Of Rogue Waves and Leadership VII

May 26th, 2011  |  Published in Articles

Of Rogue Waves and Leadership  - by Jodi Guerra
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The Endurance sailed into South Georgia on November 5, 1914. Now, South Georgia is a tiny little island that basically had two little whaling stations… and that is it. It was a rough environment populated by rough people. But these rough people knew better than anyone else how to navigate the polar seas. Shackleton learned from these veterans that the ice was especially bad this year. The pack ice was found much farther north this year than it had been in previous years. Most of the whalers discouraged him from going forward at the time and to wait for warmer weather. After consulting numerous times with the whaling station manager and waiting for a month for the supply ship, Shackleton and his men set out on December 5. The time during South Georgia had been one of bonding among the men as they got more used to each other and the routine established upon the ship.
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And so they have left and journey toward Vahsel Bay, the destination that Shackleton has determined will be his best bet for making landfall. There wasn’t a glorious send off like you’d experience on a cruise ship! Here’s what it was like:
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“The ship herself presented an appalling sight. Sixty-nine quarrelsome huskies were tied forward; several tons of coal were heaped on the deck midships; and up in the rigging hung a ton of whale meat for use as dog food. It dripped blood constantly, spattering the deck and keeping the dogs in a near frenzy of anticipation hoping a piece would fall.” (Lansing, 25)
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And so they attempt to reach land. At first it was exciting dodging these ice floes, but it began to be more and more difficult to navigate the ship through. Their goal was to reach land by the end of the month, but by December 24, they had not yet crossed the Antarctic Circle.
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But they trudged on. It was light all of the time now in the Antarctic, and winter would be approaching soon. The ice opened up a bit, and they hurried onward. And yet, they came very close, only 80 miles from Vahsel Bay and land. A northeasterly gale was blowing – sweeping the boat against the ice.
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Eventually the ship became stuck in the ice as the temperature dropped thus cementing everything together. On January 18, 1915, they were stuck, as Orde-Lees commented, “frozen like an almond in the middle of a chocolate bar.” This wasn’t a ceremonial event in that the realization gradually dawned on them. There were continuing efforts to free the ship. There were openings on the ice and the crew got out various implements (chisels, crowbars) to hack a path through the ice, but it was to no avail. Finally, Shackleton, a full month later, called off the ship’s routine, giving the signal that the Endurance would be wintering in the Antarctic.
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No one was particularly happy about it – least of all Shackleton. But true to form, he never let on his personal disappointment. For him, this was a doomsday call for his expedition. It would be exceedingly difficult to supply the land expedition after wintering on board. Dr. Macklin wrote:
“’It was more than tantalizing, it was maddening, ‘Shackleton at this time showed one of his sparks of real greatness. He did not rage at all, or show outwardly the slightest sign of disappointment; he told us simply and calmly that we must winter in the Pack, explained its dangers and possibilities; never lost his optimism, and prepared for Winter.’” (Alexander, 44)
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Now, please try to picture this. You are going to be in the middle of an Antarctic winter – it’s not going to be above too much above zero until maybe April when the ice starts to melt. It won’t really melt well into October! You have to stay inside a boat in cramped quarters with the same people day in and day out. And in May, the sun is going to go away for the next four months. And did I mention how cold you were going to be? And wet? Sir Edmund Hillary once said:
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“Danger is one thing, but danger plus extreme discomfort for long periods is quite another. Most people can put up with a big of danger – it adds something to the challenge – but no one likes discomfort.”
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Astonishingly, the mood of the men was bordering on  . . . jovial!
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“’We all manage to live very happily here on board in spite of conflicting interests and the fact that most members are what one might term rather definite personalities and of somewhat different stations in life,’ wrote Orde-Lees, ever mindful of class distinctions. Yet, he continues,’ There is no real need to have quarrels of any kind with one’s comrades. Amongst gentlemen quarrels should be and can be avoided and there is no reason therefore why that should not be the case down here.’ This was a particularly generous statement, written as it was only a short time after Hussey and Hurley had emptied a handful of lentils into his open mouth while he slept, to stop his snoring.” (Alexander, 54)
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“’On these fields we spent many a happy hour,’ Macklin said. ‘All hands used to turn out and showed the greatest keenness; we were all in the pink of condition; the keen air gave an additional fillip, and the amount of energy expended was prodigious.’”
(Morrell, 111)
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“The Billabong [cabin] has an atmosphere poetic. Macklin in his bunk is writing poetical verses, and I am doing the same. McIlroy is arranging a décolleté dancing rig, whilst Uncle Hussey is being beset by applicants to rehearse accompaniments on his banjo.” Written by Frank Hurley, the photographer (Morrell, 5)
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Well, that’s not what I had imagined it would be like. But that is what it was like. These guys had a party! Shackleton had the carpenter do some handiwork and moved everyone into new quarters, called affectionately, “The Ritz.” The dogs moved out onto the ice into kennels called “dogloos.” There were now only about 50 dogs many having died from worms. Mrs. Chippy stayed on board. Shackleton for his part stayed where he was, even though it was the coldest part of the ship. Can you believe they had a good time? Shackleton made sure there was enough work to do. The men had to take care of the dogs by running and exercising them. And did they have fun? They held the “Antarctic Dog Derby.”  The scientists got to work with their experiments. Blackboro did some schoolwork under Shackleton’s tutelage. There were football games, reading and hockey games. They all shaved their heads one day – indicating that this particular lunacy did not originate with the NCAA Final Four! And there were performances – skits, songs, you name it. And it was required that everyone participate. You weren’t allowed to slip into a funk. “It was a rule to hold a concert on Saturday nights and this rule was very seldom broken,’ said Wild.” (Morrell, 96)
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Shackleton participated and even won the prize one night for his singing. There were those who maynot have wanted to participate – especially at first. Orde-Lees was one of those: “’I hate them,’ he complained. ‘One is made to sing and I really sing rottenly. Then one is stunk out with tobacco smoke let alone alcoholic fumes. I suppose it’s all right for those who smoke and appreciate the liquor but for those who don’t it is a nauseating penance. There is no doubt though that teetotalism and conviviality are somewhat incompatible and it is probably this that has mitigated more than any other factor against the abstainee’s propaganda.’ “By the end of the Endurance ordeal a year and a half later, however, Orde-Lees would be so caught up in one celebration that he would call it one of the happiest days of his life, despite the fact that the men had fallen into desperate straits.”
(Morrell 97)
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Of Rogue Waves and Leadership VI

