As a kid, I was captivated by Alfred Lansing’s Endurance, the story of Ernest Shackleton’s ill-fated Antarctic expedition. It had everything—adventure, history, wilderness, and a leader who guided his crew through an impossible situation. Shackleton’s ability to inspire, rally his men, and keep them alive against all odds became the gold standard for leadership in crisis. And the story of the Endurance is incredible. But recently, my perspective on Shackleton and leadership more broadly shifted after reading The Unseen Leader: How History Can Help Us Rethink Leadership by my college friend Martin Gutmann.
Gutmann challenges conventional leadership narratives, particularly why we glorify leaders who navigate disasters, often disasters of their own making. Why do we celebrate those who overcome adversity more than those who prevent it in the first place? Shackleton, for all his heroics, led his men into a disastrous situation. His Norwegian contemporary, Roald Amundsen, on the other hand, avoided disaster altogether, yet remains a far lesser-known figure in leadership history and study.
Amundsen was a successful explorer and a master of preparation, team selection, and risk mitigation. He was the first to navigate the Northwest Passage, the first to reach the South Pole, and led aerial expeditions over the North Pole. His expeditions were defined not by chaos and near-death experiences but by meticulous planning, cultural learning, and cohesive teams built on trust and psychological safety. While Shackleton is remembered for rescuing his crew, Amundsen is remembered for setting them up for success from the start.
Lessons Learned for Leadership Today
Intentional Teambuilding
Amundsen selected his team not just for technical skills but also for their ability to collaborate, trust, and enjoy each other’s company. All really useful for teams that were literally stuck in the ice on small boats for months at a time. High-functioning teams don’t just happen, they are intentionally built with a focus on competence and culture. Leaders should invest time in fostering team dynamics that create a strong foundation of trust for success.
Humility and Learning from OthersOne of Amundsen’s greatest strengths was his willingness to learn from others, especially Indigenous communities who had mastered survival in harsh environments. Rather than assuming he had all the answers, he sought wisdom from those with lived experience. True leadership requires humility and the ability to acknowledge gaps in knowledge and seek insights from a variety of perspectives.
Thorough Planning and Risk Management.
Success doesn’t just come from luck; it comes from preparation. Amundsen’s expeditions were characterized by careful planning, redundancy in resources, and deep consideration of potential obstacles. Leaders who plan ahead and anticipate challenges can prevent crises before they arise. Design Thinking can be a powerful tool for leaders to anticipate challenges by fostering iterative problem-solving, encouraging creative solutions, and testing ideas before full implementation, reducing risk and enhancing adaptability.
Group Norms and Psychological Safety
Amundsen’s teams thrived not just because of their skills but because of strong group norms that fostered trust, collaboration, and psychological safety. When team members feel safe to speak up, take risks, and support each other, they become more resilient, innovative, and effective. Leaders play a key role in setting expectations for open communication, mutual respect, and shared accountability.
As Martin Gutmann noted, psychological safety allows teams to give and receive feedback openly, learn from mistakes, and grow without fear of punishment. A 2010 Google study found that the highest-performing teams weren’t just the most talented—they were the ones that prioritized psychological safety and strong team norms. Effective teams are built on trust and healthy working relationships, which directly impact their success.
Proactive in Our Reactivity
As we navigate the complexities of leadership in the year ahead, let’s strive for less chaos. Leadership isn’t just about responding well; it’s about setting the conditions for success long before the storm arrives. It’s about planning to be proactive in how we manage uncertainty, build resilience, and create systems that allow us to respond with clarity and confidence when challenges arise.
Recommended Reading:
The Unseen Leader: How History Can Help Us Rethink Leadership - Martin Gutmann
Endurance: Shackleton’s Incredible Voyage - Alfred Lansing
Practice to Try Out: Master the First and Last Thought of the Day
In a recent interview, Jay Shetty shared a simple yet powerful practice: being intentional about the first and last thoughts of your day. Too often, we default to unhelpful, repetitive thoughts: “I’m so tired,”“I’m overwhelmed,” or “I have too much to do.” Shetty suggests that by consciously choosing our mindset before bed, we can set the tone for the next day.
Here’s how to apply this practice:
Set an Evening Intention: Before going to sleep, choose an empowering thought, such as “I will wake up energized and focused.”
Shift Your Morning Mindset: Instead of letting negative thoughts dictate the start of your day, remind yourself of your chosen intention as soon as you wake up.
Create a Mental Alarm: In addition to setting an alarm clock, set a mindset for the morning. What energy and focus do you want to bring into the day?
Enhance Leadership and Well-Being: Small shifts in how we start the day can improve decision-making, resilience, and overall leadership presence.
By programming your mind with intentional thoughts, you create space for clarity, purpose, and a more proactive approach to leadership.