an accelerated rate. This is caused by a combination of oxygen deprivation and pressure changes, and by the way our body reacts to these changes. As our cells die and are not replaced, our body enters a “triage” state. It starts shutting down less important bodily functions by reducing oxygen and blood flow to the muscles, brain and extremities. This becomes a rapid chain reaction of events that, in turn, lead to a quick downward slide toward heart failure.

But, at altitude, other things are happening to your body as well. Your body is accustomed to operating in a pretty narrow range of atmospheric pressures. Once you go above around 4,000 metres your body loses its equilibrium. Due to the lower atmospheric pressure, fluids begin to leak from your cells, veins and capillaries. These fluids can pool in your lungs (pulmonary oedema) or in and on your brain (cerebral oedema). Both can quickly cause death if not treated, and the only real treatment is rapid descent to lower elevations where your body can re-gain its equilibrium.

If you are near the summit of Mount Everest and cerebral or pulmonary oedema sets in, you are in big trouble. It is unlikely you will be able to descend fast enough to alleviate the symptoms. The more it sets in, the more you become mentally and physically incapacitated, reducing your ability to descend even more. Affected climbers will stumble and fall off the route. They will make poor decisions. They will start to hallucinate and some will become combative to those who try to help them. It is a very frightening situation to be in.

Pure, simple exhaustion is also blamed for many deaths on Everest and the other big mountains of the world. By the time climbers start their summit bid they have usually been on the mountain for at least six weeks. They have not slept well for much of that time and they have lost a considerable amount of weight and muscle mass. They have likely not eaten much for days, and have burned tens of thousands of calories. They are far from the picture of top fitness, and now they must push their bodies harder than they have ever pushed. While the goal of reaching the summit is a very strong motivator, once it has been achieved, many climbers are unable to continue. Eighty percent of all climbers who die on Everest do so after reaching the summit. They die on the way down. They simply run out of gas, sit down, close their eyes and never get up again.

I have not even begun to discuss hypothermia, hypoxia, avalanches, snow and wind storms, extreme temperatures, rock and ice fall and the myriad of other potential dangers on Everest. The fact is that Everest is a bloody dangerous place and needs to be respected for the power it holds.

As a climber and a team and leadership specialist I want to take some time to discuss the recent tragic events on Mount Everest. You may have heard in the news about the deaths on Everest over the last few days. Everest is a dangerous place and deaths are part of every climbing season. However, this year there have been 11 deaths and the season is not even over. This is considerably higher than most years. When I summitted in 2008 there was only one death. So what makes this year different than other years? What is it that causes climbers to die on Everest? There are no simple or complete answers to these questions, but there are several factors that play into them. Over the next few blog postings I will reflect on and explore this tragedy based on my 25 years of climbing experience and, particularly, on my personal experience on Mount Everest.

As with everything in life some of the factors that are leading to climbers' deaths on Everest are outside their circles of influence. But many are not. I will touch on both in my blog.

I see three main factors that lie within our circle of influence that are causing issues on Everest: 

1. overcrowding,
2. inexperienced climbers, and
3. lack of team work.

Outside of our circle of influence is a big one: climate change.

Some of the topics I will discuss include:

• Why is Mount Everest so dangerous?
• Why are so many people going to Everest in spite of this danger?
• Is there an overcrowding issue on Everest?
• How is climate change impacting safety on Everest?
• Is inexperience playing a role in the deaths on the mountain?
• What role does leadership play in success, failure and death on Everest?
• How to be a great leader.
• What role does team work play in success, failure and death on Everest?
• How to build a high performance team.
• How can one prepare for a climb of Everest?
• What is a smart risk?

Back Home
I am back home now after a long series of flights. I want to thank my friend Jim Carroll who upgraded me to business class for my flight from Santiago to Toronto. It was oh so nice and a great restful way to return home. Jim is a great keynote speaker and you can check him out at www.jimcarroll.com.

After returning to Union Glacier base camp we waited for a day for our flight back to Punta Arenas on December 3. Union Glacier base camp is a pretty interesting place to spend some time. Both the staff and the visiting explorers offer a very interesting collection of individuals. This is a place where drive, over achieving, motivation, team work and leadership are the norm. The stories and experiences are fantastic and humbling. There are so many adventurous people out there. 

Once back in Punta Arenas I set about the daunting task of changing my scheduled flight so that I could get home early. Unfortunately most air carriers do not make this an easy task. After many phone calls and hours spent on the web it was determined that the easiest and cheapest thing for me to do was just to abandon my already paid for flights and book new tickets. The change fees and price adjustment made it impossible to use my originally booked ticked. However, this is a pretty normal part of these expeditions and one must accept the fact that additional money must often be spent to get back home. Maybe I should learn and just book a one-way ticket next time. 

The flights home went smoothly and I arrived at the Toronto airport at 6:10am to be greeted by my family. It is always great to be back in Canada and traveling around the world has taught me how fortunate we are to be Canadian. It is also always amazing to see my family again. Even thought this was not one of my longer trips, I always miss them. 

Integrating back into “normal” life is usually pretty easy; mostly because there is no real transition period at all. Life picks up right where it left off, but with a big pile of “to do’s” that have accumulated over the last month. As the saying goes “out of the frying pan and into the fire”. 

I will, over the next week or so, fill in the gaps of my blog. I was not able to blog every day as you know and some crucial times, such as the summit of Vinson, were missed. 

I am now the 15^th Canadian to have climbed the 7 summits; the highest peak on each of the seven continents. This all started in 1999 with my ascent of Aconcagua in Argentina. At this point I did not really have a plan to climb the seven summits, but was more focused on Everest. As I continued to climb to get experience for Everest I climbed several more of the seven summits and once I made it to the top of Everest it seemed kind of silly not to keep going and finish them off. 

While I would not put myself in the Olympic athlete category, climbing the seven summits is, if I may say so, a pretty fantastic achievement. Less than 300 people worldwide have stood on the top of these same mountains. Obviously fitness is a huge part of success in this endeavour, but once this “entry ticked” has been paid there are other factors that will ultimately determine one's success. 

Without goal setting, personal drive, sacrifice, emotional intelligence, teamwork and leadership none of this would be possible. I was speaking with one of the owners of ALE (the company that provides the logistics for Vinson climbs and South Pole expeditions) and he was talking about the countless people who have failed to achieve their Antarctic goals. Sometimes it is lack of fitness or injury that stops an individual, but more often than not it is a breakdown of leadership, teamwork or personal drive. 

The hardships endured on these extended expeditions are tremendous and it is difficult for most people to handle the pressure. This is where teamwork, leadership and personal strength come into play. Without these factors, success will not be possible.

I will need to think about what climbing the seven summits has meant to me and what I have taken from this experience, but my initial thoughts fall to how rich this experience has been for me in so many ways. I have traveled to far-flung and amazing places; parts of the planet that most people will never see. I have met great friends and untold numbers of extremely interesting people. I have pushed myself, mentally and physically, to the breaking point and returned unscathed. I have learned so much about myself and human dynamics that I could write a book (I am actually writing a book that is 80% complete and should be out soon I hope). The expedition world is such a rich environment to learn about group dynamics, team development, team work, change management, conflict management, goal setting, leadership, motivation and so many other things that play an immensely important part in our personal and professional lives. 

As most of you know I am a corporate leadership and team trainer by profession and these experiences have allowed me and my team to create very successful training programs for large and small, public and private corporations. I believe our programs are much richer from my experiences. My EMBA students have told me how much this approach to training has helped them to become better leaders and team members. 

As a keynote speaker I am blessed to be able to tell my stories to others and to share my learnings and insights with them. I was in Vancouver just before I departed to for Antarctica giving a keynote and leading a workshop to a financial organization and received a great compliment from the President. She told me that my combination of storytelling (making it interesting) and workshop application (making it real) was by far the best that they had ever experienced. They had recently brought in an Olympic athlete as a motivational speaker and I was told that while this person was extremely nice and had an interesting story, it did not have the real world application and depth that I was able to provide. 

Now I am not usually much of a self-promoter as that is not really my style, I do truly believe that what we have to offer as a company and what I offer as a speaker can provide great value to individuals and organizations alike. I feel blessed to have found this niche within which to live and I look forward to working with and helping others for a long time to come. 

Adult Gummie Vitamins, Sherpa Adventure Gear and Ostrom Outdoors, I have mentioned them before, but will do so once again because these are companies and products that I truly believe in and people who have always been there for me. 

Fitness and nutrition are a big part of my life and I know I am not always the best eater. Adult Essentials Gummy Vitamins www.adultgummies.com help me to stay healthy and to get the vitamins my body requires to perform at my best. Beyond their nutritional value, they provide a valuable mental boost every morning on an expedition with their burst of yummy flavour and they do not freeze solid like so much of our food at 30 below. Give them a try if you have not already. 

Sherpa Adventure Gear www.sherpaadventuregear.com is a great outdoor and lifestyle clothing company. Not only do they have great products, but they come from real Sherpa roots and support the Sherpa people of Nepal. I have worn Sherpa clothing for the last few years on all my expeditions and I have always been warm and dry. I have never suffered a clothing failure and would recommend Sherpa Adventure Gear for wearing around town and outdoor adventure alike. 

