Stranded in the frozen Antarctic sea for nearly two years, Sir Ernest Shackleton and his team of 27 polar explorers endured extreme temperatures, hazardous ice, dwindling food, and complete isolation. Despite these seemingly insurmountable obstacles, the group remained cohesive, congenial, and mercifully alive—a fact that speaks not just to luck but to an unparalleled feat of leadership.
Drawing on this amazing story, Leading at The Edge demonstrates the importance of a strong leader in times of adversity, uncertainty, and change. The book reveals 10 timeless leadership lessons that show readers how to:
• Instill optimism while staying grounded in reality
• Have the courage to step up to risks worth taking
• Consistently reinforce the team message
• Set a personal example
• Find something to celebrate and something to laugh about
• Never give up
Part adventure tale, part leadership guide, the second edition features additional lessons, new case studies of the strategies in action, tools to uncover and resolve conflicts, and expanded resources. An updated epilogue compares the leadership styles of the famous polar explorers Shackleton, Amundsen, and Scott.
Today’s leaders have much to learn from this gripping account of survival against all odds. Leading at The Edge will help them bring order to chaos—and achieve success in the face of adversity.
DENNIS N.T. PERKINS, PH.D. is the chief executive officer of The Syncretics Group, a consulting firm dedicated to effective leadership in demanding environments. He has taken his passion for The Edge to Antarctica, where he retraced Shackleton's journey. MARGARET P. HOLTMAN and JILLIAN B. MURPHY are consultants specializing in leadership, coaching and team development.
|Table of Contents|
Acknowledgments for the Second Edition
Acknowledgments for the First Edition
The Shackleton Saga
Part One: Ten Strategies for Leading at The Edge
Chapter 1: Vision and Quick Victories
Strategy 1: Never lose sight of the ultimate goal, and focus energy on short-term objectives.
Chapter 2: Symbolism and Personal Example
Strategy 2: Set a personal example with visible, memorable symbols and behaviors.
Chapter 3: Optimism and Reality
Strategy 3: Instill optimism and self-confidence, but stay grounded in reality.
Chapter 4: Stamina
Strategy 4:Take care of yourself: Maintain your stamina and let go of guilt.
Chapter 5: TheTeam Message
Strategy 5: Reinforce the team message constantly: “We are one—we live or die together.”
Chapter 6: Core Team Values
Strategy 6:Minimize status differences and insist on courtesy and mutual respect.
Chapter 7: Conflict
Strategy 7:Master conflict—deal with anger in small doses, engage dissidents, and avoid needless power struggles.
Chapter 8: Lighten Up!
Strategy 8: Find something to celebrate and something to laugh about.
Chapter 9 Risk
Strategy 9: Be willing to take the Big Risk.
Chapter 10: Tenacious Creativity
Strategy 10: Never give up—there’s always another move.
Part Two: Continuing Your Expedition
Chapter 11: Learning to Lead at The Edge
Chapter 12: Epilogue: What Makes an Exceptional Leader?
Part Three: Tools for Leading at The Edge
Critical Leadership Skills Survey
Your Leadership Expedition: A Personal Development Plan
Your Leadership Expedition Map
Identifying Hidden Conflicts: Conducting a Moose Round-Up
Resolving Conflicts: Lessons from the Martial Arts
Further Readings from The Edge
Acknowledgments for Previously Published Materials
Opening pages of Into the Storm