Shackleton’s Way (2001) by Margot Morrell & Stephanie Capparell by Penguin Books.
Context
In 1914, Sir Ernest Shackleton led 27 men, for almost two years, through a harrowing fight for their lives after the wreck of their Antarctic vessel, Endurance, left them stranded on an ice floe 1200 miles from civilization. But every man survived. And every man ascribed it to Shackleton's superb leadership.
Sir Ernest Shackleton has been called "the greatest leader that ever came on God's earth, bar none" for saving the lives of the twenty-seven men stranded with him in the Antarctic for almost two years. There is much written about the Endurance Expedition and Shackleton and how his have made him a model for great leadership and masterful crisis management. Written by two veteran business observers, using anecdotes, the diaries of the men in his crew, and Shackleton's own writing, Shackleton's leadership style and time-honored principles are translated for the modern business world. This practical book helps today's leaders follow Shackleton's triumphant example.
Their conclusions on the lessons that business can learn from Ernest Shackleton’s leadership is an innovative and excellent contribution to the growing body of literature on leadership.
The Authors
Margot Morrell spent more than 13 years of research into Shackleton’s leadership qualities. Morrell and Capparell use previous published works on the Endurance Expedition to inform their own writing in this book. They travelled all over the world to seek out the diaries from the expedition.
Much of what is written is transcribed from the diaries of crew members, Thomas Ordes-Lee, Harry McNish, and Frank Hurley and the memoirs of Frank Wild. The 500 plus page Orde-Lees diary was invaluable to the authors. The authors used papers in the Collection of the Scott Polar Research Institute. The authors spoke to people of the Antarctic community to broaden their depth of knowledge on a wide range of matters Antarctic. They spoke to representatives of the Scott Polar Research Institute, Darthmouth College, the Royal Geographical Society, Dulwich College, the National Geographic and various relevant libraries.
The authors also interviewed many of the descendants of the Endurance men, particularly Alexandra Shackleton, Sir Ernest’s granddaughter.
Shackleton’s Way is cited quite extensively by other authors and most notably for me by Michael Fullan in Change Leader: Learning to do what matters most.
Summary
His greatest failure was his 1914-1916 Endurance expedition. He lost his ship before even touching Antarctica. But he reached a new pinnacle in leadership when he successfully led all the members of his crew to safety after a harrowing two-year fight for their lives (P. 2)
“The Boss”, as his men called him, built success on a foundation of camaraderie, loyalty, responsibility, determination, and – above all – optimism. (P. 4)
Some sixty years after the rescue, an interviewer asked Endurance First Officer Lionel Greenstreet, “How did you survive, when so many expeditions perished?” The old salt, then eighty-two, answered in one word: “Shackleton”. (P. 5)
Shackleton made his men want to follow him: his tools were humour, generosity, intelligence, strength, and compassion. That’s Shackleton’s Way. (P. 12)
He was essentially a fighter, afraid of nothing and of nobody, but withal he was human, overflowing with kindness and generosity, affectionate and loyal to his friends. (P. 15)
Shackleton learned from his family a broad and sympathetic view of the world that helped shape his leadership style. (P. 18)
Once his choice was made, Shackleton saw his commitments through to the end. (P. 21)
In every job he held, Shackleton helped boost the morale of the crew. (P. 25)
Shackleton read broadly to find wisdom and guidance for all life’s journeys. (P. 26)
Shackleton kept an eye on new horizons, ready to seize opportunities. (P. 28)
Shackleton turned a setback into an opportunity to make a big move on his own. (P. 31)
Shackleton was bold in his plans, but cautious in their execution, paying close attention to details. Shackleton learned from past mistakes. Experience taught him the kind of leader he didn’t want to be. (P. 34)
Shackleton always put the well-being of his crew first. (P 37)
Shackleton avoided public fights, engaging always in respectful competition with rivals. (P. 42)
There was nothing petty in his own nature. The one thing he demanded was cheerfulness from us all: and what he received from every man serving under him was absolute loyalty. (P. 51)
Shackleton wanted people who shared his vision and enthusiasm for exploration. (P. 59)
Shackleton wanted men who contributed to esprit de corps, those with passion for the life of an explorer and confidence in success. One thing Shackleton looked for was a happy person. (P. 61)
Shackleton sought men who really wanted the job. He put all his heart and soul into his work and he wanted men who would do the same. He saw that the candidates hungriest to be hired usually proved their mettle on the job. (P. 62)
Shackleton made sure every man he hired knew exactly what was expected of him. He wrote letters to recruits, stating exactly what their duties and pay would be and what he wanted in return. The letters were also an opportunity to establish a personal connection, a habit Shackleton reinforced continually. (P. 65)