Bill Ostrom from Ostrom Outdoors has designed and built me fantastic backpacks over the years. An Ostrom pack has been with me on every one of my seven summits and countless other climbs and adventures as well. Check out www.ostromoutdoors.com if you are looking for a reliable pack for your next adventure. 

So what is my next challenge you may ask? I am not totally sure at this point. The North and South Poles have always been of interest to me and to complete the Adventure Grand Slam (the seven summits plus the North and South Pole) would be an amazing feat. I have also recently had a calling to kite ski across Greenland, so maybe I will learn to kite this winter. There are countless Himalayan peaks I would love to climb and other mountains and adventures all around the world. Sailing around the world has always excited me and terrified me at the same time and good friend, who is a sailor, has often suggested we give that a try. For the next few months however, I think I will just enjoy being home with my family and soaking up the Ontario alpine ski season.

I am truly thankful for all that I have.

Summit Life! Scott.

Back at Union Glacier

We are now back at Union Glacier base camp. We arrived just in time for lunch yesterday. After a restful night at the base of Mt. Charles we packed up and started the ski back to Union Glacier base camp.

The initial part of the ski presented some tricky ground as the Sanchez, Union, and Driscoll glaciers collide. The ground was quite mixed up with ice waves and a lot of rock debris from Mt. Charles. Once past this, the skiing was slightly up hill but very gentle. It took us 2.5 hours to ski back. It was nice to see the tents of camp, but sad to see the end of the wilderness for this trip.

The ice marathon started on December 1^st with 32 people running the marathon. The fastest time was 3:47 (male) and 4:26 (female) beyond that times ranged up to 8:45. Two Canadians ran in the race. December 2^nd was the 100km run and six people set out for that. The fastest time was 14 hours and change, and some runners took close to 24 hours to complete it. I could hear runners finishing at all hours of the night as I slept in my tent at the side of the finish line. Temperatures ranged from -20° to -30°c for the run.

One runner set out to run 100 miles and completed his run in just over 24 hours. It is pretty amazing to see the runners accomplish this feat. They are all limping around Union Glacier today with sore muscles and blistered feet.One runner set a new world record for the fastest time to run a marathon on each of the seven continents; 25 days, 18 hours and 10 minutes. This beat the old record by four days.

Also of note was the fuel train that left here last night. As the twin otter planes have a limited flight range, they need to land and re-fuel for longer flights. A Piston Bully (snow cat) was hooked to 4 giant sleds for the 300mile/500km journey to The Fields re-fuel base. Four drivers and mechanics were ready for this two-week journey. The trip would take them through a wide variety of ground from gentle slopes to steep hills, from deep snow to ice and across crevasse filled glaciers. The train consisted of a utility and supply sled, a living pod, a sled of 150 forty-five gallon drums of aviation fuel, and a huge shipping container that will be used as a storage shed. They set off at 1am to cheers and wishes of good weather.

Today will be spent waiting for the plane to take us back to Punta Arenas. As of now, flights are grounded due to low clouds, but we hope this will change later in the day.

Hopefully my next blog will come from the hotel in Punta Arenas after a shower and a shave.

Please check out Adult Essentials Gummy Vitamins, Sherpa Adventure Gear and Ostrom Outdoors as they all played a part in the success of this trip.

What is your next challenge?

Summit life! Scott.

Mount Charles
Today has been a day of contrasts. From extreme cold and wind to complete stillness and heat. From hyperactivity to complete lack of movement.

The wind raged all night, but I slept through most of it. From 5:30am on I laid in my sleeping bag and listened to the freight train roar and watched the tent shake violently and to try to rip free of our anchors. Today was our day to climb Mt Charles. We waited for the wind to abate, but it was not happening so at 11:00 we decided to head out regardless. With jackets zipped up, goggles on, crampons on, and ice axes in hand we turned into the wind and started up.

The initial part of the climb was up a 35 degree snow ramp. The wind was fierce and made the otherwise easy climb about 30-40% more difficult. It did not take too long for us to reach the col where the wind intensified. It was blowing a steady 70-80kph with gusts over 100.

The ridge to the summit alternated from rock to snow and from gentle to steep. All along the wind tried to push us down. Close to the top we roped up as the drops on either side became more severe. We reached the top as a team and celebrated. We were treated to spectacular 360° views of mountains and glaciers for as far as the eye could see. We could even see the marathon track laid out on the ice as a snow cat slowly moved along grooming the trail. We took some photos but did not remain on the top for too long. The wind and the cold quickly drove us down.

With the rope floating freely in the wind we started down. The way down was much easier with gravity working with us and the wind at our backs. The final slope to the tents was beautiful as we looked out across the frozen sea of ice that is our temporary home.

Once back at camp we had lunch and laid down to rest. When I woke the wind had completely died and the sun has warmed our tent to an almost unbearable heat. We are only eight km from union Glacier base camp but have decided to stay on the ice one more night. It will be all too soon that we re-enter the chaos of civilization and we want to savour our final hours of peace and solitude on the ice of Antarctica.

Summit life! Scott.

Yesterday we left Union Glacier base camp and started to ski across the Union Glacier. Our plan was to ski to the mountains in the distance and do some climbing. However after four hours and 15km we did not seem to be getting any closer. We set up camp in the middle of this huge glacier with nothing but space and mountains surrounding us. The silence was absolute and we slept until 9:30 the next morning. I think this was the best sleep we have all had since we landed in Antarctica.

Today we changed objectives and made a left turn towards a different set of peaks. After four hours of skiing we are finally at the base of a beautiful unclimbed peak we have named Sharks `Tooth because that is what it looks like. We have set up camp and will get an early start tomorrow and try to climb at least two peaks.

We are all doing well. My Adult Essentials Gummy vitamins taste good every morning (they have not frozen yet). My Sherpa clothing is keeping we very warm, and my Ostrom pack is helping me to carry it all.

We will stay out here for a few more days and then start to make our way back to base camp. It will be a long ski back.

They are getting ready for the Antarctica marathon in a few days. Over forty runners are flying in for the event. The course is set on the glacier and we skied across it on our way to the mountains.

We saw some photos from the emperor penguin expedition and it was beyond belief. One of the guides we know said it was a life changing experience for him. We will not make it to the penguins however. They charge $15k to start the plane and $10k per flying hour. The penguins are about four hours away and out of our budget.

This is an amazing place to be and I feel very fortunate to be here.

Thinking of you all.

Summit life! Scott.

Back in Contact (from Scott)
We are back at Union Glacier now. We have been experiencing email problems so I have not been able to send a blog until now. On Nov 21 we moved from base camp to low camp. It was a beautiful but long ski through a magnificent valley of 9km. We set up camp and spent the night.

On Nov 22 we moved up to high camp in a single carry. Our packs were heavy but this would save us time and overall effort. The headwall was 1200m of fixed line and while not technically difficult it was very tiring and took us around three hours to climb. We then ascended for another 90 minutes to high camp. We were quite tired when we got there. We set up camp and prepared for a summit push in the morning. 

On Nov 23 we set out for the summit at 9:30am. The route follows a gentle but exhausting valley for seven km. The sky was clear with a slight wind. Temperature was around minus 25. After six hours we made it to the summit ridge. The wind picked up and the temperature dropped to around minus 45 with the wind chill. The summit ridge was amazing, with a razor sharp top and steep drops on both sides. We made it to the summit at 4:30. It was amazing but difficult to enjoy with the cold and the wind. After a couple of bad summit photos all three of our cameras froze. We spent about 20 min on top.

The journey down was easy but tiring and took us around three hours. We made it back to camp had dinner and slept. On the 24th we made the long journey back to base camp. It was a fast, fantastic, and challenging climb. After a rest day we did some great skiing at base camp and then flew back to Union Glacier late last night. We will pack and head back into the mountains today to explore areas the have never seen footsteps. We are all having fun and enjoying our time in Antarctica. I will send more detailed daily journals when I have access to wifi.

Summit life! Scott.

Update from Susan

Hello from Scott!!

We had a very pleasant surprise today when the phone rang and it was Scott calling from Mt. Vinson base camp. It was so great to hear his voice. He is disappointed and frustrated that he has not been able to get his blog emails to send from the satellite phone. It worked once but it has not worked since. Ryan is using the same phone but since he is posting his blogs directly to his website it is a different system and he has been able to get it to work. That is why we have been posting Ryan’s blogs on the Summit Training website and there have been none from Scott.

Scott said the climb up Vinson was tough. It was also made more difficult because they compressed their climbing schedule by half. They originally had scheduled 8 days to climb and they somehow made it in 4!! They needed to do this to make up for the days they lost due to the delay getting to Antarctica from Chile because of bad weather. They had long, hard climbing days. Scott said his legs are quite sore from the effort. Fortunately the weather has been great for them. Summit day the skies were blue but it was quite cold. -30 c on the summit and Scott figured with wind chill it was about -45c. When they pulled up onto the summit Scott, Ryan and Ron pulled out their cameras and took a couple of photos and then all 3 of their cameras froze! Scott has never had that happen on any mountain before. Needless to say don’t expect to see any amazing summit photos.