May 24th, 2011  |  Published in Articles

Of Rogue Waves and Leadership  - by Jodi Guerra000

Shackleton did not run his ship in the traditional “Navy” way. The men’s quarters were not segregated by class distinctions. And neither was the work. Everyone pitched in no matter what the chore. Thomas Orde-Lees was a career Marine, and this definitely put him out of his element. His diaries are very chatty – he gives us the whole scoop. His entries are peppered with comments on the things he has to do:

“So I find we have got to work! The crew of the ship is insufficient for her needs as a sailing ship & so whenever she is under sail & a sail requires altering in any way we – the scientists, six of us – have to pull on the ropes. Rope pulling makes the hands sore & the ropes are exceedingly dirty & tarry but it is good exercise.”  (Alexander, 16)

“I simply hate scrubbing. I am able to put aside pride of caste in most things but I must say that I think scrubbing floors is not fair work for people who have been brought up in refinement.” (Alexander, 17)

Regardless of how Orde-Lees felt, the democratic tone of the ship was palpable. Everyone noticed who was doing what work.

“When Shackleton took over control of the ship, the ship officers had to climb down a peg or two, and did not take kindly to the new scheme of things,” Dr. Macklin said.” (Morrell, 89)

“You’d see them on their hands and knees scrubbing,” Seaman Walter How explained. “Mr. Clark and Dr. Macklin, they’d all take their turn.” No one complained, he said, and “if they did it was no good. There was one man [who was] boss and what he said went.” (Morrell, 90)

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Shackleton ran an efficient ship. Things were done on a schedule. Men were cross-trained as we’d say now. Scientists did the work of sailors and vice versa. Shackleton referred to these groups as the Abs and the BAs – able-bodied seaman and bachelor of arts! Dr. Macklin even guided the boat into Buenos Aires:

“Dr. Macklin describes pulling into Buenos Aires where they were guided into port by a local tug: ‘I was at the wheel when we entered, and the pilot was intensely amused that a doctor should be doing such work, saying that the Argentine doctors all get seasick the moment they set foot aboard ship. When we finally reached our berth he showed me off to all the bystanders as a great curiosity.” (Morrell, 91)

The doctors also scrubbed floors, got food stores, and other tasks.The seamen for their part had to help with the scientific stuff as well, such as taking readings, helping set up experiments, etc. Shackleton rotated membership in groups to foster camaraderie. As the men mixed together more, bonds grew and the men helped each other without being told to do so.