Shackleton equipped the crew with state-of-the-art tools. Though perpetually strapped for funds, Shackleton invested in the finest-quality equipment. (P. 68)
Shackleton made himself accessible to his crew, listened to his men’s concerns, and kept them informed about the ship’s business. Shackleton was extremely busy during his time in Buenos Aires, but his door was always open to the crewmen. (P. 86)
Shackleton established order and routine on board the ship in order to foster an atmosphere of security and productivity. The Boss was a stickler for structuring the day; setting clear parameters for both work and leisure. The comfortable daily routine helped each member of the crew feel that his work contributed to the smooth operation of the ship. (P. 88)
Everyone did not have exactly equal status, but each was valued equally and treated with equal respect. (P. 91)
Shackleton was scrupulously even-handed in all his dealings with the crew. (P. 92)
Shackleton led by example. He never asked anyone to do work he wouldn’t do himself. (P. 94)
Relaxation and entertainment were critical parts of the schedule Shackleton orchestrated. Shackleton kept a balance between work and fun, never completely dividing the two yet never letting one overtake the other. Although he planned many special celebrations, he also expected everyone to enjoy their work, which he thought led to greater productivity. (P. 95)
Ultimately, Shackleton won the crew’s unwavering loyalty with his extraordinary ability to communicate and connect personally. His contact with his men was constant, friendly, instructive, and often fun. “He led mentally and physically and gave a sense to the individual that he, the individual, was a most important part of the whole show,” wrote G. Vibert Douglas, Quest geologist. “I’d say Shackleton was very generous in his acknowledgement of his men. There was a warmth about him.” (P. 108)
Shackleton provided what was needed to make each person physically and mentally fit to meet the challenges of his job. (P. 110)
Shackleton made sure each man had challenging and meaningful work. With all the ship’s main work halted, Shackleton had to find everyone tasks that were deemed important to the expedition or the crew. (P. 112)
Shackleton gave his men constant feedback, praising their efforts and correcting their mistakes. (P. 115)
Shackleton related to every person under him as a human being, not only as a worker. (P. 115)
Shackleton held small celebrations that recognized the individual. (P. 118)
Shackleton showed remarkable kindness toward his men. When it seemed he couldn’t possibly spare the time or energy to make some thoughtful gesture, he did. (P. 119)
Shackleton addressed his men, leaving no doubt that he was in complete charge and that he would get them through the crisis if they would stick together and trust him to the end. (P. 132)
The Boss gathered the whole group around him and spoke to his men from the heart. He kept his message simple, gave a realistic appraisal of the situation, explained options, and offered a plan of action. He then thanked them for their efforts, and asked them for their support. As he spoke, he appeared calm, confident, and strong. Years later, several of the men would recall how much his words meant to them at that time. It was a characteristic speech – simple, moving, optimistic and highly effective, “Hussey wrote later. “It brought us out of our doldrums, our spirits rose, and we had our supper”. (P. 133)
Shackleton made many contingency plans in great detail while still remaining flexible. (P. 135)
Shackleton made sure the men didn’t lose their sense of humour. (P. 143)
Shackleton sought out advice, but made final decisions alone. The Boss asked all the men what they thought of any important situation. He was keeping his finger on the pulse of the crew, letting them have their say, and collecting ideas. (P. 146)
Shackleton prepared the men for unpopular orders by giving warnings far in advance. (P. 150)
Shackleton wasn’t afraid to change his mind as often as the situation dictated. (P. 167)
Shackleton had developed a reservoir of personal strength that sustained him through the worst struggles. Shackleton’s inner and physical strength seemed almost superhuman at times. He drew inspiration from many sources; his faith, other people, the literature of great thinkers. Above all, he kept things in perspective. He pondered larger questions – about life, love, freedom, choice, and camaraderie – all of which sustained him in times of crisis. (P. 186)
Shackleton remained aware of the needs of the community. (P. 196)
Shackleton worked until the whole job was done. (P. 197)
Leadership, after all, is more than just reaching a goal. It is about spurring others to achieve big things, and giving them the tools and the confidence to continue achieving. The Boss made all those under him see the full potential of their talents and had a lifelong impact on the men he led. (P. 210)
Morrell, M., & Capparell, S. (2001). Shackleton's way: leadership lessons from the great Antarctic explorer. Camberwell, Victoria: Penguin Books Australia Ltd.