Now back in base camp they have changed their plans for the rest of the trip. They were supposed to ski from Vinson base camp back to Union Glacier. This is a 150km trip that they expected would take 7 or 8 days. Unfortunately Scott and Ron found that the mountaineering boots they were wearing to climb were not comfortable for skiing. Scott had checked that his warmest mountaineering boots (that he used on Everest) fit into his back country ski bindings and worked well but he had never skied long distances with this combination of equipment. They skied on Vinson from base camp to low camp and skied down a fair bit of the mountain but Scott said when the pulled into base camp he would not have been able to go another 10 minutes without developing major blisters on his feet. It would not be feasible to think about skiing for the next 8 days all day with these boots on. They are warm and comfortable for climbing but not skiing. So the plan was to fly back to Union Glacier on Sunday. Once there they will do some hiking, climbing and skiing around the Union Glacier area. It is not possible to catch an earlier flight home as there are no commercial flights to hop on. ALE controls all the flights and they are booked and scheduled well in advance. The only reason you fly at a different time than scheduled is weather. Although disappointed the ski portion of their adventure didn’t work out he is very much looking forward to exploring Antarctica in other ways. He is also hopeful that once back at Union Glacier he may be able to get his blogs out via email.

Scott wanted me to tell everyone who is following along with his adventure that he is very appreciative and thankful for all your support and interest.

Summit life. Susan out!

Reflecting on Vinson

A post by Ryan Waters, Mountain Professionals

"A special climb of a beautiful mountain in one of the most remote spots in the world. It has been a pleasure for us to be here in the highest mountain range of Antarctica.

Of special note on this climb; Scott Kress has completed his Seven Summits, finishing successful climbs of the highest mountain on each continent. He is just the 15th Canadian to do so.

Ron Sanga has just Australia now left before completing the Seven Summits! Nice work guys.

Also of note; Ryan Waters has now led expeditions to all, and most cases many times, of the Seven Summits. So a fun time for celebration and now we have built in time to explore remote areas on our skis and visit peaks that have had few or no visitors ever."

Back at Base Camp

Here is another update on the Vinson expedition from from Ryan Waters

"Everyone is feeling great and we are enoying the warm tents in the sunshine of Antarctica!
We had an awesome summit experience and enjoyed coming down today with all our gear in sleds behind us.

Rest day tomorrow, more soon!"


Ryan Waters, Mountain Professionals    

Summit Success!

Congratulations to Scott, Ryan and Ron for making the summit of Mount Vinson! Scott is now the 15th Canadian to achieve the Seven Summits - the highest mountain on each of the seven continents. Scott has not posted yet, but here is a brief report from Ryan  Waters of "Mountain Professionals: 
   
"The whole team reached the summit of Vinson today at 4:30 pm Chile time. We enjoyed very nice weather with clear skies and just slight winds on the summit ridge. We are all back in high camp and looking forward to a good rest before heading down in the morning to low camp and the to base. Good night from way up here in the bottom of the world." (Ryan Waters, Mountain Professionals)

Communication from one of the most remote areas of the Earth is sometimes sketchy. We haven't heard from Scott, but here is an update from his teammate Ryan Waters: 

23 Nov, 11 - 20:01     
78.4941S,85.7390W
"Hello from high camp! A long day of awesome climbing up the headwall and a cool route up the col to high camp. We just had a big dinner of Real Turmat meals and a big hot drink. We can see forever up here. Looking back to the West we see the Nimitz Glacier sprawling below with small peaks poking out from a thin cloud layer.

We are going for the summit tomorrow. Planning to leave around 9 am when the sun is on the route. It is a long day up 3600 feet to the summit so we must hit the sack." (Ryan Waters, Mountain Professionals)

Vinson Base Camp
On November 19 we were delayed until 11:50pm for takeoff. The 4.5 hour flight landed us at Union Glacier at 4:30am. We had some food and waited to fly to Vinson. We got to Vnson Base Camp at around 4pm on the 20th and set up camp. It was -15c and sunny with light wind. We had dinner and went to sleep. 

On the morning of the 21st we got up and headed to Camp 1 around 12:30 pm. It was a long 9 km ski that took us five hours. It was cloudy with light snow as we skied. We got to camp in a light snow storm. It was cold and our hands quickly got cold as we set up camp. We got into the tent and made hot drinks and then dinner. By 9:00 pm Ron and Ryan were snoring as I read my book. I find it difficult to sleep with 24 hours sunlight. The forecast is not great for the next couple of days. Minus 25 degrees  at high camp with 10-15 knot winds and the summit is -33 degrees with 15-25 knot winds. Not great.

We will rest here at camp one today and then move to high camp tomorrow. We will then wait and see what the weather brings. All is good and we are doing well.

Summit life! Scott out.

Into the heart of ice and snow

I slept restlessly last night. Perhaps it was the fact that the hotel finally turned on the heat and I was too hot, maybe it was the dogs barking much of the night, it could have been the ambulance and fire truck that raced by my window with sirens blaring, but mostly I think it was energy and excitement. This is the day we fly to Antarctica. I am excited and a little anxious. There are a lot of challenges and potential hardships ahead of me for the next 30 days.

I always question myself. Am I ready? Have I done all I need to do? Will I perform well? How will my family be while I am gone? I think this questioning is natural, and that most people do it. I think it helps me to stay safe and to be well prepared. However, in the mountains there is no place for hesitation. One must be strong and confident and put 100% into everything that is done. Hesitation erodes commitment and lack of commitment reduces focus and the energy put into a task. In the mountains, hesitation can make bad things happen.

Our call from ALE came at 9:45 and we were told that all looked good, but that there was no flight schedule yet. Yesterday’s flight went well, but did not get back until 12:00 midnight. By law the pilots are required to have 12 hours of rest before they fly again. This means that realistically we will likely fly around 2:00pm. This is the same schedule as the Norwegians yesterday. ALE has said that they will call us again at 12:15 and give us an update. The weather looks good so we have our fingers crossed.

I took a last (I hope) walk around town before meeting Ryan and Ron at Lomito’s for lunch. There are some interesting things about this city. It is apparently quite a wealthy city with most of the money coming from oil and gas, but some from shipping. While there are a lot of cars there are even more taxis. It is like being in New York City. Any time you look down the road there are at least a dozen taxis coming at you and more are parked by the side of the road. I guess that many people do not have cars and use the cabs as their primary mode of transportation. 

There are some parking lots, but most parking is on the side of the road. There are no parking meters however. There are parking agents on every street. They have a small ticket machine around their neck and walk up to parking cars and sell the driver a ticket. It seems to work well, but I don’t really know the pros and cons of it. 

The last oddity I will write about is the street crossings. First off there must be no by-law against j-walking because people cross at will at any point in the road. Secondly, when crossing at a stop light it is often a little unnerving because the standard driving style here is to go full out and then slam on the brakes a few feet from the light. As a pedestrian, it is unsettling to see a car roaring towards you and to wonder if the driver plans to stop or now. Later than you would like they slam on their brakes and come to a stop with little space to spare. 

We just got the word that we will be picked up at 2:00pm. This means we will fly around 4:00pm. The next blog you get from me will be from the bottom of the earth. 

I am off now to do my final packing and to get dressed in my polar clothing. 

To follow the weather during the expedition follow this link: http://www.yr.no/place/Antarctica/Other/Union_Glacier/ 

Antarctica here I come.
Summit Life! Scott out.

The Waiting Game

Today started out as a beautiful sunny and warm day. Then it quickly reverted to the standard cold, wet and windy weather we have become accustomed to. Really not much to write about today. I spent much of the day updating the software on my computer. For some reason I thought it was a good idea to erase the hard drive in my laptop the day I was leaving. I did not get everything loaded back in and have been struggling with a really slow internet connection to get all the updates loaded in. I think I am finally done. But we’ll see what happens.

After breakfast Ron and I walked down to the square to take some photos and do some souvenir shopping. It must be the last day of school for the local kids before summer holidays because there were numerous classes out at the square to get a class photo. All the students wear uniforms so they looked quite good for their photos. I even saw several school busses driving down the street loaded with kids and decorated with balloons and signs. Everyone was honking their horn and celebrating. It looked like a fun time.

There is a huge monument in the square with several different bronze statues on it. Just as in Russia there is one statue that is believed to provide good luck and most people that walk by rub their hand on the foot of the statue. Most of the statue is the dark colour of bronze that has been exposed to the elements for years. However, the foot is as shiny and bring as it was the day it was made. This is the sweet spot as they say.

