Epic of Survival - Ernest Shackleton and Leadership
Case Study of “EPIC OF SURVIVAL – Ernest Shackleton’s Voyage to the South Pole”
By Reuben Q. Binasoy, SILVER Group, UB EMBA Intake 17
I.
Most Compelling Facts / Main Learning Points
a. The Imperial Trans-Antarctic Expedition started out on August 8, 1914. The last of the crew members were rescued on August 30, 1916. More than 2 years after they had set out – in the face of the many dangers they faced during the failed expedition –
Shackleton mustered together the courage, willpower, wit, & leadership and brought each and every member back home alive.
b. Shackleton assembled a group of men that were willing to go with him on a hazardous journey. They were paid little, there were long months of complete darkness, and constant danger. Safe return was doubtful. The only thing they would have gotten out of it was honor and recognition. Other people would have thought them desperate or crazy. Yet it’s most likely the allure of being in a Shackleton expedition that made them go anyway. Such was the power that Shackleton wielded over them.
c. Ernest Shackleton provides a very good contrast vs. Rob Hall and Steve Fischer – group leaders of the 1996 Mt. Everest tragedy. While all 3 can be said to have both formal and personal power, Shackleton was able to harness his power effectively to rally the crew to survival. His crew had well-defined roles and responsibilities. They were a team with a common overriding goal – that of survival.
d. Shackleton put his people first. Yes, he was after fame & fortune but his sense of responsibility for his men was stronger. Shackleton knew that the expedition will be fraught with danger, but he also acknowledged that how the crew would behave could prove to be the most unpredictable element in the situation. His people-centered approach allowed him to know and acknowledged the abilities and personality of his crew. He was able to capitalize on these strengths (and mitigate weaknesses) as the crisis deepened.
By Reuben Q. Binasoy, SILVER Group, UB EMBA Intake 17
I.
Most Compelling Facts / Main Learning Points
a. The Imperial Trans-Antarctic Expedition started out on August 8, 1914. The last of the crew members were rescued on August 30, 1916. More than 2 years after they had set out – in the face of the many dangers they faced during the failed expedition –
Shackleton mustered together the courage, willpower, wit, & leadership and brought each and every member back home alive.
b. Shackleton assembled a group of men that were willing to go with him on a hazardous journey. They were paid little, there were long months of complete darkness, and constant danger. Safe return was doubtful. The only thing they would have gotten out of it was honor and recognition. Other people would have thought them desperate or crazy. Yet it’s most likely the allure of being in a Shackleton expedition that made them go anyway. Such was the power that Shackleton wielded over them.
c. Ernest Shackleton provides a very good contrast vs. Rob Hall and Steve Fischer – group leaders of the 1996 Mt. Everest tragedy. While all 3 can be said to have both formal and personal power, Shackleton was able to harness his power effectively to rally the crew to survival. His crew had well-defined roles and responsibilities. They were a team with a common overriding goal – that of survival.
d. Shackleton put his people first. Yes, he was after fame & fortune but his sense of responsibility for his men was stronger. Shackleton knew that the expedition will be fraught with danger, but he also acknowledged that how the crew would behave could prove to be the most unpredictable element in the situation. His people-centered approach allowed him to know and acknowledged the abilities and personality of his crew. He was able to capitalize on these strengths (and mitigate weaknesses) as the crisis deepened.