The famous Antarctic explorer led his team out of the clutches of disaster on an icy odyssey at the bottom of the world. His leadership offers valuable lessons to all managers.
|
Through his tremendous motivation and leadership the team survived temperatures so frigid that their clothes froze to their bodies. They eluded killer whales and sea leopards, battled gale-force winds and were stalked constantly by hunger and dehydration. When the ice began to break up, Shackleton and his men took to the treacherous seas in lifeboats and sailed hundreds of miles to the previously unexplored Elephant Island, ultimately relying on a single lifeboat to bring their plight to the attention of the outside world.
Shackleton's story is more than a survival tale, it is a lesson in leadership. Above all, Shackleton was an astute psychologist, putting his men above his own great ambition. Biographers and historians credit the maverick explorer for defying mind-numbing odds and saving the life of every one of his men. Entries from crew member's diaries confirm the respect and admiration that they felt for Shackleton, whom they nicknamed "the Boss."
"Shackleton defines what you would like people to do in a crisis," said James McGregor, managing partner of a New York financial public-relations firm. "Handling a crisis is showing that somebody is in charge and that person is confident the crisis can be resolved."
What can you, as a manager, learn from Shackleton?
Pick the right people
The Boss looked for five things in the crewmen he recruited, in order of importance: optimism, patience, physical endurance, idealism and courage. "Few men are wanting in courage," Shackleton wrote, "but optimism nullifies disappointment and makes one more ready than ever to go on."
Recognize the importance of each person in your organization
For example, Shackleton viewed the cook as a key team member, knowing that the quality of the food would be one of the most important ways to boost morale in a hostile, desolate environment. Do you view the support people on your team the same way?
View your people as your top responsibility
Shackleton took an obvious interest in each team member and never asked anyone to do anything he wouldn't do himself, such as volunteering to take the first watch as a lookout so that his crew could rest after an exhausting day hauling lifeboats across the ice. Even if you hold your team in the same regard, do you show it?
Devise your strategic plan as a quest
Their original plan was a bold one, to be the first men to cross the Antarctic continent. When fate dealt the crew of the Endurance a bad hand, their new plan was even bolder, to survive. Do you have a compelling plan for your organization that your team can rally behind?
Find creative incentives
Remember that money is not the only motivator. When one man, Blackborow, was succumbing to frostbite, Shackleton encouraged him to cling to life by promising that he would be the first person to set foot on the unexplored Elephant Island. When they reached their destination, Shackleton kept his promise. Look for ways to recognize people in your organization and follow through on them.
Deliver bad news in person to the whole team
Then tell them your plan on how to deal with it. Didn't hit a sales target? Are there whispers of a restructuring? Shut down the rumor mill by addressing issues head-on.
Create your own myth
You are responsible for crafting your own reputation. Your goals may not always be reached, but the boldness of your plan and how you treat others along the way is what will be remembered in the end. Shackleton did not achieve his original goal, but he has achieved greater fame for how he handled failure and adversity. Your reputation depends on your relationships with your team.
Be mindful of your position as a leader
Once you assume the mantle of leadership, others naturally look to you for inspiration, direction and moral courage. Don't disappoint them. Your conduct in and out of the office are always noticed by your colleagues.
Let your team have fun
With his ship held fast by miles of pack ice and the fate of his crew uncertain, Shackleton encouraged his team to sing and act out skits, and even to play soccer on the ice. You are also conducting a serious business, but is there enough harmless fun in the office?
Pick the people best suited for the task
Then empower them by letting everyone know a particular person has your support. Some may not always be happy with your decisions, but you will gain a reputation for doing what is best for the team.
Keep an eye on malcontents
Of all enemies, fear demoralization the most. Shackleton made a point of isolating pessimists by assigning them to different tents. When the photographer, Frank Hurley, was fomenting dejection, Shackleton sought his counsel in public discussions on their strategy. By making Hurley a party to the decision, Shackleton could count on him to support the plan of action.
Absolutely refuse to give up
Realizing that their only hope for survival lay in their own hands, Shackleton proposed an intrepid plan to set out on foot, dragging their lifeboats with them until they could reach the open sea. There were a thousand reasons to quit along the way and only one to continue—survival. Shackleton kept the team focused on the goal. When a crewman dissented and argued that the plan was impossible, Shackleton asked if there were any other alternative, and the man was silenced. When faced with a daunting sales goal, consider any viable alternatives. If there are none, proceed with your plan.
Take charge of your own destiny
Shackleton knew waiting to be rescued was pointless. Look inside and you might find that what you need to succeed is already there.
For a riveting account of the Shackleton saga we recommend Endurance: Shackleton's Incredible Voyage by Alfred Lansing