Just as we were returning to the hotel the Norwegian South Pole team was getting on the bus to go to the airport. There are several very young people on the trip with very little or almost no polar or even expedition experience. I find it interesting that people elect to undertake such a big challenge without first gaining, what I would consider, the appropriate experience first. They plan to ski to the South Pole for December 14^th. This is the day that 100 years ago Roald Amundsen became the first person to reach the South Pole. As he was Norwegian this is a big event in Norway and big celebrations are planned at the South Pole on the 14^th. The Prime Minister of Norway will be flying in for the festivities. Once the party is over, the team plans to kite ski across Antarctica for an additional 14 days to make a complete crossing. When I asked some of the members how much kite skiing experience they had they said “none”. Interesting I thought.

At 4:00 ALE came by to weigh our expedition bags and to take them to the plane. This is a good sign as it indicated that they think we will fly tomorrow. We are allowed a total of 160km of cargo for the flight and we can is around 150km so we have weight to spare. They will take these bags to the plane and load them on with all the other bags that are going to Antarctica so that the plane is ready to go at a moment’s notice. They will call us at 9:30 tomorrow morning to let us know what time we will fly. They said there is a 90% chance all will be a go for tomorrow.

We just got back from dinner. We tried a new place tonight that had an Italian focus. It was pretty good. I had Gnocchi in a cream sauce. We also found a Chinese restaurant that did not look too bad. Saturday night they have an all you can eat buffet for 3,000pesos (about $6.00). The food was quite inexpensive and that gave us pause as it appeared to be too inexpensive. Therefore, we elected for the Italian restaurant.

Soon it will be off to bed and then waiting once again to see if we fly. Chances are good this time.

Summit Life! Scott out.

Exploring Punta Arenas ...

Another day in Punta Arenas is another day closer to flying to Antarctica. The Norwegian South Pole team was put on notice to be ready for a call to the Airport Friday morning between 6am and 9am. This means we are next and will most likely fly Saturday morning and then hopefully immediately to Vinson with no delay.

Today was cool, grey and windy, but what else is new in Punta Arenas. There was not a lot to do today. I sat around in the hotel and worked on my book for a while. Yes, I am working on a book and have been doing so for around three years. I think writing a book is an even bigger mountain to climb than Everest.

Around 11:30 I decided to go for a run. I figured that perhaps I should try to maintain some fitness while I am here, plus it would be a good way to explore the city. I put on my trail shoes, my smelly socks, my fancy new Lu Lu Lemon shorts that I got for my birthday before I left, my Sherpa shirt, by running hat and my iPod and I was off. I ran down the main street to the water and turned right. The smell of ocean was strong in my nostrils as I sucked in air.

The waterfront is similar to the waterfront of most port cities. There is a combination of industrial, manufacturing, shipping, residential and park lands. One great feature is a dedicated bike path and a separate walking/running path so that there is no mix of cars, people, and bikes. I ran past the Dreams Hotel and Casino. This is where the cruise ships come in and is the finest, and most expensive, accommodation in the city. After that I ran past the shipping docks that were full of containers, forklifts, cranes and for some reason thousands of bundles of rusted wire. Past the shipping docks it turned residential with nice, but not huge homes.

All the nicer homes in the city have tall concrete walls with spikes on top surrounding them and a large gate across the driveway. ADT security signs are everywhere and every store, even the grocery store, has security guards with bullet-proof vests. This makes me think that the city has a high crime rate, but I have seen no evidence of this and feel totally safe. The people I meet on the street are friendly, not overly so, but not distant at all.

Past the residential area the land opened up with a few large ocean-side parks. They are not quite as fancy and lush as the parks we might have back home, but they are nice and attract the locals for walking and beach exploring. The water is cold so there is no swimming, but there are plenty of shells to gather and a lot of beach glass as well.

One park was an exercise park and they have all these metal machines for people to use. I sat on and tried out all of the apparatus as I went by; partly out of curiosity and party because it was a good excuse to stop running for a few minutes. One machine was like an elliptical, and one was like a leg press, another was similar to a shoulder press. Basically it was every exercise contained on a Nautilus machine and set into a stand-alone machine. There were even a few machines that mimicked the exercise gimmicks advertised on late night TV. I half expected Susanne Somers to be there running fitness classes.

Moving on I passed another shipping yard and came to what appeared to be a graveyard for old ships. These were not little ships, but huge tankers and cargo ships. Five or six of them were run aground and looked like they had been there for quite some time. One huge cargo ship was easily 300-feet long and presented a massive hole in its side. Another was even longer and had four tall masts that once upon a time would have held sails. All the ships were extremely rusty and had been stripped of everything of value and that could be re-used on other ships.

As I walked the beach looking at the ships I began to notice all the shells, the pretty rocks, and the beach glass passing by my feet. I walked up and down the beach for a while collecting the nicest specimens and enjoying the view of the ocean. Eventually it was time to start my return run.

On the way back I picked up a friend to run with me. She was beautiful, in great shape, very friendly, and had gorgeous blond hair. She was also a dog. Punta Arenas has over 11,000 wild dogs and one had chosen to spend some time with me. She ran right beside me like we had been doing it for years. Every minute or so she would look up to make sure I was still there and that she was right at my side. It was fun to run with a partner for a while, but she was not much of a conversationalist.

Eventually I turned up away from the water and my partner decided not to join me on this last leg of my run. I ran up the second main street which moves towards the city centre square at a slight upwards slope. Just like the other main street this one has two lanes of traffic separated by a large boulevard in the middle. This boulevard is full of walking paths, sculpted trees, monuments, statues and busts of famous people. This presents a contrast in times as this was obviously once a rich, proud and special place, but today much of it is in disrepair, and graffiti covers many of the monuments.

Close to the top of the hill I turned right and followed yet another once beautiful boulevard back towards the direction of my hotel. Just over an hour later I returned to my hotel. Although I was not overly excited about going for a run when I first set out, I am glad that I did it. I saw parts of the city that I would not have seen otherwise, and I did feel good from the exercise as well.

The rest of the day was relatively uneventful. Ron, Ryan , one of Ryan’s friends Eric (he is guiding the Emperor Penguin trips in Antarctica and has skied to the North and South Poles as well as climbed Everest – there are a lot of over achievers down here) and I went for a drink at the Shackelton bar which is in a famous hotel used by Shackelton and his team when planning his two South Pole Expeditions. After that we went back to the pizza jazz bar where we had dinner the other night.

After dinner Ron and I explored the main square and I took some photos of the architecture and the craft sellers. We also got a glimpse into the youth culture as they hung out on their BMX bikes and skate boards in the square. One interesting fact about life in Punta Arenas is that a very large percentage of the population, kids included, smoke. There are no smoking by-laws and the restaurants are thick with smoke. It is difficult for a non-smoker like me to adjust to. I have not had to deal with smoke while I ate dinner for a very long time (at least not in North America anyway).

We then wandered slowly back to our hotel and retired for the night. All in all not a bad day. Nothing that exciting, but still good. Every day is a good day.

Summit Life! Scott Out.

November 16
Today is the day we were supposed to fly to Antarctica. But alas we are still here in Punta Arenas along with countless others who are also waiting. Some are more patient than others, but this decision is beyond our control.

In the morning we had a team meeting to decide what to do with our time. After some back –and-forth we decided to look into renting a car and driving to Torres del Paine. The drive of 398km we figured would take us about 6 hours. We would stay the night, hike for a day and return the next day. Translated into English the Torres del Paine are the Towers of Pain and have earned their name for inflicting just that on its visitors. It is a spectacularly beautiful and rugged area comprised of crystal blue glacier fed lakes and piercingly tall and sharp granite spires. Hiking and climbing opportunities are abundant along with kayaking, fly fishing and mountain biking.

Just as Ryan left the hotel to investigate the rental car options one of the other teams got a call from ALE telling them the first flight of equipment and crew would go out tonight and that if all went well their flight may be pushed up by 12 hours. If they got pushed up then there was a good chance we would also get pushed up. I ran out the door and called Ryan back. After a brief discussion we decided that it would not be a good idea to disappear for a few days with the flight situation in such an uncertain state.

Torres del Paine was now off the table, so we switched to a more local and less time consuming activity; penguins.

With the assistance of our hotel staff we arranged to go on a penguin tour to Monumento Natural Los Pinguinos located on Isle de Magdalena in the Strait of Magellan. The Strait of Magellan is named after Ferdinand Magellan who in the year 1520, while in the employ of Charles I of Spain, discovered this shortcut that connects the Atlantic to the Pacific . Although the Strait is a difficult navigational challenge due to numerous islands and unpredictable winds it is an important shortcut that allowed early sailors to avoid the extremely dangerous task of sailing around the horn at the bottom of South America.

The tour would cost us 35,0000pesos each (about $70). We were picked up by a crazy van driver at our hotel at 2:00 and escorted to the port with a group of other tourists and stranded Antarctica people. There we boarded a boat for the 2:30 trip to the island. The wind was low and the seas were calm making for a comfortable crossing to the island. Cormorants (a large sea bird) and Dolphins accompanied us on our short voyage.

As we chugged across the water the 210 acre island came into view. This island is the home to over 140,000 penguins. Yes, you read that right, it is not a typo. There are 140,000+ penguins living on this island. In the early years after the Straight was discovered sailors and fishermen would seek shelter from storms on this barren island and they would collect Penguin eggs and hunt the Penguins (not an overly challenging task) to provide food for their voyages.

