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Risk management key to Air Force team's seven summits: Part 1

  • Published
  • By Tech. Sgt. Kathee Mullins
  • Air Force Safety Center Public Affairs
KIRTLAND AIR FORCE BASE, N.M. --  We all take slight risks in some fashion, but knowing when to stop or turn back and when to continue is what risk management (RM) is all about.

A group of U.S. Air Force Airmen reached the peak of Mount Everest on May 19, completing their challenge to climb the seven summits of the world to raise awareness of fellow comrades who have died in the line of duty since 9/11 and to highlight the Air Force's focus on personal fitness while considering RM in every situation.

"Throughout this climb, our team emphasized the principles of risk management, and we applaud the excellent RM mindset applied by the International Mountain Guides team, and other teams on the mountain this year, to manage risks appropriately," said Maj. Rob Marshall, Seven Summits Challenge co-founder and CV-22 pilot at Bell Helicopter, Amarillo, Texas.
Each of the Seven Summits teams was committed to using risk management as practiced by the Air Force and made their training and participation in all the summits an example of RM in practice.

"Risk management played an enormous role in our mountaineering challenge," Marshall said. "I can't overstate how often we used the assessment and decision-making processes associated with risk management programs. From the first night we discussed putting together the Air Force Seven Summits Challenge, we had to take into account the risks of mountaineering and how we would deal with them. What's the point in having a project to generate esprit d' corps and positive recognition for the Air Force if you can't manage the dangers involved? We knew we could find a safe and successful way to accomplish this inherently risky endeavor and the use of Air Force RM tools were at the heart of that success. Whether we were using deliberate RM months in advance, during our planning stages or real-time RM while dealing with an unstable snow pack high on a mountain side, the entire team depended on these tools to keep us safe."

Patience, teamwork and determination, like waiting for the right weather conditions, the motivation and Wingman attitude of teamwork, plus the internal and team drive to accomplish tasks even when faced with extreme adversity, were also a part of Marshall's risk management plan.

"Determination, the will to keep going even when faced with adversity, is an essential skill in both the military and in mountaineering," Marshall noted. "A healthy level of physical fitness helps boost one's determination; it's easier to keep pushing hard when your body can keep up with your mind. I find my level of determination is often tied to the amount of passion I have for a task. If it's important to me, such as protecting the nation or representing the Air Force, then I find I can reach deeper for additional strength and willpower to overcome obstacles like a difficult combat mission or push-ups at 29,000 feet."

The team on the Mount Everest challenge did face adverse weather as well as the sheer challenge of scaling more than 29,000 feet to do push-ups to honor fallen comrades and post the U.S. Air Force flag.

"If you have a dream to improve things, such as yourself, your community, the Air Force or the nation, make it happen," Marshal said. "Many people come up with awesome ideas, but never put them into action because they think it's impossible or they are just incapable. There will always be people telling you that your idea can't be done. But for every one of those naysayers, there are several others who will support you and help you reach your goal. Pay attention to the positive people in your life and make things happen."

It took almost eight years from the time the idea of the Challenge was conceived to the peak of the final summit. What started as a way to reflect positively on the accomplishments of Airmen, became a rally point for many to celebrate great American values and to honor fallen comrades and wounded warriors.