The Endurance
Case Analyses Questions
1. The Endurance expedition (by the way I thought a very appropriate name; much endurance was met by the entire group) in my opinion this expedition was a combination of a scientific endeavor, entrepreneurial venture as well as imperial opportunity. Shackleton’s crew included a geologist, physicist and biologist these men were the scientist he commissioned to study and record scientific findings. The Endurance expedition needed these scientific findings for the endorsement of the Royal Geographical Society so hence a scientific endeavor. As a condition to receive funds from the British government, Shackleton was required to raise more than (in today’s terms) $2.6 million. In order to raise that amount of money he had to commission entrepreneurs and of course entrepreneurs invest to make money. After the commission of a photographer, Shackleton sold shares of whatever photos that would be taken on the Antarctic expedition. These elements contribute to the idea of the expedition as an entrepreneurial venture. The imperial opportunity interest was instilled by the press who Shackleton had befriended and who promoted the expedition to “re-establish Great Britain’s prestige in Polar exploration.” Shackleton wanted to be the first to reach the South Pole. The contribution of funds by the British government reinforces the idea of the expedition being an imperial opportunity as the British government saw the “conquest” of the South Pole an opportunity to claim more land in the name of the King.
Criteria to be used for evaluation and Why:
There are really a couple of things that stand out in the evaluation of Shackleton’s Endurance expedition. He basically failed to assess all of the risk he and his crew would be posed with. Then there were his extraordinary leadership skills he exhibited when faced with a crisis.
Shackleton’s failure to assess the risk was over shadowed by his desire to prove he was not “weak” as he was projected to be in R Scott’s book Voyage of the Discovery.
After the race to the South Pole was reached by Amundsen, Shackleton had to look for another goal to feed his unrelenting ambition for greatness. The trans-Antarctic expedition was founded by Shackleton as a result.
As a leader, Shackleton was a master. He displayed all the qualities of a great leader. He led by example and insisted on equal treatment. He was optimistic when faced with adversity. He chose his crew carefully he looked for competence. Beyond competence, one quality he looked for was character. In addition to competence and character he looked for men who he felt possessed loyalty. These loyal men also had to be strong leaders. He thought of his men first and foremost. He placed his desire for greatness behind that of the lives of his men many times during their expedition. His men knew this of him and they had confidence in his skills as he led them through dangers unimaginable for the average person. Although stern in focus of his goal he was flexible in his handling of things beyond his control.
2. Shackleton liked to think of himself as an entrepreneur as he frequently saw opportunity, but lacked resources. The lack of money he needed to fund the Endurance expedition did not constrain him from taking on the opportunity. Shackleton was a leader and built a crew into a team which wanted what he wanted – if for no other reason than to please (“the boss”) Shackleton - and not to mention survive. Shackleton relentlessly pursued opportunities which served his purpose regardless of the resources he currently controlled. If he needed more resources, he begged, borrowed and negotiated to get them. He also demonstrated himself a great leader in his ability to organize, staff, fund, manage and lead the expedition.
3. Shackleton was a self-confident man who thought of himself as invincible, defeat was a reflection of inadequacy. Further, he operated very much from a “put his men first” perspective. He was a leader who did not hold his position over his men – he communed with them, got to know them and cared about them. This was apparent to his men and contributed greatly to their respect and admiration of him, thus strengthening his leadership position.
4. Entrepreneur who has name recognition such as Shackleton does help the agency prosper because of the connection people make to the famous person’s name. Of course it can also be a deterrent if the famous person does or says something that is deemed negatively. People tend to be drawn to a person who is charismatic. So charismatic leader can play a big part to success in a leader or entrepreneur. Undoubtedly, a charismatic well-known entrepreneur will have an easier time making things happen, as long as the perception is positive. A well-known, positively received entrepreneur with great charisma has the ability to engage and excite benefactors – and convince them to open their wallets.
5. Shackleton was audacious as most entrepreneurs are but I would classify him more as a visionary. Visionaries often possess similar qualities that of entrepreneurs; visionaries are rarely successful entrepreneurs as was with Shackleton. Shackleton as a leader was somewhat audacious but he was not reckless when it came to his team. Audacity as a leader is good as long as the leader understands when to use this trait and when to restrain it. Shackleton used audacity to fund his adventure but when it came to the safety of his men his audacity was put aside and his caring nature took over.
6. After Amundsen ended the race to the South Pole in 1911, Shackleton was still determined to redeem himself from the unflattering comments about him in Scott’s book the Voyage of the Discovery. Shackleton took no time coming up with yet another adventure and he felt the race to the South Pole should not end the discovery of the Antarctic. Shackleton felt his reputation as a strong explorer was at stake. This expedition was to be his redemption from the bad light cast on him by Scott’s accounts of the 1901-1902voyage to the South Pole which failed.