The island is barren of trees and the only vegetation consists of short tough grass that the penguins use to line their nests. It is quite a desolate place. As we landed at a small dock, the island was alive with movement. Penguins were everywhere.

Isle de Magdalena is home to the Magellanic Penguin (Spheniscus magellanicus) also known as the Burrow Penguin because they dig burrows in the ground where they live, lay their eggs and raise their young. They are a smaller penguin of about 2 feet tall and weighing about 144oz when fully grown. They have the classic penguin tuxedo look of black and white with bright brown and black eyes.

There is a narrow trail that rings part of the island and leads up to the old light house on the top which is now home to the island curator and a small museum. The trail is closed on both sides with wooden stakes and two lines of rope to create a small fence. Humans are not allowed to step off the trail, but the penguins dart back and forth at will.

As we slowly walked up the trail towards the light house the penguins went about their business like we were not even there. I think to the early sailors they would have been an extremely easy prey to hunt. Penguins return to this island in September as this is where they were born. They find a mate and will remain with that mate for life. The eggs are laid in October and are incubated for 40 days.

Penguins hung around in pairs and occasionally small groups. Frequently I observed penguins tugging at the tough short grass with their beaks trying to extract some insulation and padding for their nests. Others stood tall on their feet with their heads thrust to the sky and let out a series of hoots, brays and calls not unlike that of a wolf howling at the moon. I have no idea the reason for this display, but it was quite entertaining.

The walk to the light house took about an hour. Not because it is that far, but because I was walking very slow to take in the experience and to snap picture after picture. The return walk to the boat was a little faster, but there was always something new to see.

We spent about 1.5 hours on the island and then made our way back to the boat. The tide was going out so the gangplank was no longer usable so we had to climb over the side of the dock, step across some bumpers and into the boat. It was pretty simple for us climbers, but for the tourists it was a little more challenging. Eventually everyone was on board and we started to motor back to Punta Arenas. On the trip back they gave us wine and sandwiches and put on a movie "Walking Dead" about an American town that had been overrun with zombies. I did not watch.

We got back to town around 8:30pm. Ryan was meeting a friend and Ron and I went to the grocery store and bought a roast chicken, some fries, and an avocado for dinner. After dinner I made a skype call home and spoke with Susan and Amy and then I went off to bed.

As I have mentioned before, there is no heat in our hotel. Well there is heat, but they have not turned it on. It is cool in our room, but not too bad. Tonight when I opened the door to our room it was freezing cold. Somehow the window and the patio door had blown open and the room was the same temperature as the outside which was just above freezing. We left the door to the hall open for a while to try to warm it up, but there was not much else we could do.

All in all it was a good day. We did not fly and are now behind schedule, but I was able to experience the penguins which I would have not have done if all had gone as planned; the silver lining in the cloud.

Hi to Marg at Georgian Peaks and all the others who are following along.

Summit Life! Scott out.

Welcome to the world of big mountain climbing. Patience is the key.

I woke from the warmth of my cozy bed around 7:30am. Our room has no heat, but lots of blankets on the bed. I wandered down for breakfast which was pretty much the same as yesterday with the addition of cans of Root Beer. I have only had one sip of Root Beer in my life and I did not figure I would change that this morning. Who knows what a few days in the future may hold however.

After breakfast we wandered down to the ALE meeting. Today is about 10c with high winds and rain which is pretty typical for Punta Arenas in the spring. The hotel where the meeting was being held was down by the water and the wind picked up the closer we got.

About 40 climbers and ALE staff packed into the small meeting room. Peter, one of the ALE partners, showed a short movie depicting life at Union Glacier and on Mt. Vinson. It was quite exciting and inspiring to watch.


The basics of the presentation included:
The history of Antarctica: many countries have land claims in Antarctica, but instead of fighting it out as we humans usually do all the claiming countries signed the Antarctic Treaty in 1960. This treaty states that the continent will be governed collaboratively for the use of peace and science. All land claims were frozen from that point on. There are some groups that are lobbying to have recreation activities (climbing and skiing) banned from Antarctica because it does not fit within the peace and science guidelines.

Rescue: Rescue is not provided on the mountain and all teams must be self reliant. ALE does have 4 guides stationed on the mountain at any given time and they will help with rescue if necessary. All groups are expected to support one another. There has never been a death on Vinson, but there have been serious injuries, hypothermia and a lot of frost bite. There are several caches of rescue equipment available on the mountain if required. All teams must report in to the base camp manager once a day and all group locations and movement are closely monitored.

Environmental Protection: Antarctica is a pristine environment and those that manage it intend on keeping it that way. Virtually everything that goes into Antarctica also comes out. At the Union Glacier camp all garbage and human waste, including urine, is flown back to Chile. All gear must be checked for dirt, seeds and plants.

Flight to Antarctica: The flight to Antarctica from Punta Arenas is 3050km and approximately 4:20. We will fly in a Russian built Ilyusian 76TD aircraft. This is a very powerful cargo and transport plane that can carry 17 tonnes of cargo and 48 passengers. The plane is built for off-strip landing and take off. Although the ice runway is well maintained not all planes could negotiate it successfully. There is no in-flight movie or meal service. There is a porta-potty however.

Union Glacier: Union Glacier is the main jumping off location for all Vinson climb's and most South Pole ski expeditions. The base was moved from Patriot Hills last year to present a better wind direction for flying, and nicer conditions for those living at the base. The base is staffed by 45-60 personnel who will live in tents for their 2-3 month stay. Upon landing all expedition members are provided with a meal (if you are staying that long) and they can feed up to 120 expedition members at any given meal. They have three big snow melters that produce water for the camp. Only about 10% of the people who go to Union Glacier are women. There is a multi-purpose tent which has a library, and a medical tent with a full time doctor. The camp is laid out in zones of safety. The Green Zone includes the camp and the runway and is safe from hazards such as crevasses and avalanches. The Blue Zone has been surveyed with ground penetrating radar and is safe, but less so. The Black Zone is entered at your own risk. There is a lot do around camp if you are stuck there for several days including climbing and skiing day trips.

Vinson: If all goes as planned (which is unlikely) we will fly to Vinson a few hours after we land at Union Glacier. The base camp will have a manager (Scott Woolums) who will check us in and give us our fuel. There will be 5 climbing periods this season with ours being V1 and V5 being at the end of January. Vinson is then abandoned for the season the Union Glacier is cleared out by mid February. I will provide more details on the mountain in the next few days.

Our Flight Logistics: When we fly to the mountain we will send our checked baggage 1-2 days in advance and this will be held until the flight. We will leave a "town" bag at the hotel with things that are not needed on the mountain, and we will have a carry-on of stuff we will need in-flight or upon landing. We will be dresses in all our polar gear so we are ready to face the elements when we land.

Now the bad news: due to the weather in Antarctica we will not be flying until November 19th at the earliest. This season has had a very stormy start and the runway is currently under two feet of snow. Union Glacier was scheduled to open around October 18, but they were not able to get the first flight in until the end of October. Vinson BC is usually open about a week before the climbers arrive, but this year the base camp staff will only go in about one day before us.

We now have a few days in Punta Arenas with time to kill. This will eat into our schedule and may impact what we can and can not due in the end. We do have several contingency days built into our schedule, but this delay will absorb most of them. While in town we will try to keep busy and maybe find time to visit Torres Del Paine National Park and maybe go visit some Penguins.

Although this is disappointing, it is not unexpected. On these trips you always plan, but then plan for the plans to change. If you have followed any of my previous expeditions you will know that few of my climbs ever go off as planned. Our main objective is to climb Vinson and that is not in any jeopardy. The ski back to Union Glacier I think will be especially cool, but this is what will need to be adjusted if necessary. This comes with the territory and control over the weather is beyond my control.

The afternoon was spent reading and working on the computer. At least we get internet here at the hotel. I wanted to send out a special hello to Michael who is following along on my blogs.

We went to the local grocery store and bought some food for lunch. Restaurant prices are pretty similar to what they would be back home so we don't want to eat out for every meal. The South Pole people who have been stuck here for over 2 weeks now are sick of eating out and I think their budgets have been blown as well. Tonight they were eating cereal for dinner. We are not at that point yet and just got back from a nice dinner of pizza and pumpkin soup.

Vegetables do not seem to be a big part of the meals down here. Not one meal that I have ordered so far has come with any kind of greenery. I did have some pumpkin soup tonight and Ron had a salad, but it is expensive and not a standard part of a meal. It is a good thing I have my Adult Essentials vitamins with me. They are providing me with what I am not getting from the food.

Due to the internet connection I have been able to call home with Skype and it is nice to see and talk to Susan and the kids. It makes me feel better and I'm sure it does them as well. Once we get over to Antarctica that will no longer be possible so I will take advantage of it now while I can.

We were talking at dinner about how much technology has changed expedition life. Just 10 years ago when you left on an expedition you were out of contact for the duration. Today it is easy and relatively inexpensive to keep in touch from virtually any point on the planet.