And Shackleton was the role model of this himself.  He took turns along with everyone else doing mundane tasks.  No job was beneath him. This made every job important and worthy of respect. Orde- Lees said of his cleaning ability:

“He had cleaned up the wardroom far better than the majority of night watchmen.” (Morrell, 94)

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Of Rogue Waves and Leadership V

May 23rd, 2011  |  Published in Articles

Of Rogue Waves and Leadership – by Jodi Guerra
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How do you conduct interviews? Probably not like Shackleton. His never lasted more than five minutes.   It’s as if he were going on pure intuition and was really looking at character. In fact, he said: “I have to balance my types, too, and their science or seamanship weighs little against the kind of chaps they were.  Here’s how he hired the physicist:
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“And Reginald James was signed on as physicist after Shackleton inquired about the state of his teeth, whether he suffered from varicose veins, if he was good-tempered – and if he could sing. At this last question, James looked puzzled. ‘Oh, I don’t mean any Caruso stuff,’ Shackleton reassured him, ‘but I suppose you can shout a bit with the boys?’”
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He hired one of the surgeons, Dr. Alexander Macklin because he liked Macklin’s reply to his question regarding why he wore glasses. “Many a wise face would look foolish without spectacles.” One man he hired just because he thought he looked funny! Shackleton was correct; he turned out to be a very funny man. His humor and banjo playing proved so necessary during the long arctic winter.
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And so, Shackleton had his ship and his crew. Worsley set sail from England to Buenos Aires. Shackleton and Wild were to catch up with them there after finalizing the financial considerations. When Shackleton boarded in South America, however, he found discipline very lacking. Worsley’s temperament was such that his role of commander was never very strong. He just could not keep them in line. That all changed once Shackleton arrived.
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In Buenos Aires some new additions came on. Sixty-nine sled dogs were kenneled on the main deck. So the only thing missing from all of this chaos would be a cat – Mrs. Chippy – who actually was a Mr. Chippy – belonging to the ship’s carpenter Chip McNeish. This creature loved to run along the top of the dog kennels driving the dogs crazy. Can you just picture it? Doesn’t it sound like a circus?
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Of Rogue Waves and Leadership IV

May 22nd, 2011  |  Published in Articles

Of Rogue Waves and Leadership IV – by Jodi Guerrao
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Shackleton  conceived of and brought about the Imperial Trans-Antarctic Expedition. That sounds very majestic and regal, don’t you think? Everyone generally agrees Shackleton had a gift for showmanship and promotion. Here’s what he said about it in his prospectus:
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“From the sentimental point of view, it is the last great Polar journey that can be made.
It will be a greater journey than the journey to the Pole and back, and I feel it is up to
the British nation to accomplish this, for we have been beaten at the conquest of the
North Pole and beaten at the conquest of the South Pole. There now remains the largest
and most striking of all journeys – the crossing of the Continent.” (Alexander, p.9)
And so he needed a ship and a crew. For the ship he purchased a brand new ship from a Norwegian shipyard. It was orginally named the Polaris, but Shakleton renamed it the Endurance (this will prove prescient later) after the Shackleton family motto, “Fortudinae Vincimus” (“Through Endurance We Conquer“)  This ship  was specifically designed for Polar seas. She was certainly no ordinary ship; she was one of a kind. Close your eyes and imagine this ship as Alfred Lansing described her:
“In appearance, the Endurance was beautiful by any standard. She was a barkentine – three masts, of which the forward one was square-rigged, while the after two carried fore-and-aft sails, like a schooner. She was powered by coal-fired, 350-hp steam engine, capable of driving her at speeds of up to 10.2 knots. She measured 144 feet over-all, with a 25-foot beam, which was not overbig, but big enough. And though her sleek black hull looked from the outside like that of any other vessel of a comparable size, it was not.
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“Her keel members were four pieces of solid oak, one above the other, adding up to a total thickness of 7 feet, 1inch. Her sides were made from oak and Norwegian mountain fir, and they varied in thickness from about 18 inches to more than 2 ½ feet. Outside this planking, to keep her from being chafed by the ice, there was a sheathing from stem to stern of greenheart, a wood so heavy it weighs more than solid iron and so tough that it cannot be worked with ordinary tools. Her frames were not only doublethick, ranging from 9 ¼ to 11 inches, but they were double in number, compared with a conventional vessel.
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“Her bow, where she would meet the ice head on, had received special attention. Each of the timbers there had been fashioned from a single oak tree especially selected so that its natural growth followed the curve of her design. When assembled, these pieces had a total thickness of 4 feet, 4 inches.” (Lansing, 17-18)
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It was a spectacularly effective, gorgeous vessel, designed for superperformance. An extraordinary ship like the Endurance needed an extraordinary crew. Shackleton’s first hire was Frank Wild, his Antarctic buddy, from the biscuit story, as second-in-command. As captain he hired Frank Worsley, an experienced seaman and as it would turn out, a phenomenal navigator. There were a few other veterans as well: Tom Crean, second officer, Alfred Cheatham, third officer, Thomas McLeod, able seaman and George Marston, artist. Now, you may wonder, an artist? Don’t forget this was a scientific expedition, needing and employing scientists, photographers, doctors and seamen all together.
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So, “the boss” had his veteran core. But what about the rest of the crew? He did probably what we would do when we need to hire someone. He put an ad in the paper. Here is how it looked:
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He got over 5000 responses.
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Even three women applied. It was Wild’s job to sort through them. He had three categories: (1) Mad, (2) Hopeless, and (3) Possible.
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Shackleton looked through the Possibles, granted the most unusual of interviews, and then made a decision.
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Of Rogue Waves and Leadership III

