Of Rogue Waves and Leadership XX

December 14th, 2011  |  Published in Articles

Of Rogue Waves and Leadership by Jodi Guerra

Worsley also wrote:

“Looking back on this great boat journey, it seems certain that some of our men would have succumbed to the protracted strain but for Shackleton. So great was his care for his people that, to rough men, it seemed at times…even to the verge of fussiness. If a man shivered more than usual, he would plunge his hand into the heat of the spare clothes bag for the last sodden pair of socks for him.”

(Perkins, 59)

Even though Vincent and McNeish were strained, Crean and McCarthy proved invaluable. Crean and Shackleton had a special friendship:

“Tom Crean had been so long and done so much with Sir E that he had become a privileged retainer. As they turned in, a kind of wordless rumbling, muttering, growling noise could be heard issuing from the dark & gloomy lair in the bows sometimes directed at one another, sometimes at things in general, & sometimes at nothing at all. At times they were so full of quaint conceits & Crean’s remarks were so Irish that I ran risk of explosion by suppressed laughter. ‘Go to sleep Crean & don’t be clucking likean old hen.’ ‘ Boss, I can’t eat those reindeer hairs.  I’ll have an inside on me like a billy goats neck.  Let’s give ‘em to the Skipper & McCarthy. They never know what they’re eating’ & so on.”

(Alexander, 148)

McCarthy was, like Shackleton, just an out-and-out optimist:

“He is the most irrepressible optimist I’ve ever met. When I relieve him at the helm, boat iced and seas pourg:  down yr neck,  he informs me with a happy grin  ‘It’s a grandday, sir.’”  Written by Worlsey.

(Alexander, 148)

And so, even in the midst of all this danger and constant soaking, wetness and ice, they could laugh and get along.

Worsley, with all of the bad weather, and the damage done to his charts by the constant soaking, had only been able to calculate their position four times. The situation was growing dire. If Worsley had miscalculated, and they missed South Georgia, the ocean eastward is a complete void for 3,000 miles until you reach South Africa. And so, they couldn’t afford a mistake.

Then one day, a piece of kelp rolled by and then a cormorant flew over. These birds rarely fly further than fifteen miles from land. Finally, McCarthy shouted, “Land!” It was a little over ten miles away.

The men desperately needed to land. They had been without water for two days. They indeed tried to land, but couldn’t find a place to do so that was safe. They knew that after this night they would be on land. What a relief this must have been. But, true to the pattern, a storm blew them away from the coast. They were almost wrecked and killed, but somehow they were spared. The danger was so grave that, in fact, both Worsley and Shackleton have recorded their resignation and disappointment. They had made such a phenomenally extraordinary journey, and no one would ever know it.  The storm was actually a hurricane that suddenly blew up. This same storm caused a 500-ton steamer to founder. I told you God was saving this man!

Finally, finally, they got to a cove and made landfall on South Georgia.  And so providentially, right where they landed was a water source: a stream. It was May 10, 1916, 522 days after they had first left South Georgia.

 

Alexander explains the significance of their voyage:

“Undoubtedly they were conscious of having achieved a great journey…But at the moment they could hardly have known – or cared – that in the carefully weighed judgment of authorities yet to come, the voyage of the James Caird would be ranked as one of the greatest boat journeys ever accomplished.”

(Alexander, 153)


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The Emerging Society of Servant Leadership

May 5th, 2011  |  Published in Articles

“A fresh critical look is being taken at the issues of power and authority, and people are beginning to learn, however haltingly, to relate to one another in less coercive and more creatively supporting ways. A new moral principle is emerging, which holds that the only authority deserving of one’s allegiance is that which is freely and knowingly granted by the led to the leader in response to, and in proportion to, the clearly evident servant stature of the leader. Those who choose to follow this principle will not casually accept the authority of existing institutions. Rather, they will freely respond only to individuals who are chosen as leaders because they are proven and trusted as servants. To the extent that this principle prevails in the future, the only truly viable institutions will be those that are predominantly servant led.”

These profound words by Robert Greenleaf are coming true in the globally emerging “Society of Servant Leadership.” It is happening on college campuses. It is happening in companies and in nonprofit organizations. It is happening in customer service, supply chain projects, and performance transformation initiatives. It is happening in the sales and marketing world. It is happening in healthcare. It is happening in business schools and local communities and it is happening literally around the world.

The Servant Leadership Revolution is on. And you and me – we are fellow revolutionaries in the movement – united in pursuit of higher purpose, operations excellence, and a culture of everybody-win – the new standard of practice. Today there are approximately 250 significant organizations applying these principles and reaping the rich harvest of servant leadership – in three years will there be 2500?

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Creating and Sustaining Superperformance I

November 17th, 2009  |  Published in Articles

(From Creating and Sustaining Superperfomance by Barbara Brown, Examiner.com)

Trouble Right Here

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