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As Shackleton said: reach beyond your expectations

April 29, 2013

Some 97 years ago this week, Ernest Shackleton was in the James Caird, a 25 foot boat, attempting an 800 mile journey in the tumultuous South Atlantic ocean. He was trying to get to South Georgia and secure rescue for 27 members of his stranded crew, following the aborted Endurance expedition to walk across the South Pole.

Shackleton, an Irishman of Yorkshire parentage, was an Antarctic explorer who served an apprenticeship under Robert Falcon Scott in his 1902 South Polar venture, before setting out on his own expeditions. Shackleton’s ‘Furthest South’ expedition of 1909 saw him reach just 97 miles short of the Pole before turning back, setting a new record.

His most famous expedition was that of 1914-1916, on Endurance and like Scott’s before him, also ended in failure. Unlike Scott, who died on reaching the Pole in 1912, Shackleton survived, and his trip became famous for his leadership, which saw him save the lives of all his fellow travellers after major problems.

Lessons have been drawn from Shackleton’s leadership in planning and executing his expedition and subsequent rescue, and how they can be applied to modern business thinking, notably his ability to assemble an outstanding crew and his leadership style. It’s a remarkable story.

Shackleton set out at the age of forty on a self-funded voyage to make what was considered the last great expedition left on Earth – an 1800 mile crossing of the Antarctic on foot. His ship was the aptly named Endurance, after his family motto, Fortitudine Vincimus by endurance we conquer. All was well, until just one day’s sail from its destination on the Antarctic coast, the ship got stuck in pack ice in the Weddell Sea.

Shackleton and his men were stranded on an ice floe 1200 miles from land, with no means of communication and no hope of rescue. When it seemed the situation could not get any worse it did – the pack ice dragged the ship north for ten months, 600 miles, and then the ice crushed the Endurance. The men were forced to camp on the ice and watch as the ship sank.

All they had were three small lifeboats salvaged from the ship, just twenty-five feet long. Temperatures were so low that you could hear the sea freeze. They subsisted on a diet of penguins and seals, spending four months in the darkness of the long polar winter. Eventually when the ice began to melt, the men took to the lifeboats. After four months of mind-numbing boredom and danger sat on the ice floe, they were suddenly pitched into an intense battle for survival that brought them to the limits of human capabilities.

They fought their way through the raging, freezing sea for a week in the lifeboats, before making land at Elephant Island, which no animals for food or fresh water. Shackleton then took five men and sailed 800 miles in an open boat, the James Caird, over tumultuous seas to reach South Georgia, part of the Falkland Islands, for help. Their journey lasted sixteen days, navigated only with a sextant. When they landed, they had to cross a frozen mountain range to reach civilisation at a whaling station. This climb took another 36 hours.

When they greeted the whaling station manager, Thoralf Sorlle, he looked at them incredulously, Who the hell are you? One of the men stepped forward and replied: My name is Shackleton. Thoraf Sorlle, it is said, turned away and wept. The remarkable voyage of the James Caird was from April 24 to May 10, 1916. It had been 530 days since Shackleton and his Imperial Trans-Antarctic expedition left London.

Having spent four days recovering with the whalers, Shackleton turned round and led the effort to rescue the rest of his crew. It took him four attempts to do so. Shackleton saved the lives of 27 men stranded. Every single one survived. The Endurance expedition lasted from August 8, 1914 to August 30, 1916.

Arising from this, ‘Shackleton’s Way’ – his leadership philosophy from his Endurance expedition – resonates with themes and messages any business leader can can take into their business. His leadership style, primarily to focus on the team, saw them survive against the odds.

His people centred approach to leadership can be a guide for us all. He built his success on camaraderie, loyalty, responsibility, determination and – above all – optimism. There are eight elements to ‘Shackleton’s Way’ as follows:

The path to leadership Fortitudine Vincimus  – by endurance we conquer. The values Shackleton learned from his family helped form his uniquely progressive leadership style. He turned bad experiences into valuable lessons and he insisted on respect for the individual in a climate that demanded cooperation.

Hiring an outstanding crew Shackleton built a crew around a core of experienced workers. He conducted unconventional interviews to find unique talent. His second in command was his most important hire. He looked for optimism and cheerfulness in the people he hired. He gave his staff the best compensation and equipment he could afford.

Creating a spirit of camaraderie Shackleton made careful observations before acting. He established order and routine so all his staff knew where they stood. He broke down traditional hierarchies. He was fair in his dealings with his staff. He used informal gatherings to build an esprit de corps.

Getting the best from each individual Shackleton led by example. He accepted and understood his crewmen’s quirks and weaknesses. He used informal one-to-one talks to build a bond with his men. He was always willing to help others get their work done. He helped each man reach their potential.

Leading effectively in a crisis Shackleton let everyone know that he was confident of success. He inspired optimism in everyone. He put down dissent by keeping the malcontents close to him. He got everyone to let go of the past and focus on the future. He worked to keep spirits high. He sometime led by doing nothing.

Forming teams for tough assignments Shackleton balanced talent and expertise in each team. He ensured all his groups were keeping pace. He remained visible and vigilant. He shored up the weakest links. He got teams to help each other.