May 20th, 2011  |  Published in Articles

Of Rogue Waves and Leadership – by Jodi Guerra
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Shackleton’s next excursion, at age 33, was his first command of a Polar expedition. He was selected to command the Nimrod, whose goals were to find both the magnetic and geographic South Pole, while exploring the ecosystem and biology of the region. This was an exciting journey. This time he took Manchurian ponies to pull the sledges. Well, it didn’t work. But the ponies were useful as food, and this did keep the men from starving or suffering from scurvy. Shackleton and three companions left the larger expedition in an attempt to reach the South Pole. They nearly made it. In fact, they came within 100 miles of — besting Scott’s record by nearly 360 miles! But Shackleton, ever the pragmatist, took stock of the situation and his supplies. They were too low.
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If they pressed forward and then returned, they wouldn’t make it. So they turned back. In fact, with one of the men very ill, they had to dump essentially all the provisions and just walk for 36 hours straight to get back to the base camp. But, they did make it. Shackleton always put survival first. On this 36 hour, exhaustive trek back, he won over a convert. Frank Wild was one of the men Shackleton had chosen to accompany him on this venture. Listen to this:
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During the march back from 88 degrees south, one of Shackleton’s three companions, Frank Wild, who had not begun the expedition as a great admirer of Shackleton, recorded in his diary an incident that changed his mind forever. Following an inadequate meal of pemmican and pony meat on the night of January 31, 1909, Shackleton had privately forced upon Wild one of his own biscuits from the four that he, like the others, was rationed daily. “I do not suppose that anyone else in the world can thoroughly realize how much generosity and sympathy was shown by this,” Wild wrote, underlining his words. “I DO and by GOD I shall never forget it. Thousands of pounds would not have bought that one biscuit.”
(Alexander, 13.)
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Well, when Shackleton returned home, he was a national hero. He was knighted. Later the Norwegian explorer Roald Amundsen would actually reach the South Pole to be followed a bit later by Scott. But Scott would not return from Antarctica. He would die in a tent with two other men. No one he took with him on this race to the pole would make it. He became a hero in Britain, a name all school children recognize.
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Shackleton was an optimist. Turning back so close to the pole must have been hard. But he knew there would be other chances.  He knew he would eventually find a way for another big Antarctic adventure!
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Of Rogue Waves and Leadership II

May 19th, 2011  |  Published in Articles

Of Rogue Waves and Leadership – by Jodi Guerra

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He was born in 1874 in Ireland the second of ten children. His family had a Quaker background and had immigrated to Ireland from Yorkshire.  There were ten children in Shackleton’s family. He had nine siblings-eight sisters and one brother. His father, Henry Shackleton, was a landowner and farmer, but with Ireland’s diastrous potato crops, he knew that supporting his large family by farming would not be possible. When Ernest was six years old, Henry Shackleton moved the family to Dublin, Ireland and began his medical studies at Trinity College. He was thirty-three years old at the time. After finishing his medical training, Henry Shackleton moved the family from Dublin to London, England where he began his career as a doctor. His mother was a happy, strong, somewhat non-traditional woman. Altogether, his upbringing was comfortable, upper-middle class, stable and rather spiritual in that the Bible was read aloud.  He was homeschooled until he was around 10 and the family moved to London.

