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Finding Endurance
The greatest tale of leadership, teamwork and survival.
John Drysdale
December 04, 2024 • Estimated Reading Time: 8 minutes
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9000 feet below the icy waters of the Weddel Sea in Antarctica, the wreck of the “Endurance” had lain undisturbed for nearly 107 years.
Trapped by ice and drifting for several months, in October, 1915, Sir Ernest Shackleton’s ship was crushed and sank.
Prospects for him and his 27 crew were bleak. Frank Worsley, the Endurance’s skipper reflecting the mood at the time, said:
‘We are now homeless on this dreadful waste of ice from which so few return”
Against the odds, Shackleton and his men lived on the ice for 11 months and survived.
The expedition to cross Antarctica failed but it was a Triumph of Leadership.
Why this fascination with failure? There is even a Harvard Business Review Case Study.
Historian Dan Snow, believes we are still talking about this fateful, early 20th Century Expedition because it is:
The greatest tale of survival, leadership and teamwork
The Stern of “The Endurance”. Credit: Falklands Maritime Heritage Trust/National Geographic
I was reminded of this when I saw the recently released documentary “ENDURANCE” made by National Geographic, which reveals how Shackleton’s missing ship was found on the ocean bed in March 2022.
Why Shackleton
A story of outstanding leadership:
It is a story of an outstanding leader who
|  Sir Ernest Shackleton |
The last great polar journey 1914-16
 | The North Pole was first reached in 1909 and the South Pole in 1911. In 1910, Shackleton narrowly missed reaching the South Pole . He then raised expedition finance to be the first to cross the Antarctic Continent. Endurance left Plymouth 8 August,1914 as instructed by Winston Churchill, 1st Lord of the Admiralty after Shackleton had volunteered for war service. Endurance sank in October 1915 and Shackleton then led his men on ice floes for 11 months and in three life boats to reach Elephant Island. With a crew of 4 he then sailed 800 miles on a 20ft boat, through treacherous seas. After 2 weeks they reached South Georgia and arranged the rescue of the rest of their 27 crew. |
Can you imagine what it was like to go through all of this ?
Dwindling food supplies and gruelling effort to pull sledges across the ice.
No communication with the outside world. Dependent on the skill of their leaders using basic navigational equipment to chart their course.
It must have been so difficult to maintain a positive outlook . Many struggled emotionally but Shackleton managed to lead the group and keep them all alive.
A remarkable feat.
How did he do it?
By demonstrating exceptional leadership. Here are some examples.
1914-1916 British Imperial Trans Antarctic Expedition - Job Advert
| Hiring for characterThat was the recruitment ad for the expedition that ran in the press. Would you apply for this job? Would anyone in their right mind ? Yes! The right state of mind that Shackleton needed in his team. Men who were motivated by the challenges provided by this expedition and the rewards that went with it. A major reason for Shackleton’s success in keeping his men alive was that he had been rigorous in his selection. The job ad made his requirements crystal clear and was an early indication of his leadership. No-one applying would be under any illusions of what would be expected of them and what lay ahead. |
Leading by example
Shackleton knew actions persuaded more strongly than words.
When forced onto the ice by the destruction of their ship, the group faced the prospect of making their way over hundreds of miles of rough ice to reach land. They needed to travel as lightly as possible to survive.
He called his men together to explain the situation , emptied his pockets of gold coins and tossed them onto the snow.
He then took a Bible given to him by the Queen of England, tore out two pages, laid the Bible in the snow and walked away.
Winning and holding trust
 | In 1907, Shackleton came within 97 miles of being the first to reach the South Pole. This would have brought him everlasting fame and glory. But his men were weakening. He knew a final push to the pole would put their lives in grave danger. He turned back. As strong as his desire to lead expeditions, his sense of responsibility for his men was stronger. 7 years later, those serving under him on the Endurance were confident their lives would not be sacrificed lightly. |
They trusted that Shackleton’s fundamental goal was to ensure all the men survived.
Putting your people first
Shackleton realised that whilst it was essential that his authority and leadership weren’t questioned, he shouldn’t receive favourable treatment. He took his turn to perform the most menial chores. When they drew lots for sleeping bags, he ensured that he and the senior officers drew wool bags , while the more junior men got the warmer fur bags.
The theme that runs through Shackleton’s leadership is above all else, People Matter.
He knew that equipment and supplies were important. But at least they were predictable: tents provide shelter; wool provides warmth; fresh meat prevents scurvy. Even the weather, though impossible to know precisely, followed patterns and cycles.
Shackleton knew that his men were the most dangerous, unpredictable element of the expedition. Although he was their leader, he was acutely aware that once they were underway, he would not have the physical ability to enforce compliance.
He knew that the morale of his men could mean the difference between life and death. As a result, he assembled and managed his team to instil a sense of optimism and determination, no matter what adversaries they faced.
Reflections
There are clear parallels for businesses today with the challenges confronting Shackleton’s expedition.
Whilst leaders and their teams don’t face circumstances that are personally life threatening, many of their companies are confronted with existential challenges.
Since the global pandemic, new challenges have emerged that no-one has faced before. Geopolitical conflicts have intensified the economic threats faced by businesses in UK and Europe. Further disruption to trade is likely with the incoming US administration in January, 2025.
The path ahead now is unclear and uncertain.
Ask yourself:
What would Shackleton do?”
Surely the greatest lesson from the stories of his expeditions is that leaders must not only say the words, but clearly demonstrate by their decisions and actions that “People Matter”, particularly in the most uncertain and challenging circumstances.
What about you?
How can you best build and sustain the commitment of your teams when you are facing uncertainty and major challenges?
What questions does it pose for you?
I would love to hear your thoughts.
I hope you found this edition of my newsletter useful. If you have colleagues or associates who you think would also find it useful, please forward it to them.
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‘Til next time.
John