Overcoming obstacles to reach a goal Shackleton took responsibility for getting the job done. He often took risks. He found the inspiration to continue. He kept sight of the big picture. He stepped outside his role as leader to personally help others in their own roles.

Shackleton showed the qualities of strong, effective leadership – enthusiasm, confidence, warmth, integrity, toughness, humility – whilst also recognising the importance of a team, and the trust and respect everyone in a team must show to each other whatever their rank.

It is by building a sense of teamwork and community just as Shackleton and his crew did nearly 100 years ago that we can overcome the unexpected detours and hurdles encountered on our own business journeys.  Shackleton faced many of the problems we encounter today as business leaders:

·                bringing a diverse group of people together to work toward a common goal

·                bucking up the perpetual worries

·                keeping the disgruntled from poisoning the atmosphere

·                battling fatigue and challenge when things aren’t working

·                bringing order and success to a chaotic environment

·                working within challenging time scales and finite resources

Shackleton was a pioneer, but also an innovator in terms of ‘thinking on his feet’ when faced with unexpected challenges. Anyone can innovate once, all it takes is a good idea, some hard work, sufficient resources, and a little bit of luck. However, Shackleton did it time and time again on the Endurance expedition, and this is what is required in today’s business environment, which demands on-going innovation to stay ahead of the pack.

To make innovation a way of life for your business, get to work developing these five ‘innovation leadership’ skills, which Shackleton also showed:

Challenge your assumptions With the changes in circumstance, Shackleton had to change his working assumptions. The biggest enemy of innovation is the unspoken attitudes and beliefs we cling to about our businesses, and the more success we achieve based on these, the more we tend to focus on protecting the status quo versus exploring what could be.

To develop the skill of challenging your assumptions, ask: What has changed with our customers and markets? What assumptions are we continuing to make about our business simply because we ‘know them to be true’? What ideas for new products or services have we come up with recently but didn’t follow through because ‘that will never work’?

Change your perspective Stranded on Elephant Island, Shackleton had to take a fresh perspective to their situation, and be open-minded. We tend to rely on information that proves us right and screen out anything that contradicts our prevailing point of view. As a result, we often filter, distort or ignore the information coming in, so that we only see what we want to see.

Ask yourself What if? Break out of rigid thinking patterns and see the world in new and different ways, focus on what could be rather than what is or what was. Changing your perspective doesn’t mean throwing out all your old ideas, just the ones that get in the way of on-going innovation.

Ask the right questions Questions open you up to new ideas and possibilities. Too often, however, we get stuck in the past by focusing on the problem rather than the solution. Instead, ask future looking questions: What does the new product look like? What problems is it solving for our customers? How is it bringing new value to the marketplace? Shackleton had to ask himself the right questions, before even thinking about solutions.

Question the right answer In business, almost all problems have multiple solutions. Some are better, easier, cheaper, or more feasible than others. But very rarely do we encounter situations where there is only one right answer. Forget about finding THE right answer. Instead, focus on identifying as many potential answers as possible. Then choose the best one (or combination of ones) that most supports your innovation goal. Never settle for the first good answer, even when it seems like THE right answer. Good often gets in the way of great. Shackleton had to identify and then evaluate his options, looking for good and bad points within each.

Stop jumping to solutions Today’s fast moving business world creates pressure to make quick decisions. So we often tend to go with the first feasible solution rather than looking for better or different ideas. Not a good recipe for on-going innovation, nor equally seizing one way to rescue your stranded crew. Work on options, and look at it from another angle – what if we looked at it from the customer’s perspective; how would they solve this problem?

Ultimately, success comes down to changing the way we think and learning to see the world differently. No easy task, but it can be done, and those who make it a habit will reap the rewards that on-going innovation can bring.

The core of Shackleton’s leadership philosophy was persistence, so whatever you do, don’t ever use a crutch, and don’t ever think of having an excuse for not having said, Yeah, I did my best, not giving up because you have road blocks and also not giving in because other people tell you that you’re nuts. You are nuts and you should be proud of it. Stick with what you believe in!

Shackleton was essentially a fighter, afraid of nothing and nobody, but overall, he was human, overflowing with kindness and generosity, affectionate and loyal to all his crew. Shackleton’s personal motto was reach beyond your expectations. That’s Shackleton’s Way. You wait, everyone has an Antarctic moment.

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2 Comments leave one →
  1. May 1, 2013 3:39 am

    Beautiful stuff.

    Shackleton’s story really is remarkable.

    I especially like your point on challenging assumptions. At work, we get specifically trained to do this, and it’s part of our culture.

    One simple question to practice is, “In order for that to be true, what would we be assuming?” At first, it’s a shift in mindset, but what happens is it breaks default conclusions, and helps people start to challenge whether they are barking up the wrong tree, or need some data to drive better decisions.

  2. July 1, 2013 11:46 am

    Vow, this really is inspiring.

    Having had so many issues this past month, i have been feeling low and wondering whether all the pain is worth it!
    I am now going to stop feeling sorry for myself, and instead I am determined to apply some of Ian’s ideas and focus on my vision and how i am going to get there 🙂

    Thank you Ian.

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