At that point, Ernest went to school. His school career was rather unremarkable. In fact, he did not enjoy school and found it confining. Henry Shackleton wanted his son to follow him and become a doctor, Ernest wanted adventure, he longed to go to sea. When Shackleton was sixteen years old, with his father’s permission, he left Dulwich College and joined the crew of the “Houghton Tower” bound for South America. Over the next five years, Shackleton made voyages to and from the Far East and America. In 1898, at the age of twenty-four, Shackleton was certified as Master which meant he could command a British ship anywhere on the seven seas. He had worked hard, learning the job from the ground up. He cleaned decks, loaded cargo, was sick, almost gravely injured, etc. He greatly disliked the “life of a sailor” as we would traditionally think of it — drinking, swearing and other things. But, he refused to quit and persevered. He took the required exams, finished his apprenticeship and continued to network and rise ever higher in position in the merchant marine.
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Eventually he left commercial service to join the Discovery as junior officer. This ship and expedition was led by Robert F. Scott and was going to Antarctica. Shackleton was of course excited, and even was a leader on board whom others naturally sought. The goal of the expedition was to reach the South Pole and claim it for Britain. Shackleton learned a lot on this expedition. He and one other man were selected to accompany Scott on the trek across Antarctica. Now, this doesn’t sound like that big of a deal. But please remember that this was uncharted, unmapped, unknown territory. It would be a journey of over 1600 miles in sub-zero temperatures.
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Think about that!
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Well, they didn’t achieve the goal. Scott didn’t provision enough, and some 745 miles from the pole, Scott had to give the order to return. The men were in desperate straits. They were suffering from scurvy, they were starving and they were very tired and sick. Shackleton, in fact, had to be carried on the sledge several times. It was a fight for his life. So Shackleton learned how very important it was to be prepared. And he also continued to learn about servant leadership. Scott and Shackleton could not have been more different. Scott was a product of the Royal Navy and as such had a love for structure, rank and command. He even put a man in irons, in the desolate Antarctic, for disobedience. And so, here are Scott, Shackleton and another man named Wilson, fighting for their lives on this trek. They quibbled and quarreled. It seems natural that the stress and strain of the environment, the cold, the wet, the lack of  food, etc., would fray one’s nerves, but what a terrible place to quibble. Here’s part of the story:
“The long days of white silence, the unrelenting tedium and hardship, the unrelieved close quarters – all these factors must have shredded the men’s nerves. Wilson appears to have been forced to act as peacemaker on more than one occasion. Years later, Scott’s second-in-command told the story that after breakfast one day Scott had called to the other men, “Come here, you bloody fools.” Wilson asked if he was speaking to him, and Scott replied no. “Then it must have been me,” said Shackleton. “Right, you’re the worst bloody fool of the lot, and every time you dare to speak to me like that, you’ll get it back.” It is a surreal encounter, a piece of absurd theater – three men alone at the ends of the earth in a virtual whiteout, hissing at one another.” (Alexander, Caroline. The Endurance: Shackleton’s Legendary Antarctic Expedition. New York: Alfred A. Knopf, 1999.)
Once they made it back to their ship, Scott sent Shackleton home early which was just as well. As a representative of the ship, Shackleton made lots of contacts and public appearances. This would help him immensely to organize and finance his own future expeditions.
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Of Rogue Waves and Leadership I

