Mad, Possible, or Hopeless: What can we learn from Ernest Shackleton?

Famed, 20th-century explorer, Ernest Shackleton led multiple expeditions in search of the South Pole. Lauded for his effective leadership and knighted for his discoveries, Shackleton was a known visionary. But he wasn't always successful. On his first expedition, which, as Third Officer, he called "a combination of success and failure," he discovered how unforgiving the Antarctic could be. Shackleton realized that to conquer the frozen frontier, he would need the right team, with the right temperament.

After the mixed success of his last foray into the Antarctic Circle, Shackleton sought investors to back his own expedition, one where he could choose the officers and crew. Shackleton knew to establish a productive culture, he had to find men who fit his vision. So what can we learn from Shackleton's journies across the globe?

Photo Credit of Smithsonian Magazine

Ask the right interview questions:

Shackleton was personally involved in the hiring of every member of his crew. Interviews went further than work history or skills and delved deeply into character. Shackleton understood the stress that the physical conditions of these journies had on men and probed applicants about their relationships, habits, and personality. He wanted to get to know the men before he hired them and measure their ability to work on a team. Character and temperament were more important than ability. While a man's intelligence and skills were acknowledged, they influenced a hiring decision less than an applicant's enthusiasm, values, and perspective on life.

Don't sugarcoat or misrepresent the mission:

When hiring, Shackleton never hid the obstacles or difficulties that the journey would bring. In his famous classified ad, he mentions the "constant danger" and "bitter cold." Shackleton sought to hire bold, risk-takers with a sense of exploration and crafted a hiring message and job description that would attract the right kind of men. Shackleton also clearly outlined the roles and responsibilities of each member of the party to give them a strong sense of purpose and importance to the mission.

Recruit experienced people to help you lead:

Shackleton also understood that he couldn't do it all on his own. He hired managers with superior education and expertise to execute duties that he couldn't and relied on them as advisors. For his officers, Shackleton looked for men that were tough, clever and passionate about the journey, but also looked for men whose skills complemented his own. Shackleton wasn't a scientist, so he hired meteorologists, geologists, and doctors for their input on weather and travel decisions.

Establish a culture of mutual trust, respect, and loyalty:

From his first expedition, Shackleton was popular among his crew. He touted the importance of levity and positivity during turbulent times. Shackleton didn't expect his men to trust him immediately, he made an effort to get to know them and their motivations. Learning what drove his men to pursue adventure, Shackleton showed that he cared about them and their success. Shackleton wrote that “loyalty, cheerfulness, strength, and experience are key qualities for your leadership team” and that “loyalty comes easier to a cheerful person than to one who carries a heavy countenance.” Despite the difficult conditions, the party remained focused and in high spirits due to Shackleton's ability to communicate with each crewmate.

Shackleton valued his personnel and built a culture that kept them productive, efficient, happy, and alive. From Shackleton's example, we can learn the importance of picking the right people, with the right temperament, to fit the culture you want to establish.

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