No Ego at Altitude: Why the Climb Up Requires Different Leadership Than the Journey Down

I've spent the past year developing a talk that keeps me up at night—not because I'm worried about it, but because I can't stop thinking about the leaders who need to hear it.

It's called "No Ego at Altitude," and it's born from a haunting statistic: 60% of new executives fail within their first 24 months. Not because they lack intelligence or drive, but because they don't recognize the symptoms of leadership isolation until it's too late.

Here's what caught my attention: when mountaineers climb to extreme altitudes, 75% experience altitude sickness. The dangerous ones aren't those who get sick—it's those who ignore the early warning signs. They push through the headaches, dismiss the confusion, and rationalize the poor decisions. And then, catastrophically, they fail.

Here’s why this is personal to me: I now live at 9700 ft above sea level, and I love to host friends and clients to take part in all that the mountains offer: skiing, snowshoeing, cross-country skiing, hiking, fishing, etc.  Just getting here takes your breath away, let alone being active. And guess what: no one wants to admit altitude is a factor until it’s threatening to derail their fun.  And when they can’t have fun, others get derailed too.

Sound familiar?

As leaders, we face our own version of thin air. The higher we climb; the fewer people tell us we're wrong. Our feedback loops shrink. Our teams learn what we want to hear. We make decisions faster, with less data, convinced that speed equals strength. Meanwhile, our teams are exhausted, but we feel fine—or at least, we tell ourselves we do.

The most successful climbers share a trait with the most effective leaders: they know that reaching the summit is meaningless if you can't bring everyone back down safely.

In this talk, I draw direct parallels between the physiological demands of high-altitude climbing and those of executive leadership. But this isn't just about identifying the problem—it's about building practical systems to prevent it.

Those who hear this talk learn why traditional leadership approaches fail in the "thin air" environments of modern business, how to build early-warning systems before leadership derailment occurs, and the counterintuitive truth that ego becomes a liability, not an asset, at the highest levels.

I also offer an interactive breakout session to accompany the keynote, where leaders do the uncomfortable work: identifying the team member who used to challenge them but has gone quiet, recruiting a "Sherpa" whose different perspective annoys them yet keeps them grounded, and creating their personal "2 PM Rule"—the specific threshold at which they'll check the validity of their decisions, regardless of how close they are to the finish, to safeguard their values, employees, and organizational success.

This talk is crucial today as it will be in years to come. Why?

Because after coaching for 10 years, here's what I've learned about leaders: altitude, like the executive office you want to succeed in, doesn't care about your résumé once you’re there. The moment you stop respecting what your people need from you, the job (especially the high altitude of the executive office) will take you down.

The good news. You can build systems. You can choose humility over ego. You can ensure everyone makes it to the top—and thrives for years to come —together.

Here’s where I need your help. I'm building the speaking schedule for this talk in 2026-27, and I want to bring it to the audiences who need it most. Where do you think leaders need to hear this message? Which conferences, leadership summits, or executive gatherings would benefit from this conversation?

Email me with your ideas. Please tell me where you'd want to hear this talk. Share the organizations or events where these principles could transform how leaders think about their climb. Or better yet, connect us directly.

We all need to pay attention to the most dangerous words in leadership: "That won't happen to me."

Let's make sure it doesn't.

What is No Ego at Altitude About?

No Ego at Altitude is a leadership keynote and workshop that explores why high-performing executives fail after promotion and how leadership isolation, ego, and shrinking feedback loops contribute to poor decision-making at senior levels. The talk uses high-altitude mountaineering as a metaphor to help leaders recognize early warning signs before failure occurs.

Why do 60% of new executives fail within their first 24 months?

Most executives don’t fail because they lack skill or intelligence. They fail because the leadership environment changes as they rise. Feedback decreases, challenges disappear, and decisions are made faster with less data. Without systems to counteract isolation, even strong leaders become vulnerable to blind spots and burnout.

How does altitude sickness relate to executive leadership?

At extreme altitudes, most climbers experience physical symptoms—but the real danger comes from ignoring them. Executive leadership works the same way. Leaders often dismiss early signs of fatigue, confusion, or team disengagement, believing they can “push through.” This denial increases the risk of catastrophic leadership failure.

What does “thin air” leadership mean?

“Thin air” leadership describes what happens at higher levels of authority: fewer people speak up, feedback becomes filtered, and leaders feel confident even as teams struggle. The higher the role, the harder it becomes to see reality clearly—unless intentional systems are in place.

What makes this leadership talk different from traditional keynote speeches?

This talk goes beyond inspiration. It focuses on practical, preventative systems leaders can use to safeguard decision-making, team health, and organizational culture. It challenges the idea that confidence and speed are always strengths and reframes humility as a strategic advantage at senior levels.

What is the “2 PM Rule” mentioned in the talk?

The “2 PM Rule” is a personal decision-checking system leaders create to pause and reassess assumptions—especially when they feel close to finishing or under pressure. It’s designed to prevent ego-driven decisions and ensure values, people, and long-term outcomes aren’t sacrificed for short-term wins.

Who should attend or book No Ego at Altitude?

This talk is ideal for executives, founders, senior leaders, boards, and organizations navigating growth, complexity, or transition. It is especially valuable for leadership conferences, CEO summits, executive retreats, and organizations preparing leaders for increased responsibility and influence.