So now it is the end of another day in Punta Arenas. Not much was accomplished today, but we are one day closer to getting to Antarctica. We just don't know when that day will be.

Pray for good weather.

Summit Life! Scott out.

Puntas Arenas -November 14
At 6am I was just starting to stir from a pretty good night’s sleep when I heard the jiggling of a key in a door. At first I thought it was in a dream, then I realized it was not a dream. I thought it must be coming from one of the other rooms, but then realized it was too loud and it must be my room. I was about to get an unexpected visitor. Suddenly the door swung open and in walked Ron. I was not expecting him until 8:30 or later, but I guess his flights had gone smoothly and he got into Punta Arenas earlier than expected.

I have not seen Ron since Everest in 2008 and it was good to see him. We chatted for about an hour catching up until the people in the next room started to pound on the wall. Apparently the walls are paper thin and they were not real excited to listen to us chat at 6am. I suggested to Ron that perhaps he should lie down and get some rest and he responded that he was too wound up to sleep. Five minutes later he was out like a light.

I however, could not fall back asleep and read for a while and wrote my blog. I then made my way downstairs for breakfast. Our hotel is $87 a night and includes breakfast. It is not the fanciest or cleanest of places, but it does the job.

Breakfast was a selection of eggs, toast, cereal, yogurt, fruit, and crepes. Just as I sat down Ryan walked in and joined me. We ate and chatted for a while and then Ron came down to join us after a 2 hour nap.

We walked over to Ryan’s hotel to look at the maps and to discuss packing logistics and safety protocol on the mountain. At 11:00 Ryan went to a meeting at ALE (Antarctic Logistics and Expeditions). They will provide out flight and all the logistics for our trip.

We met Ryan for lunch at Lomito’s and reviewed the locations of the safety stashes of equipment at the various camps. We also went through the Antarctica environmental police.

Antarctica is a very clean place and the managing countries have imposed strict policies to keep it that way. Everything that goes in also comes out. All trash must be removed and severe fines are handed out if anyone is caught ditching garbage. Each person is supplied with three waste bags for solid human waste. All urine and grey water is contained to specific deposit locations at the various camps. This is the only place it is allowed. If you have to go pee as you are climbing the route you are required to use your pee bottle and dump it at the specified location at the camp. Ryan said that at the South Pole even urine is removed once it is frozen.

After lunch, Ron and I spent some time packing and then Ryan came over with the ski skins which we fitted to our skis. These will be used to give us traction as we pull our sleds and for skiing up hill. As I was putting the skins on my skis I realized that I had not removed the coating of wax I had put on before I left home. I tuned and waxed 10 pair of skis before I left and in all the business I obviously missed this final important stage with my expedition skis. So I took out my Air Canada member card and proceeded to scrape all the wax off. Although this was not the perfect tool for the job it worked just fine.

After some packing time Ron and I wandered around town for a while checking out the tourist shops and looking for post cards. Punta Arenas has many of the old world Spanish features like the ornate Spanish colonial buildings and the large park areas and the main square in the middle of town. The town seems to be fairly prosperous, but there is a big gap between the ‘haves’ and the ‘have-nots’. There are a few obviously poor street people, but most seem to be doing ok. There are, however, quite a few very large homes and many BMW’s and Mercedes Benz’s driving the streets.

Stray, but friendly, dogs roam the streets in small packs and play in the parks. The temperature was 11c most of the day and we had off and on rain. The wind seems to be pretty constant with the only real change being how strong it is blowing.

Dinner at 7:30 was at La Luna and it was quite good. La Luna is a step up from Lomito’s in quality and price. Every patron was a tourist and most seemed to be of the wealthier kind. There is quite a mix of people in town from climbers, and skiers, and hikers, and bird watchers and cruise liners. Ryan and I had steak and fries and Ron had seafood pasta. It was all quite good, but not in our price bracket for every meal. We will hunt for a pizza joint for tomorrow’s dinner I think.

I am back in the hotel now and about to go off to bed. Tomorrow morning we go to a meeting at ALE. Everyone who is waiting to fly out is required to go to this meeting to review baggage logistics, flight logistics, safety regulations, and environmental regulations.

Several groups have been waiting for 10-14 days to fly out as all flights have been cancelled due to bad weather in Antarctica. There appears to be a clear spell moving in and we hope to fly out Thursday or Friday of this week. That will put us 1-2 days behind, but at least we are not 2 weeks behind like some of the south pole people currently are.

Summit Life! Scott out.

Expedition members Ryan Waters, Ron Senga, Scott Kress

Punta Arenas
I am now in Punta Arenas; the bottom of South America and the jumping off point for Antarctica. I am tired and somewhat dazed after a long journey here.

Leaving home was emotional as always. Going away for a month is hard on everyone. Amy and Colin were sad at the airport, but were strong. Saying good bye to Amy, Colin and Susan is always difficult, but as a family this is not the first time so that makes it a little easier I guess. Knowing that this is a significant trip, the last of my 7 summits, also makes it exciting and perhaps a little easier on the kids. For Susan my trips always add much to her plate, but she is very supportive and encouraging.

My flight from Toronto to Santiago left one hour late. I have no idea why, and no one seemed too concerned about it. The flight was uneventful and the movie/tv selections were exactly the same as what I had the previous week on my flight to and from Vancouver. The selection was poor then and did not seem any better now. As I rarely see movies I tend not to sleep on planes as this is my opportunity to catch up on pop culture. However, on this flight, thanks to the poor selection, I actually slept quite a bit.

I arrived in Santiago and the chaos began. Finding my way through the airport was not too bad but I got into a huge line at immigration and everything was moving slowly. There were only two agents on duty and hundreds of passengers. As I was nearing the front of the line I heard some people talking about an entry fee and asked what this was about. So, I got into a different huge line to pay $132 before I could get back into the first line. I was not the only person to make this error as it was not very clear. It appeared that I had 50 minutes until my flight to Punta Arenas and at least three hours of lines. My stress level went up a notch. I am not usually one to cut lines, but this day would be different. I begged my way to the front of the entry fee line and most people were accommodating. I got a few dirty looks, but nothing too serious. Then I had to do the same in the immigration line.

Watching the immigration agent check his email on his iPhone between every person was stressful and a little infuriating, but I learned a long time ago not to pressure immigration. They can, and have, made my life miserable in the past and I had no time for an extended conversation with the authorities at this point.

Getting into the country had been stressful, but not difficult. Now I raced to retrieve my bags. Even though the Air Canada agent in Toronto had assured me my bags would go direct to Punta Arenas I had been told by others that this never happens. Sure enough, my bags were waiting for me on the carousel (having rotate several hundred times, I’m sure).

Throwing my bags onto a luggage cart I rushed to the elevator to get to the third floor departure level. After finding my way to the right line, I had to once again get out of the line and go to the self-serve ticket machine to get my boarding pass.

Back in line now with my boarding pass I had 20 minutes until take-off. I thought I was in the clear and then I was informed that because my bag was 5kg overweight I had to go and get in a different line to pay 18,0000 pesos for the extra weight. I argued that I was going to miss my flight, but they were unconcerned.

Sprinting across the terminal I ground to a halt in the next line. Nobody here seems to have any sense of urgency and the process of paying for my extra weight was deadly slow and extremely stressful. I had no idea how much 18,000 pesos was, but thrust my Visa at the woman behind the counter. She spoke no English and I speak virtually no Spanish so there was little talking. Apparently I showed no stress on my face, or perhaps she just did not care to notice, as she went tediously about her job.

Fees paid, I began to run for gate 32. At least it was not too far. Out of breath and with sweat on my forehead, I was the last person to board the bus that would take us to the plane.

I was not even 100% sure I was on the right plane as no one checked my ticket upon boarding, but when I saw Ryan seated a few rows back I was greatly relieved. I sank down into my seat and took in a deep breath. I had made it through Santiago.

Seeing Santiago from the air as we departed presents an interesting mix of farms, industrial buildings, and residential neighbourhoods all clustered together. There seemed to be no real pattern to it and no separation in land use. Splintering all of this up were dozens of long fingers of mountain that jutted into the land and broke up the settlement patterns.

The in-flight movie on the 2:50 minute flight to Punta Arenas was Captain America. Not really my cup of tea, but I watched it anyway. Looking out the window as we flew over the mountains was a beautiful site. I began to relax and enjoy the experience.

As we began our descent into Punta Arenas the landscape became lunar in appearance. The ground is windswept and barren with very little evidence of human habitation except for the cluster of development around the water’s edge that is Punta Arenas.

Navigating the Punta Arenas airport was relatively easy as it is quite small. Ryan and I found a small taxi van and tossed in all our bags. The ride to town was about 25 minutes and Ryan and I spent some time catching up as we had not seen one another since our climb in Russia in the summer of 2010.

Ron was not yet with us as his flight out of Dallas had been cancelled when a bird went through the engine of the plane.

We arrived at our hotel, the Condor de Plata, and unloaded our bags from the taxi. Ryan speaks Spanish and began the check in process. As we were being escorted up the stair to our rooms, I had the feeling that we were one room short and mentioned this to Ryan. When he asked for clarification this was confirmed. Apparently the reservations had been messed up and there was only one room for the three of us (Ron and I were going to share one room and Ryan would be in the other).

