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Leading EverestFacilitator guide
Leading Everest Facilitator guide Everything you need to run a session with one team or ten. The climb teaches little on its own. The conversation after it is where the learning happens, and that part is yours. 1 to 6people in a team, 3 or more is best 1 to 10teams at once 2 hourswith the briefing and the debrief A laptop eachin a room or online 01 The one rule Leading Everest is for learning and development only. Nothing in it is meant for appraisal, selection or any other decision about a person. Say this aloud at the start. People take risks in a game only when they know nobody is keeping score on them. 02 Before the day Teams Three to six people in a team. Put intact teams together when you can. A team of seven to nine plays with six climbers and the others as named observers. Who leads Do not make the real boss the expedition leader. Give that seat to someone who rarely leads, and give the boss a role with less say, such as the client or the filmmaker. Rank then stops deciding who speaks. Who is named Choose "roles only" unless the team has agreed to names. Choose "no one" for a first session with a works council or a new group. Tech Send everyone the two-minute tech check the day before. Each player needs a laptop and a current browser. Each team joins the same meeting call your organization uses, or sits together in one room. Timer Use "No timer" for a first session. Use 6 minutes a day when you want pressure to be part of the lesson. Computer teammates Choose "Share only when asked" when teams have empty seats. It keeps the work with the people. 03 Three plans Allow two hours for a first session. The climb itself takes about an hour with a team that talks. The longer plan gives more time to the talk after it; the shorter one is for teams that have played before. Briefing The climb Debrief in teams All together Commitments 90minutes For a team that has played before, or a tight slot. 10 minBriefing and roles 50 minPacking and the climb 15 minDebrief in teams 15 minAll together Our advice 120minutes Our advice for most groups, and for every first session. 15 minBriefing, roles, a look at the screen 60 minPacking and the climb 25 minDebrief in teams 20 minAll together 150minutes When the change at work matters most. 20 minBriefing, roles, a question about a real team decision 60 minPacking and the climb 30 minDebrief in teams 25 minAll together 15 minCommitments 04 The briefing, to read aloud 1 “This is a simulation about how a team shares what it knows and decides under pressure. It is not about climbing, and it is not a test of anyone.” 2 “You will climb Everest as a team of six. Each of you has a role, private cards and private goals. Nobody has the full picture.” 3 “The expedition succeeds only when all six of you are back down. The summit comes second.” 4 “Each day you read your cards, share what matters, ask each other, decide, and lock in. Talk to each other the whole time.” 5 “Share information freely, and put important facts on the team board. If it isn’t on the board, the game doesn’t know it.” 6 “The team moves together. Only the leader sets the plan, and everyone follows it. If you disagree, say so before you lock in.” 7 “The game includes altitude illness and a rescue. Nobody dies in it. If this is a hard subject for you, tell me now and you can observe.” 8 “Do not show your screen to anyone. If you get stuck, press How to play.” 05 While they climb Your screen shows each team: who joined, the day, where they are, summits, rescues, cards shared, and who is ready. Pause all teams stops every clock. Use it to speak to the group or to let slower teams catch up. Two more minutes helps when a real discussion is under way and the timer would cut it off. A message to every team appears on all screens, for example "10 minutes to the end". Someone drops out? The host of that team can hand the seat to a computer teammate. Someone arrives late? They open the team link and take a seat the computer is playing. Watch for who shares without being asked, who asks, whose view changes a decision, who has not spoken, and what happens when someone disagrees. Do not rescue teams. A poor decision in the game is the best material you will have later. 06 Rules that players ask about The team moves together Nobody climbs or goes down on their own. Only the leader sets the plan. Computer teammates follow it too, and say so once when they would rather do something else. Sending a sick climber down Only the leader can do it, and never alone: at least one teammate from the same camp goes along. For all of them the climb is over, so it costs the team a summit. When a climber collapses High on the mountain the climber must be carried down. A panel opens for the leader, who chooses the carriers. Everyone else follows the plan. The team loses the safety points for that climber. When the leader's climb ends If the leader goes down or is carried off, the strongest climber still going leads the team from the next day. When the mountain decides On day 8 the storm arrives and everyone still high must go down. The screen says so and locks the other plans. Who ordered what Every plan the leader sets is written into Talk and at the top of the day report. Use it in the debrief when people remember a day differently. Resume or restart A player who returns to a climb is asked to resume it or to start a new one. Restart opens a new room and leaves the old one as it was. Help inside the game The Help button holds a picture guide to every part of the screen, a one-minute tour and the full rules. 07 The debrief, step by step 1 Feelings first3 min “One word: how was that?” Go round. Do not open the report yet. 2 The story5 min “Tell me what happened, day by day.” Let them build it. Disagreements about the story are useful. 3 The players' own view3 min Each player answers the four closing statements. Show the team average. Ask what surprises them. 4 One decision in depth10 min Open “The decisions”. Pick the one that went wrong, or the one that went right by luck. “Who held what? What would have brought it out sooner?” Keep it on the situation, not the person: the cards are dealt at random and written to be hard to share. 5 The hidden goals5 min Open “Hidden goals”. “Where did your own goal pull against the team? Did you say so?” 6 The stranger, if it arose5 min There is no right answer. “Who spoke for the other climber? Who spoke for our own team? How was it settled?” 7 The bridge to work10 min “Where does this happen in our real team? What is our turnaround time?” 8 One commitment each5 min Each player writes one thing they will do differently and adds the 30-day reminder to their own calendar. 08 What this is based on Unshared information Groups tend to discuss what everyone already knows and to miss what only one person knows. The cards are built to make that visible. Safety to speak People hold back when speaking up feels risky. The quiet cards, the old condition and the symptoms, test whether the team makes it easy to say a hard thing. Goal conflict Each role has its own goals. Teams fail quietly when those are never said out loud. Rules made in calm, broken under pressure The turnaround time is agreed when everyone is rested, and tested when the summit is close. Six competencies, mapped Each debrief section is labeled with the competencies it shows evidence for. The full mapping to Korn Ferry, SHL, SHRM and CIPD, and the research base, is on What it measures. Map the six to the client's own framework in the briefing. The limits of the numbers The game only sees what is put on the team board. It cannot hear what people say to each other. Treat every counter as a question to ask the team, never as a verdict. 09 Care If one person held the card that mattered, say plainly that the game dealt it to them and wrote it to be hard to share. If a team did badly, start with what they did well. Every team does something well. Never pass a debrief to a line manager. The report belongs to the team. Data is deleted after 30 days. You can delete a session at once from your screen. With respect to the Sherpa community, whose skill and work make every climb of Everest possible.
A leadership and team decision simulation from Learning Everest.Played on Global HR World · games.globalhrworld.com

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