May 17th, 2011  |  Published in Articles

Of Rogue Waves and Leadership – by Jodi Guerra
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I am an avid reader. I just love to read, and I especially love to read non-fiction works. Ten years ago I got my hands on a best seller entitled The Perfect Storm by Sebastian Junger. Have any of you read that book? It’s a great book about the convergence of three storm systems to create this monster storm and the storm’s subsequent destruction of the fishing vessel the Andrea Gail. You may have seen the movie with George Clooney? Anyway, I just love this book and I encounter a certain section in which the author is describing one of the possible ways in which the ship was destroyed, something called a “rogue wave.” These are waves that are over 100 feet in height. Can you imagine that? It’s basically a giant wall of water as far as the eye can see? Let me read you the exact passage:
Inevitably, then, ships encounter waves that exceed their stress rating. In the dry
terminology of naval architecture, these are called “non-negotiable waves.” Mariners
call them “rogue waves” or “freak seas.” Typically they are very steep and have an
equally steep trough in front of them – a “hole in the ocean” as some witnesses have
described it. Ships cannot get their bows up fast enough, and the ensuing wave breaks
their back. Maritime history if full of encounters with such waves. When Sir Ernest
Shackleton was forced to cross the South Polar Sea in a 22-foot open life boat, he saw a
wave so big that he mistook its foaming crest for a moonlit-cloud. He only had time to
yell, “Hang on, boys, it’s got us!” before the wave broke over his boat. Miraculously,
they didn’t sink. In February 1883, the 320-foot steamship Glamorgan was swept bow to-stern by an enormous wave that ripped the wheelhouse right off the deck, taking all the ship’s officers with it. She later sank. …. In 1976, the oil tanker Cretan Star radioed, “vessel was struck by a huge wave that went over the deck…” and was never
heard from again. The only sign of her fate was a four-mile oil slick off Bombay…  (Junger, Sebastian. The Perfect Storm. New York: W. W. Norton, 1997.)
I’d like for you to really get a picture of what this kind of wave looks like.
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Junger goes on to describe other destructive acts. When I finished reading that section, I thought to myself, “What was that guy doing in an open life boat?” Then my next thought was, “How in the world did he survive it when all these other huge ships were utterly destroyed?” And then my next thought was, “God must have really wanted that man to live. I wonder what great thing he did!”
Well, after finishing The Perfect Storm, I looked in the index to see where I could find his resource on this fellow Shackleton. Of course, there wasn’t one. I had never heard of this man before. But now I was on a mission. I had to find his story! So, I looked on Amazon, typed in Shackleton (this was back when Amazon was in its infancy and just sold books!), and I got only one response back!
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It was a book entitled Endurance: Shackleton’s Incredible Voyage by Alfred Lansing. It was first printed in 1959. I thought, “OOHHHH! An oldie but a goodie!” And so I ordered it, and so I waited, and then I read it.
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Well, I can honestly report it  was the most awesome story I have ever read! The only sad thing I have to relate is that Shackleton didn’t go on to do anything “really great” like I thought he might have. I learned that God saved him so that his legacy to us would be to learn about servant leadership, what it is, and what it constitutes. He is the most fantastic example of a great team leader I have ever encountered. And we’ll discover that God saved him many, many times! The encounter with the rogue wave was just one
of many examples.
Now, don’t get me wrong. Shackleton wasn’t a failure. Here’s a quote on some of the things he did in his life (although most of these were accomplished on earlier expeditions):
As a member of the Discovery team, Shackleton was among the first to attempt to reach
the South Pole, or even to venture inland from the Antarctic coast. He was the first to
discover vegetation on a remote Antarctic island. His Nimrod expedition located the
magnetic South Pole, invaluable for navigational charts. He was the first to find coal in
the Antarctic, altering how scientists saw the makeup and the origins of the continent.
He pioneered innovations in exploration packing, clothing, diet, transport, and equipment.
(Morrell, Margot and Stephanie Capparell. Shackleton’s Way: Leadership Lessons
from the Great Antarctic Explorer. New York: Viking, 2001).
So, what we are going to do over the next several posts is to explore the life and character of Sir Ernest Shackleton and in particular his leadership of the crew of the Endurance in their quest for survival. Even though his leadership has been studied, his servant leadership has not. Endurance, perseverance, and faithfulness will take on new meaning for us. We’ll do this first through story telling and then through a survey. We’ll consider ways we may be like him and ways we may not be. We’ll come away with a new perspective on servant leadership for sure. And hopefully we’ll be inspired and redirected as well. Shackleton comes highly recommended. We won’t be alone in our admiration of him. Here are some quotes from others:
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The renowned Sir Edmund Hillary, veteran explorer, said:
“When disaster strikes and all hope is gone, get down on your knees and pray for Shackleton.”
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Another explorer named Apsley Cherry-Garrard commented:
“For a joint scientific and geographical piece of organization, give me Scott; for a winter journey, give me Wilson; for a dash to the Pole and nothing else, Amundsen; and if I am in the devil of a hole and want to get out of it, give me Shackleton every time.”
His second-in-command Frank Wild said this of him:
“I have served with Scott, Shackleton and Mawson, and have met Nansen, Amundsen, Peary, Cook, and other explorers, and in my considered opinion, for all the best points of leadership, coolness in the face of danger, resource under difficulties, quickness in decisions, never-failing optimism, and the faculty of instilling the same into others, remarkable genius for organization, consideration for those under him, and obliteration of self, the palm must be given to Shackleton, a hero and a gentleman in very truth.”
Wow! Does that give you goosebumps? Are you excited yet? Stay tuned . . .
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Fueling High Performance with Servant Leadership in Houston started a Fire!