This reminded me of an old Seinfeld episode when Jerry and Elaine arrive at the car rental desk to learn that that there were no cars. Yes, he had a reservation, but that did not mean that there would necessarily be a car.

We too had reservations and the emails to prove it, but that did not mean there was a room. As the Spanish became more heated it was clear the hotel was taking no responsibility and there were no rooms.

Ryan and I headed out to book him into another hotel. Ron (when he arrived) and I would stay in the Condor and Ryan would stay in a different hotel about a five minute walk down the street. Not ideal, but it is rare on these trips that everything goes as planned and you must learn to roll with it.

Once settled into our separate hotels we went out for dinner at Lomitos which is a very popular hamburger restaurant. The cheese burgers were excellent and the beer was cold and thus ended a long day-and-a-half of travel.

At 10:00 I made my way to my room and quickly fell asleep to the sound of dogs barking and road traffic.

It is good to be on expedition once again.

Scott.

There are many choices in customized and ‘off the rack’ team assessments. The 4-D system by Charles Pellerin is very well-supported and well researched. There is a simple 25 question assessment in ‘Games Teams Play’ by Lisa Bendaly (McGraw-Hill Ryerson). The Internet provides many free assessment tools (e.g., Mind Tools, Team effectiveness assessment). Most are based on team members’ self assessments and scoring of a number of team attributes. In this era of metrics, you may wish to find statistically robust measurement tools.

However, I personally think that there is also value in teams developing their own self-assessment tool through a carefully guided process that includes going through an exercise to define what a great team and great teamwork mean to them. They can then develop a descriptive list of key behaviours that relate to such areas as trust, communications, responsibility, etc. and a scale for scoring.

Regardless of the tool you use, a single assessment yields only a snap shot taken at a moment in time. To get real value, report results promptly to team members, debrief and discuss them, create action plans and provide workshops on key areas for improvement. Repeat the assessment to measure progress and, once again, report the results. People need to know they are making progress, and so does your organization.

Risk is something we all face every day. We take actions and make decisions that could have bad consequences. Many of these consequences might affect other people, and most of us don’t like to feel responsible for another’s grief (or for a project’s failure). It is especially difficult to make decisions and take action in a culture where people are quick to shine the spotlight of blame. Though no one likes blame, the act of blaming often arises from a fear of being blamed.

High performance teams have a blame-free culture. That is not to say that people fail to take responsibility. On the contrary, people are willing to take responsibility for their role in any failure, look at it objectively, and take steps to draw learning from it so it’s not repeated. Team mates remain supportive of each other and refrain from personal attacks. Think what a team can do when there is no blame.

Charles Pellerin identifies ‘complaints’ as a related issue. Complaints are not the same as feedback. They are not productive. A complaint often starts out as an angry or negative voice in our head that eventually finds its way out to a variety of people who are usually powerless to address the issue. When we complain, we are usually blaming others rather than looking for ways that we can contribute to a solution. We assume the role of victim. The opposite, of course, is to take responsibility and do what we can to rectify a situation that concerns us.

Responsibility is a key individual ability for all team members. Each member acknowledges and accepts his or her role in the workings of the team. Each one exercises initiative and leadership to ensure it happens.

In your team, to what extent do people fear blame? Do they play the role of victim, or do they feel empowered to address issues that concern them? To what extent does each person take responsibility for their tasks and for the overall success of the team?

At the end of the day, and after the tough discussions are complete, high performance teams commit to a course of action. Every single person walks out of the room supporting the plan and is prepared to do their best to achieve success for the team.

Commitment is about knowing what to do, accepting responsibility for one’s role in a project and actually caring deeply about the outcomes.

Commitment also frees us up to be creative. We no longer need to waste energy thinking about whether or not we should ‘go for the prize’. That’s already settled. We can concentrate on being creative about how we’ll achieve success. In the process we inevitably set all kinds of events in motion and recruit others to our cause, all helping to make it a reality.

One of the best ways to gain commitment in a team setting is through consensus-based decision making. (Consensus means that everyone feels heard and supports the decision, not necessarily that everyone is complete agreement.) When people feel heard, they generally feel the decision is theirs too.

Ask your team: Do they feel they have a genuine say in decisions? To what extent do they care about and feel committed to the work of the team?

In my last blog I ended with my key steps in achieving goals that keep me focused and motivated: 1) Have a Vision, 2) Develop an Action Plan, 3) Do it with a friend, 4) Reflect on progress.

Vision

Vision is the first Step. You have to know what you want to do and where you want to go. As Stephen Covey writes, “begin with the end in mind”. Without a clear vision I find myself floundering. I train, but it is half-hearted at best. Once I have a vision and have set a goal, my attitude completely changes. In this case I am referring to my vision to climb the 7 summits. My current goal within this is to summit Vinson in Antarctica.

It is not just in fitness and adventure where vision is important. Every company needs a vision and every leader needs a personal leadership vision. This vision guides all interactions and decisions and keeps us on a focused course.

Action Plan

Once the vision and goal are in place you need to develop an action plan to bring it all to life. This action plan must be simple and easy to follow or it will become drudgery and quickly abandoned. You must have a way to track your progress and to measure your success.

Do it with a friend

Solo pursuits are very difficult. The physical challenge may be the same, but the mental challenge is far more difficult when alone. Some people thrive on this challenge, but most of us perform better with others at our side. A friend can help in motivation and the pleasure, I find, is much greater when you have someone to share it with.

Reflect

I really believe that you need to reflect frequently upon your progress. Sometimes we can get lost along the way and not even know it. When I reflect I ask myself if I have stayed true to my vision and action plan or if I need to course correct. Do I intend to continue the plan, adjust it or end it. Through a reflection process I can objectively assess where I am and select my next steps.

Let’s face it: without optimism, energy ebbs and life is a chore. A team without optimism can hardly be high-performing. Yet, misplaced optimism can be just as damaging. It can blind the team to the degree of challenge ahead; otherwise minor issues catch them sleeping. As a simple example, consider a recreational day hike in a rugged natural park. An optimist, looking at the sunny, warm morning weather trundles off in shorts and t-shirt carrying only a water bottle and lunch. A pessimist looks at the weather report with a 10% chance of rain, and stays home. A reality-based optimist looks at the weather report, thinks it will likely be a great day but packs rain gear just in case. To follow up on the scenario, if it does rain, the optimist gets soaked, risks hypothermia and spends a miserable day. The pessimist misses a great hike on a mostly sunny day and a reality-based optimist deals easily with a temporary shower and has a great excursion.

Reality-based optimism means that you believe you can meet the challenge and are willing to face the sometimes unpleasant realties that it entails. Perhaps it means that people have to put in extra work to succeed. Perhaps the chance of success is small but the rewards will be great. Reality-based optimism also means allowing people to be negative and critical at certain times in order to get all those feelings, fears and ideas out on the table. Then, you make your plan, commit and move forward with the sincere belief that you can succeed.

Does your team have a ‘can do’ attitude that is well grounded in reality? Are they open to confronting and examining the possible downsides of a situation and then resolve to go forward?

In How NASA Builds Teams, Charles Pellerin addresses the team behaviour of keeping agreements. At Summit Group, we often describe trust as the foundation of a team; without it, you cannot build a solid, high performing team. Stephen R. Covey has written and lectured extensively on trust and has even developed a model likening trust to a bank account. Certain behaviours are like deposits to our trust account with another person, others are like withdrawals. High performing teams have team members who keep a healthy balance in all of their trust accounts.

It is important to specify that team trust is based on much more that intent and effort. The quality of the outcomes is also important.

There are specific behaviours that we recognize contribute to trust. Keeping our promises is one of the most important. This includes ‘inferred’ promises such as meeting project/reporting deadlines, being prepared and prompt for meetings, following up on actions we’ve committed to and, basically fulfilling the responsibilities of our own jobs in order that our colleagues can do theirs. In a high trust environment, people also spend fewer wasted hours second-guessing and generally fretting that others may not come through for them.

Sometimes, breaking a promise is unavoidable and understandable. Serious family matters, weather events and technology failures can contribute to missed deadlines or late appearances. Here is where a timely ‘heads up’ and a sincere apology come in. Your ‘trust account’ may take a small hit but, if the balance is healthy, trust will remain high, particularly if you take steps to ensure that it doesn’t happen again.

Trust is also about loyalty. Leaders and team members that go to bat for one another create loyalty. Those who act or gossip behind the backs of their colleagues create suspicion and mistrust.

So, do your team members enjoy a climate of high trust? Do they keep promises with each other, with partners and with clients? Do they feel strong loyalty to the team, the leader and their partners?

Journey of a Lifetime!

"Men Wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honour and recognition in event of success”

As the story is told, this was a employment advertisement put into the London newspaper looking for members for Ernest Shackelton’s Nimrod expedition to Antarctica. Apparently thousands of applications were received for what in print seems to be a rather bleak job. However, the enormous enthusiasm surrounding this ad reflected the human desire to explore, to adventure, and to push personal boundaries.