7. Shackleton’s timing could not have been worse for many reasons, not the least of which was the beginning of World War I which took government and public interest and funding away from his expedition. The odds were against this expedition at the time they sailed. When Shackleton reached Argentina he discovered a crew that was not ready to sail and he had to restructure the command. The sled dogs arrived without a trainer because of a contract dispute, so Shackleton decided to embark on the expedition without a dog trainer. One more obstacle was Shackleton’s credit problems and the need for remaining supplies. The last but possibly the most crucial timing element that Shackleton should have paid heed to was the ice-floes moving north and moving farther than ever before. This should have been a red flag to Shackleton to delay the trip.
8. Shackleton was convinced this expedition was indispensable to the nation. Winston Churchill’s endorsement reinforced this belief and likely put additional pressure on Shackleton to move forward and be successful. . The speed did matter. Had this expedition been postponed, the outcome could have been much easier on Shackleton and his crew. The ice-floes would have been further south and the time maneuvering through them would have been less and the Endurance may very well have made it through.
9. Shackleton was an effective leader, he meet obstacles most of us could never imagine. He and his crew survived against all odds. Shackleton’s perception of his men and their abilities, loyalty and wiliness made him effective. A large amount of Shackleton’s effectiveness can be attributed to his attitude towards his men. His deep commitment to their safety and well-being was apparent to them and elicited a deep respect for him. A loyal and supportive followership certainly contributes to effective leadership in what is very much a self-perpetuating situation.
10. Shackleton wanted fame not only for himself but for his wife. When he met and fell in love with Emily he stated to a fellow sailor he wanted “to make a name for myself and her”. I don’t think that statement ever left is vision. I don’t think fame matters when evaluating Shackleton. This man was a true explorer with enormous amount of courage and insight. While it is undeniable that he sought fame, the case presented depicts Shackleton as a leader whose motives were more internal. Shackleton initially sought to explore the Antarctic for reasons other than fame and struggled to keep himself and his men alive when things went badly because he felt a deep responsibility to those men; not because he wanted the recognition for doing so.
11. I believe timing was the biggest cause of the Endurance crisis. However, Shackleton’s stubbornness and dogged determination to succeed cannot be overlooked. Although Shackleton was aware of the timing issues, he staunchly refused to let anything get in the way of his expedition’s beginning. In many ways, these qualities contributed greatly to the crisis arising. However, without these qualities, it is absolutely certain the outcome would not have been as good.
12. Shackleton could change course in midstream because he focused on the present situation. He knew one plan could be a draft for a different plan. He planned for the possibilities. A good leader/entrepreneur recognizes the reality that things may not always go as planned and understands the need to maintain a dual focus – on the ultimate goal as well as on the present moment. An effective leader realizes that the “big picture” view may change, and the ultimate goal may change (i.e. rather than striving to complete the initial goal of the transcontinental journey through the South Pole, the goal became survival for him and his men). Having said that, the ability to change course midstream successfully ultimately depends on the leadership ability of the individual in charge. From this perspective, Shackleton’s effective leadership allowed him to recognize the need to change course and permitted him to successfully do so. Had he not changed course, the expedition would likely have been lost and we would not be studying his leadership skills.
13. Shackleton was a great leader I think. He had compassion but he was stern when need be. He got to know the crew, understood their personalities and motivations and applied that knowledge in such a way as to be an excellent leader. I don’t think he managed the crew he actually lead them to safety. His management skills are more obvious when one considers the resource and process management required to survive the length of time they survived. He was able to manage the rations in such a way that (most of the time) they all had hot food or warm milk to help sustain them through the bitter conditions. Shackleton managed the processes in such a way that they always managed to figure out an alternative solution. I believe Shackleton managed the expedition, but led the crew.
14. Shackleton strengths were his ability to communicate, team building skills, conflict resolution, flexible and lead by example. The one weakness I found in his leadership ability was I feel he didn’t prepare as well as he should have and didn’t heed warnings to call off the expedition because of the ice-floes.
15. Ernest Shackleton beat the odds and people are always interested when all odds are against something or someone and they beat those odds. Since the 1990’s businesses want the best leaders to head up their businesses. Shackleton was a great and proven leader and I am sure any company today would love to have him lead their company. The 1990s began a time where organizations began to focus on the value of leadership as well as management – and the differences between the two. Studying Ernest Shackleton and the Endurance expedition clearly shows that leading and managing are not the same. Further, he provides an excellent case study of effective leadership.
16. I learned an optimistic outlook, a determined spirit along with a loyal team you can do just about anything you can envision. Shackleton was probably the greatest leader of all time.
