Leadership in Adversity: Decision-Making in Times of Crisis

In the world of business, leadership in adversity is no longer optional — it is essential. True leaders are defined not when times are smooth, but when crisis strikes, uncertainty looms, and decisions must be made with incomplete information.

One powerful example of this came during the Tylenol crisis of 1982, when Johnson & Johnson faced every company’s nightmare: their flagship product was linked to multiple consumer deaths after bottles had been laced with cyanide. Panic spread nationwide, the brand’s reputation hung by a thread, and the easy choice would have been to deflect blame or downplay the scale of the problem. Instead, then-CEO James Burke made the bold decision to immediately recall 31 million bottles, halting production and investing millions in developing tamper-proof packaging. His actions set a new gold standard for crisis management, turning what could have been the company’s downfall into a textbook case of how integrity, transparency, and decisive leadership can actually strengthen trust.

This truth became clear to us during our three-year journey to climb Mt. Everest — a journey that tested every ounce of resilience and decision-making ability we had. Across two failed attempts, a devastating earthquake, being buried by an avalanche, and a snowstorm in the Death Zone above 8,000 meters, we discovered what leadership in crisis really means.

A Real-Life Case Study: The Everest Avalanche

On 25th April 2015, a 7.8-magnitude earthquake struck Nepal, triggering a massive avalanche that tore through Everest Base Camp. Within moments, the bustling camp became a scene of devastation, leaving 19 dead and over 60 injured.

Buried under snow and debris, we somehow survived. But survival was only the beginning. We were confronted with a stark choice:

• Retreat to safety, abandoning years of preparation and our lifelong dream of summiting Everest.
• Or hope to salvage the expedition and climb the mountain

However, there was also the possibility of exploring other options. In weighing our choices, we realized that staying back in the danger zone — with a focus on helping rescue and support others — could also be a path forward. It was a choice that came with risk, uncertainty, and the knowledge that our own summit ambitions would almost certainly be sacrificed. Yet, in that moment, we understood that leadership was not merely about reaching the top of a mountain or checking off a personal milestone. True leadership meant placing purpose above ambition, and recognizing that the lives of others mattered more than the glory of an achievement.

That single decision reshaped our entire definition of leadership. Suddenly, the expedition was no longer about meters gained or camps reached, but about courage, service, and responsibility in the face of unimaginable adversity. It demanded mental agility — the ability to redefine the very parameters of success, pivot rapidly, and embrace a new mission that was not of our choosing but required of us nonetheless. Instead of measuring victory by the summit, we began to measure it by the number of people we could assist, reassure, or help bring to safety.

Though this shift came at the cost of our own summit that year, it earned us something far more valuable: the trust and goodwill of our fellow climbers, the gratitude of those we supported, and the deep personal realization that sometimes the greatest victories are not about standing on the highest point, but about standing firm when others need you most.

Lessons in Leadership from the World’s Highest Mountain

Climbing Everest has always symbolized the pursuit of the ultimate goal — a vision so ambitious that it stretches individuals and teams beyond their limits. In many ways, the business world mirrors this journey. Just as mountaineers face unpredictable storms, avalanches, and thin air at high altitudes, businesses confront economic downturns, sudden market shifts, and crises that test resilience. Success is never guaranteed, and the environment is often beyond one’s control.

On Everest, climbers must adapt rapidly when conditions change — a sudden whiteout, a shifting icefall, or an avalanche threat. In business, leaders face similar moments: a global financial crash, a disruptive technology, or a supply chain collapse. The difference between failure and survival often lies in mental agility, the courage to pivot, and the humility to re-evaluate plans even if it means turning back short of the summit.

Moreover, no one climbs Everest alone. Behind every summit stands a tightly knit team — climbers, guides, Sherpas, and support staff. Likewise, in business, resilience during a crisis depends not just on visionary CEOs, but on empowered teams who trust each other, communicate clearly, and execute under pressure. The rope that binds climbers on a dangerous ridge is no different from the culture that binds a corporate team: both are lifelines in times of uncertainty.

These attributes of mountain climbing are equally applicable to Great Leadership, especially when determining the success of the project, business or corporation.  Here are the core leadership lessons from Everest:

• Critical Decision-Making in Crisis – On the mountain, the wrong call can cost lives. In business, poor decisions can jeopardize entire organizations. Leaders must act with clarity despite uncertainty.
• Prioritization & Logical Thinking – With limited oxygen and fast-closing weather windows, knowing what matters most is critical. The same applies in corporate leadership when distractions abound.
• Risk Assessment & Risk Appetite – Progress always involves risk. Leaders must learn to calculate, embrace, and manage risks instead of avoiding them.
• Resilience Under Pressure – Storms will come, setbacks will hit. The ability to bounce back and keep moving forward is the hallmark of great leaders.
• Leading in Uncertainty – No expedition goes exactly as planned, and neither does business. Flexibility and adaptability are vital leadership skills.

Crisis Management: From the Death Zone to the Boardroom

In both mountaineering and management, crisis leadership means navigating the gray areas. Rarely are decisions black and white; they are shaped by uncertainty, conflicting goals, and risk perceptions.

In today’s corporate environment, crises are not exceptions — they are constants. Market disruptions, pandemics, supply chain breakdowns, and technological shifts all demand leaders who can make decisions under pressure and inspire confidence in their teams.

Our experiences on Everest — captured in our talks and in our book What’s Your Everest? — provide a powerful experiential learning case study for organizations. They challenge participants to reflect on their own decision-making style, risk appetite, and resilience when confronted with high-stakes challenges.

Why Leadership in Adversity Matters Now More Than Ever

Every leader faces their own “Everest.” It may not be a mountain, but it will demand resilience, courage, and critical decision-making in moments of crisis.

True leadership is not just about reaching the summit; it’s about guiding your team through avalanches, storms, and setbacks — and emerging stronger on the other side.

That is the essence of Leadership in Adversity. And it is why we continue to share our story with corporate leaders: to inspire them to find clarity in chaos, make tough decisions under pressure, and build resilient organizations ready for any challenge.

🔗 Explore our story: Our Everest Story – Adventure Pulse
🎥 Watch our TEDx Talk: Resilience: Lessons from Everest