Boothies posing on their hike at Mount Kilimanjaro

A Management Take on Climbing Mount Kilimanjaro

Ken Lobo, ’92, cherishes reaching the summit as much for the observations he gathered along the way as for the sense of achievement.

In August 2023, Ken Lobo, ’92, climbed Mount Kilimanjaro in Tanzania with his son, Vik Lobo, AB ’15, who had suggested the idea for a father-son adventure a few years earlier. The two men took the Lemosho trekking route, one of a handful of official routes on Kilimanjaro—known for being the longest but most rewarding. The seven-day trek took them through tropical forests, across the Shira Plateau, through the upland desert, onto the lava ridges beneath the glaciers of the Western Breach, and up the southeastern slopes of Kibo. Finally, they crossed desolate scree slopes to the base camp, where they embarked on an eight-hour, overnight ascent to Uhuru Peak at 19,341 ft. above sea level. The entire trip—both ascent and descent—covered about 45 miles.

A Wall Street veteran, Lobo has been teaching finance at various universities in the New York City area since retiring in 2015. In 2021, he earned a doctor of business administration from Sacred Heart University. Vik currently works at BlackRock, the New York City–based global asset management firm. “I wanted to spend time with Vik doing something we both enjoyed. I got multiple ‘summits’ in return, and for that I am grateful,” Lobo reports.

After nine years of teaching business, Lobo couldn’t help seeing his experience through an organizational lens. Here, he describes five dynamics that defined the trip.

Boothies posing at the peak of Mount Kilimanjaro

Motivation. If you’re going to climb Kilimanjaro, you must want to do it. The challenges, personal inconveniences, and intense effort can be daunting. Timing also counts. We knew something like this was worth enjoying and cherishing, so we made sure it was the right time. For as many dangerous sections as we traversed, there were also boring stretches. I would occasionally start a discussion with the guides, who aspired to start a business on their own, on basic finance—much to Vik’s horror and amusement. It’s what kept everyone’s spirits up.

Collaboration. Our group had three trekkers, two guides, one chef, and 12 porters. Our ability to communicate with warmth and a sense of camaraderie encouraged everyone to want to make it a success and a good experience. Seemingly small things were effective: greetings, acknowledging others, a sense of humor, and a “glass half full” attitude when things got tough all went a long way.

Rewards and compensation. The porters were the real heroes of the hike, and we felt their efforts should be rewarded. Within our group, everyone could appreciate that the days involved special tasks such as early morning coffee, carefully planned meals, and cleanup. We offered tips publicly. The whole group gave and received openly, and general acknowledgment was accepted in good spirits.

Organizational structure. The guides took the lead. The chef was in charge of ensuring quality food and a sufficient amount of it, while the porters transported everything from camp to camp, hiking on treacherous hilly pathways while balancing heavy backpacks and huge bundles of camping equipment. It was a smooth machine for us clients.

Risks and uncertainties. There were plenty of times when I questioned my sanity in being there. Sometimes we were making our way along cliff ledges without much to grasp onto. It was important that we knew our limitations and adhered to the safety rules. The guides checked our oxygen levels and blood pressure at the start and end of each day. To reduce the risk of altitude sickness, we made sure we took the necessary medications and kept our pace at a slow-to-moderate level. As our chief guide said, “We bring the problems to the mountain, not the other way around.”

—As told to Emily Lambert

Related Topics

More Stories from Chicago Booth