1. The Endurance expedition (by the way I thought a very appropriate name; much endurance was met by the entire group) in my opinion this expedition was a combination of a scientific endeavor, entrepreneurial venture as well as imperial opportunity. Shackleton’s crew included a geologist, physicist and biologist these men were the scientist he commissioned to study and record scientific findings. The Endurance expedition needed these scientific findings for the endorsement of the Royal Geographical Society so hence a scientific endeavor. As a condition to receive funds from the British government, Shackleton was required to raise more than (in today’s terms) $2.6 million. In order to raise that amount of money he had to commission entrepreneurs and of course entrepreneurs invest to make money. After the commission of a photographer, Shackleton sold shares of whatever photos that would be taken on the Antarctic expedition. These elements contribute to the idea of the expedition as an entrepreneurial venture. The imperial opportunity interest was instilled by the press who Shackleton had befriended and who promoted the expedition to “re-establish Great Britain’s prestige in Polar exploration.” Shackleton wanted to be the first to reach the South Pole. The contribution of funds by the British government reinforces the idea of the expedition being an imperial opportunity as the British government saw the “conquest” of the South Pole an opportunity to claim more land in the name of the King.
Criteria to be used for evaluation and Why:
There are really a couple of things that stand out in the evaluation of Shackleton’s Endurance expedition. He basically failed to assess all of the risk he and his crew would be posed with. Then there were his extraordinary leadership skills he exhibited when faced with a crisis.
Shackleton’s failure to assess the risk was over shadowed by his desire to prove he was not “weak” as he was projected to be in R Scott’s book Voyage of the Discovery.
After the race to the South Pole was reached by Amundsen, Shackleton had to look for another goal to feed his unrelenting ambition for greatness. The trans-Antarctic expedition was founded by Shackleton as a result.
As a leader, Shackleton was a master. He displayed all the qualities of a great leader. He led by example and insisted on equal treatment. He was optimistic when faced with adversity. He chose his crew carefully he looked for competence. Beyond competence, one quality he looked for was character. In addition to competence and character he looked for men who he felt possessed loyalty. These loyal men also had to be strong leaders. He thought of his men first and foremost. He placed his desire for greatness behind that of the lives of his men many times during their expedition. His men knew this of him and they had confidence in his skills as he led them through dangers unimaginable for the average person. Although stern in focus of his goal he was flexible in his handling of things beyond his control.
2. Shackleton liked to think of himself as an entrepreneur as he frequently saw opportunity, but lacked resources. The lack of money he needed to fund the Endurance expedition did not constrain him from taking on the opportunity. Shackleton was a leader and built a crew into a team which wanted what he wanted – if for no other reason than to please (“the boss”) Shackleton - and not to mention survive. Shackleton relentlessly pursued opportunities which served his purpose regardless of the resources he currently controlled. If he needed more resources, he begged, borrowed and negotiated to get them. He also demonstrated himself a great leader in his ability to organize, staff, fund, manage and lead the expedition.
3. Shackleton was a self-confident man who thought of himself as invincible, defeat was a reflection of inadequacy. Further, he operated very much from a “put his men first” perspective. He was a leader who did not hold his position over his men – he communed with them, got to know them and cared about them. This was apparent to his men and contributed greatly to their respect and admiration of him, thus strengthening his leadership position.
4. Entrepreneur who has name recognition such as Shackleton does help the agency prosper because of the connection people make to the famous person’s name. Of course it can also be a deterrent if the famous person does or says something that is deemed negatively. People tend to be drawn to a person who is charismatic. So charismatic leader can play a big part to success in a leader or entrepreneur. Undoubtedly, a charismatic well-known entrepreneur will have an easier time making things happen, as long as the perception is positive. A well-known, positively received entrepreneur with great charisma has the ability to engage and excite benefactors – and convince them to open their wallets.
5. Shackleton was audacious as most entrepreneurs are but I would classify him more as a visionary. Visionaries often possess similar qualities that of entrepreneurs; visionaries are rarely successful entrepreneurs as was with Shackleton. Shackleton as a leader was somewhat audacious but he was not reckless when it came to his team. Audacity as a leader is good as long as the leader understands when to use this trait and when to restrain it. Shackleton used audacity to fund his adventure but when it came to the safety of his men his audacity was put aside and his caring nature took over.
6. After Amundsen ended the race to the South Pole in 1911, Shackleton was still determined to redeem himself from the unflattering comments about him in Scott’s book the Voyage of the Discovery. Shackleton took no time coming up with yet another adventure and he felt the race to the South Pole should not end the discovery of the Antarctic. Shackleton felt his reputation as a strong explorer was at stake. This expedition was to be his redemption from the bad light cast on him by Scott’s accounts of the 1901-1902voyage to the South Pole which failed.