People often ask me why I climb. Why I spend my free time in cold and inhospitable locations. Why I put my life at risk. This is a difficult question to answer, but the basic response is because I love it. It makes me feel alive.

In mid November of this year I will join two friends in an attempt to climb Mt. Vinson, the tallest mountain in Antarctica. To date I have successfully summited the tallest mountain in 6 of our 7 continents. Climbing Mt. Vinson, providing that I make it to the top, will be my final summit of the “7 Summits.”

Before my departure, my blog’s will focus on my daily preparations, my gear, my thoughts, my family’s thoughts, my drivers, and much more. Once on the expedition I will do my best to send back daily blogs reporting on our progress and my personal thoughts and insights.

As a leadership and high performance team specialist I will also share my insights into this world and how some of my personal experiences can be used to better understand how to lead and build high performance teams.

My good friends at Adult Essentials (www.adultgummies.com) will be supporting me on this journey. Daily exercise and nutrition are a critical factor in success. The stronger I am, the greater my chance of success and the more I will enjoy the experience. My challenge however, is that like many of you, I Iead a very busy life. Between business and family commitments it is difficult to find time to train and I do not always eat as well as I should. This is where nutritional supplements come into play: to help me balance my dietary needs while finding time to train physically for this trip

This is Number Four in a series about what behaviours to assess, monitor and develop with respect to high team performance. It gets to the heart of becoming a team and overcoming fractious behaviours. The key behaviour is finding our shared interests. By shared interests, I also mean shared 'wants’.

In our training workshops, we sometimes use an icebreaker that we call the “common ground” activity. I like to use it if I am facilitating a planning session where there is potential for conflict or disagreement about which direction the group will be heading at the end of the day. I start off asking people to stand up, mingle and find a partner. I give them 2 minutes to find as many things as possible that they have in common (besides the obvious things that come with being human and working with the same company). When two minutes is up, this pair finds another pair and repeats the process to find things the four of them have in common. I have continued the process until I’ve had the final group of 30 or more finding those things they have in common. Finding common ground and things we agree upon in this way sets a positive tone for the day. And while disagreement is very valuable at times, we generally try to start the day appreciating simple things we have in common so that, at the end of the day, we can also share a desire for outcomes that meet everyone's personal needs and wants.

Conflict between team members or between a team and other groups is often based on conflicting interests of this type: I might feel that outcomes that satisfy your needs can’t meet mine. Furthermore, If I don't have a good relationship with you, I might have no interest in meeting your needs. A team that has the ability to find the commonality in their 'interests' and 'wants' as a starting point will likely have a better chance to care about one another and find ‘win-win’ solutions in the end.

To what extent do your team members enjoy common ground with other team members? To what extent do they care about meeting the needs of team mates, clients and partners? To what extent do they strive for ‘win-win’ solutions with others?

I’ve been writing about Charles J. Pellerin’s book, “How NASA Builds Teams”, and measureable team behaviours he identifies as important to effectiveness. This behaviour that Pellerin describes is also related to how much people are made to feel that they “belong”. Though many people, particularly technical people, like to think they are independent, they need to feel appropriately included in the important workings of the organization and team.

What is appropriate inclusion? It is far more than sending out information willy-nilly. We all have in-boxes stuffed with information that should not concern us. Ideally, people feel they get the important information they need to do their jobs and to remain tuned into the big picture, but not so much that they are overwhelmed by incidental detail.

One of the best ways to gage if a person feels included is to find out if they feel heard, and if they believe their opinion matters to their team and to their leader. On high performance teams, people do feel their opinion matters, and so they will go to great lengths to put their best ideas forward. Imagine what great creativity, not to mention critical thinking, can be contributed from all those brilliant people you hire when everyone believes their ideas matter.

Appropriate inclusion should also be considered in your decision making, and this can go beyond simply soliciting input. Are there situations when your team can make meaningful consensus-based decisions?

Thoughtful inclusion is also important when it comes to celebration, reward and other forms of recognition. It is often difficult to remember all the people who may have contributed in some way to the success of a particular project but if someone feels overlooked they can become demoralized and hesitate to put that same effort forward the next time.

At this moment and on your team, can you measure to what extent do people feel included in the important affairs of the team? To what extent do they make the effort to appropriately include other team mates, clients, partners and customers?

A high performance team has a culture that meets the emotional and intellectual needs of all the team members. People are inspired to do their very best every day while caring deeply about the welfare of their colleagues. They also feel that their colleagues and the organization itself care about them. People know what to do, they are equipped to do it and they feel they have the power and support to move forward. So what does this culture look like in terms of measurable behaviours?

In How NASA Builds Teams, Charles J. Pellerin describes a number of team behaviours that he has determined are key to creating the type of culture where people can be most effective. (Pellerin has developed this into his 4-D Assessment Process.) The descriptions alone are very insightful.

A key behaviour relates to “Expressing Authentic Appreciation”. As Pellerin points out, this behaviour helps to address our emotional need of belonging, something that Abraham Maslow identified as fundamental to human motivation. When we feel we belong, we are happier and free to focus more fully on the tasks at hand. One of the important aspects of appreciation is that it must be felt and offered genuinely. Another is that we are appreciated for the things that we ourselves value. I will get less satisfaction from your appreciation of my coffee-making ability that from your appreciation for my leadership ability. (Well that’s only partly true.) Also important to note, High performing teams exercise authentic appreciation for others, such as clients, partners and customers. They do this even in high stress situations, framing negative events and perceptions in constructive, appreciative terms.

So, at this moment and on your team, to what extent do people feel appreciated for the contributions that they feel are important? To what extent do they express the positive aspects of a situation or relationship?

Why Assess your Team?

At Summit Group we often emphasize how important it is that teams have a clear vision of who and how they would like to be as a high performing group. This type of vision is about team culture: how people will ideally work together, treat each other, relate, communicate, support one another etc., as a high performing, productive team. Such a vision is critical. Whether on a remote mountain side, a busy freeway or a country road, we need to know the destination before we can go there together.

But simply knowing the destination is not enough to get us there. Even when we are taking a drive through familiar territory we must constantly check for landmarks, watch for signs, even use GPS technology to assess where we are along the route. Then we can anticipate and plan our next move. Whether we are drivers or passengers, I think this need to know where we are is pretty close to innate. (If you have ever traveled in a car with toddlers you will be familiar with the persistent and urgent phrase, “Are we there yet”?) Team members also need to know and confront where they are with respect to their vision of high performance culture. You can give them that information through simple, regular team culture assessments.

There are many existing assessments of team ‘health’ or ‘performance’. They can help you gauge where you are on your collective journey, and if you are moving towards or away from your target. If you have described clearly your vision of a high performing team, and have identified key member behaviours in a “best practices” or “code of conduct”, you may be able to create your own meaningful assessment tool by attaching criteria and a scale to each item. The important thing is to assess the team’s progress in a meaningful way and at regular intervals. It opens dialogue, motivates and keeps the team developing in a positive and deliberate way.

Over the next few blog entries, I will describe some ideas about which behaviours are reported to be most crucial for high performance and productivity, and give some sources of available assessments.

As we all know, great teams do not just happen, they are built from the ground up. As Jim Collins writes in his bestselling book Good to Great, you first need to get the right people on the bus and then get them into the right seats. But once you achieve this, your job at forming them into a high performance team is far from over. Use this simple model to guide you in the formation of your team whether you are a new team or one that has been together for quite some time.

For years we tried to determine how to create high performance teams. We read dozens of extremely complex models that presented countless steps, but the complexity of these models always ended in confusion and frustration. We knew there had to be an easier way.

We created the Deliberate Team Development model to provide a simple and effective framework to achieve the end goal you are looking for as a team. This model consists of three steps; Vision, Action, and Reflection.

Vision: As Stephen Covey writes, begin with the end in mind. In the formation of a team you should know your end goal. You want to determine success factors such a business goals, but before these can be achieved you need to determine team dynamic goals. You must identify what high performance is for your team in relation to your business and your company culture. It is not enough just to say you will be a good team, you must discuss and determine what high performance is in relation to leadership, team interaction, communication, problem solving, conflict resolution, etc… This vision will provide you with a measuring stick to know if you are being who you said you would be as a team. Without the clear identification of the end goal you are really just doing things and hoping for the best. Be deliberate in your team formation.

Action: Without specifically applied action a vision is useless. Once you have your vision in place you must determine specific actions that will bring this vision to life. How do you live your definition of high performance communication? How will you deal with conflict in a positive manner? Be deliberate in this phase and the benefit will be huge down the road.

Reflection: As a leader and as a team retrospection is critical. Sometimes we lose our way in the fogy complexity of reality and sometimes the landscape changes under our feet. Without dedicated reflection time these changes may go un-noticed leading your team toward an impending downfall. Take time as a leader and as a team to reflect upon your team, your actions, your results and your vision and course correct when necessary. Fine tune your sails as you navigate the seas of business and you will sail a much truer and faster course.