May 10th, 2011  |  Published in Articles

Last week’s Houston Conference was a big win for everyone, bringing together the leading lights of Houston’s Servant Leadership Community to explore servant leadership across a kaleidescopic array of dimensions and industries. Thrive-Executives for Servant Leadership in Action, our new NPO, made its debut, as co-host of the conference with CEO Netweavers.
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We examined the secret of “Super Women,” in Air Liquide USA CAO Kim Denney’s “The Female Servant Leader.” (the answer of course, is amazing grace!) Kim challenged women at work to reclaim their authenticity to more fully contribute to the 21st Century organization. Dan Wilford, former CEO from Memorial Herman Healthcare System, captured the audience with his signature charm and conviction that healthcare should first be a Ministry, in “The Spirit of Healthcare.” Larry Payne, Houston Servant Leadership Community maven, inspired and engaged us all with a vision and call to action in“Servant Leadership Community” for Houston. Steve Retzloff, Chairman of the Board of Allegiance Bank, electrified everyone with case after case study linking high performance with servant leadership, in “Servant Leadership in Governance” and Bridgeway Funds Managing Partner Mike Mulcahy gave a profound personal account of his own journey to Servant Leadership –  from Pasadena Texas to the Harvard Business School and on to McKinsey, then Internet Startup, then Enron, and finally, in a powerful shift, to Bridgeway Capital, a unique capital management firm focused on servant leadership culture, which gives away half of its profits to charities selected by Bridgeway people. Conference keynote and Allegiance Bank Superperforming CEO George Martinez gave a thoughtful and provocative presentation advocating for a new  context – going from a worldview of “You or Me” to a worldview of “You and Me.” The Panel Discussion and Audience Interaction was spirited, to say the least.
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Altogether a fantastic launch for thrive in Houston, and a powerful, authentic reach into the real blocking and tackling of servant leadership at work. Again we are so grateful to our sponsors Texas Medical Center Institute for Spirituality and Health, Career Partners International, Texas CEO Magazine, Alpha Kappa Psi, Agile Leadership Network, Visible Applause, Deep Dish Studios, and Corpus Optima.
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Why Servant Leadership Works Event in Dallas a Huge Success!

May 10th, 2011  |  Published in Articles

We explored the link to high performance in Dallas last week when Servant Leadership maven Jack Lowe Jr from TDIndustries and Chairman of Zale Corporation, Eric Affeldt, CEO of ClubCorp, and the elegant Suzy Kriscunas, Managing Partner, Riverside Company, explored why servant leadership works and how it influences operations excellence. All three of these top managers know a thing or two about operations excellence, as their respective companies reek of it. The Dallas Servant Leadership League came out in full force. This included many DFW Servant Leadership mavens – like Ann McGee Cooper, Shaunna Black, Bill Wallace, John Casey, Phil Resch, and others – as well as guests from the Greenleaf Center, Alpha Kappa Psi, and CEO Netweavers.  We introduced our new executive nonprofit organization, “thrive,” and unveiled the new logo. Thrive presented Ann McGee Cooper with a fitting and long overdue “Lifetime Achievement Award for Service in Servant Leadership,” and Ann and Jack Lowe provided an exciting preview of this summer’s upcoming 21st Annual Greenleaf International Conference, coming to Dallas on June 8-10, 2011. Dallas’ response to thrive was clearly positive, and we are grateful to our sponsors Club Corp, Alpha Kappa Psi, Agile Leadership Network, Texas CEO Magazine, John Casey & Associates, Deep Dish Studios, Dallas 48, CEO Netweavers, Visible Applause and Corpus Optima.
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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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