7. Shackleton’s timing could not have been worse for many reasons, not the least of which was the beginning of World War I which took government and public interest and funding away from his expedition. The odds were against this expedition at the time they sailed. When Shackleton reached Argentina he discovered a crew that was not ready to sail and he had to restructure the command. The sled dogs arrived without a trainer because of a contract dispute, so Shackleton decided to embark on the expedition without a dog trainer. One more obstacle was Shackleton’s credit problems and the need for remaining supplies. The last but possibly the most crucial timing element that Shackleton should have paid heed to was the ice-floes moving north and moving farther than ever before. This should have been a red flag to Shackleton to delay the trip.
8. Shackleton was convinced this expedition was indispensable to the nation. Winston Churchill’s endorsement reinforced this belief and likely put additional pressure on Shackleton to move forward and be successful. . The speed did matter. Had this expedition been postponed, the outcome could have been much easier on Shackleton and his crew. The ice-floes would have been further south and the time maneuvering through them would have been less and the Endurance may very well have made it through.
9. Shackleton was an effective leader, he meet obstacles most of us could never imagine. He and his crew survived against all odds. Shackleton’s perception of his men and their abilities, loyalty and wiliness made him effective. A large amount of Shackleton’s effectiveness can be attributed to his attitude towards his men. His deep commitment to their safety and well-being was apparent to them and elicited a deep respect for him. A loyal and supportive followership certainly contributes to effective leadership in what is very much a self-perpetuating situation.
10. Shackleton wanted fame not only for himself but for his wife. When he met and fell in love with Emily he stated to a fellow sailor he wanted “to make a name for myself and her”. I don’t think that statement ever left is vision. I don’t think fame matters when evaluating Shackleton. This man was a true explorer with enormous amount of courage and insight. While it is undeniable that he sought fame, the case presented depicts Shackleton as a leader whose motives were more internal. Shackleton initially sought to explore the Antarctic for reasons other than fame and struggled to keep himself and his men alive when things went badly because he felt a deep responsibility to those men; not because he wanted the recognition for doing so.
11. I believe timing was the biggest cause of the Endurance crisis. However, Shackleton’s stubbornness and dogged determination to succeed cannot be overlooked. Although Shackleton was aware of the timing issues, he staunchly refused to let anything get in the way of his expedition’s beginning. In many ways, these qualities contributed greatly to the crisis arising. However, without these qualities, it is absolutely certain the outcome would not have been as good.
12. Shackleton could change course in midstream because he focused on the present situation. He knew one plan could be a draft for a different plan. He planned for the possibilities. A good leader/entrepreneur recognizes the reality that things may not always go as planned and understands the need to maintain a dual focus – on the ultimate goal as well as on the present moment. An effective leader realizes that the “big picture” view may change, and the ultimate goal may change (i.e. rather than striving to complete the initial goal of the transcontinental journey through the South Pole, the goal became survival for him and his men). Having said that, the ability to change course midstream successfully ultimately depends on the leadership ability of the individual in charge. From this perspective, Shackleton’s effective leadership allowed him to recognize the need to change course and permitted him to successfully do so. Had he not changed course, the expedition would likely have been lost and we would not be studying his leadership skills.
13. Shackleton was a great leader I think. He had compassion but he was stern when need be. He got to know the crew, understood their personalities and motivations and applied that knowledge in such a way as to be an excellent leader. I don’t think he managed the crew he actually lead them to safety. His management skills are more obvious when one considers the resource and process management required to survive the length of time they survived. He was able to manage the rations in such a way that (most of the time) they all had hot food or warm milk to help sustain them through the bitter conditions. Shackleton managed the processes in such a way that they always managed to figure out an alternative solution. I believe Shackleton managed the expedition, but led the crew.
14. Shackleton strengths were his ability to communicate, team building skills, conflict resolution, flexible and lead by example. The one weakness I found in his leadership ability was I feel he didn’t prepare as well as he should have and didn’t heed warnings to call off the expedition because of the ice-floes.
15. Ernest Shackleton beat the odds and people are always interested when all odds are against something or someone and they beat those odds. Since the 1990’s businesses want the best leaders to head up their businesses. Shackleton was a great and proven leader and I am sure any company today would love to have him lead their company. The 1990s began a time where organizations began to focus on the value of leadership as well as management – and the differences between the two. Studying Ernest Shackleton and the Endurance expedition clearly shows that leading and managing are not the same. Further, he provides an excellent case study of effective leadership.
16. I learned an optimistic outlook, a determined spirit along with a loyal team you can do just about anything you can envision. Shackleton was probably the greatest leader of all time.