Index
ABCDE model (Seligman), 49–50
action, symbolic, 39–40
activity, vs. results, 23
adversity, and opportunity, 57, 59
aikido, conflict resolution principles, 222–225
airline, customer service issues, 41
Alfa Foxtrot 586, 135
Alive, 56–57
Allied Signal, 29
American General Life Insurance, 35
American International Group (AIG), 35–36
American POWs in North Vietnam, 85
historians’ view, 191
leadership practices, 194
amygdala, 179
anger, 111–119
releasing in small doses, 116
Antarctica, xvii
exploration race, 190–191
terrain, 3
conflict and, 110
outlets for, 73–74
apologies, Shackleton’s willingness to offer, 101–102
appearances, 23
Arbuzov, Alexandr Alexeevich, 138
arrogance, 181
assessment taxonomy, for employee skills, 152
Avianca Airlines Flight 52 crash, 84–85
awards, for employees, 131–132
awareness, developing expanded, 222–223
balance
in art of thriving, 187
cultivating, 223–224
Ball, John, 137
banking crisis, 36
Barber, Skip, 224
Bartlett, Robert, 24, 111, 130–131
Belgian Antarctic expedition, 114
Belgica, 114
Benmosche, Robert, 35
Bethune, Gordon, 22
Blackborow (stowaway on Endurance), 4–5, 54, 129–130
blending, 224
Bossidy, Larry, 29
Brenneman, Greg, 22
British Imperial Trans-Antarctic Expedition, xvii
British Trans-Antarctic Expedition of 1957–58, 97
Brooner, James, 137
Browning, Robert, “Prospice,” 47
Burke, James, 21–22
burnout, 186
“business as usual” tactic, 28
Callahan, Steven, 156–160
calmness, 34
Canadian Arctic Expedition of 1913, 24
Caputo, Phil, A Rumor of War, 43
carelessness, 141
Carlson, Natalie, 103–104
caste system, on Scott’s expedition, 99
celebration, 127–132
atmosphere of, 128–132
to recognize employees, 131–132
CEOs, 61
and company transition, 91
ceremonies, importance of, 130
Champions of Change (Nadler), 181
change, long-term goals and, 18–19
Chinese army in Korea, 59–60
Chinese character for crisis, 57, 58
interpretation, 237n17
Clark, Robert, 106
coach, 74
codification, 181
communication
maintaining bonds, 84–89
team needs, 87
compass, broken glass, 161
complacency, 181
complexity, 181
confidence, 76
conflict, 110–126
avoiding escalating, 124
close quarters and, 120
uncovering, 217–220
conflict management, on Endurance, 114–115
conflict resolution, martial arts lessons, 221–225
conservatism, 182
contact with others, 85
Continental Airlines, 22–23
contrary points of view, refusal to hear, 62
convoy in Vietnam, 146
coral snake story, 156
core values of teams, 96–109
courtesy, 104–108
Crean (Endurance crew), South Georgia overland journey, 162–165
creativity, 155–171
of teams, 160–171
crew of Endurance, 4–5
Shackleton’s selection, 80
crisis, Chinese character for, 57, 58
crisis management, 22
Critical Leadership Skills Survey, 203, 205–211
cyanide, in Tylenol capsules, 21–22
Darwin, Charles, Origin of Species, 47
Davis, Miles, 188
deadlines, 71
decision making, 76
physical health and, 185
Deloitte Touche Tohmatsu Limited, 87–89
denial by leadership, 61
Denial: Why Leaders Fail to Look Facts in the Face (Tedlow), 61–62
Diermeier, Daniel, Reputation Rules, 77
Discovery expedition, 99–100
dissidents, engaging, 120–123
distractions, engaging, 29–31
Donner party, 113–114
downtime, scheduling, 71–72
egalitarian spirit, 100
electronic media, and human communication, 87
Elephant Island, 129
boat voyage to, 41–43
landing on, 142
Eliot, George, 175
Elliott, Milt, 113
emotional triggers, 222
communicating with, 88
skills assessment taxonomy, 152
wellness programs for, 69–70
conflict management on, 114–115
destruction, 7
impact of destruction on crew morale, 33
polar travel and, 5
ship “party,” 50
see also Shackleton expedition
Endurance (Lansing), 1
negative, 30
engaging distractions, 29–31
Everest expedition in 1996, 70, 81–82
exceptional leadership, xx
exercise, and stamina, 185
expectations, 165–166
on leaders and health, 69
expedition log
on celebration and laughter, 139
on conflict, 125–126
on core team values, 108–109
on creativity, 171
on optimism, 63
on risk, 153
on stamina, 77–78
on symbolism, 45
on teams, 94–95
on vision, 31
experiential learning, xx
failure, and success, 195–199
family systems theory, 118
coming to terms with, 179–180
responses to, 180
feelings, finding outlets for, 72–74
Ferrar, Hartley, 100
financial institution, 83
Fischer, Scott, 70–71
focus
internal, 181
of polar explorers, 192
food supply, 142–143
distribution, 101
Ford, Henry, 50
Fortin, Mary Jane, 35–38
Fox, Charlotte, 71
Freiberg, Kevin and Jackie, Nuts! Southwest Airlines’ Crazy Recipe for Business and Personal Success, 138
From the Ground Up (Lawler), 102
Fuchs, Vivian, 97
goal
danger of ignoring all but, 71
focus on, 17–31
Goizueta, Roberto, 180
gold, 40
“golden bridge,” 124–125
Goldwyn, Samuel Jr., 62
Greenstreet, Lionel, 39, 51, 61, 104, 106, 141
and laughter, 133
Grigsby, Jerry, 135
Grove, Andy, 19
Grytviken, South Georgia, 5
guilt, letting go of, 74–77
Haas, Robert, 62–63
Harten, Patrick, 167
health of leaders, 65–70
Hemmer, Gary, 137
hierarchy, 102
Royal Navy reliance on, 98
Hillary, Edmund, 189
hiring, “optimism quotient” and, 56
Honeywell, 29
Houghton Tower, 99
human endurance, limits, xviii
The Last Place on Earth, 97–98
creativity of, 161
hurt feelings, immediate attention to, 121
Hyams, Joe, Zen in the Martial Arts, 179
The Ice (Pyne), 3
Identifying Hidden Conflicts: Conducting a Moose Round-Up, 203, 217–220
Imhof, Joan, 84–85
Imperial Trans-Antarctic Expedition, 1–13
see also Shackleton expedition
incompetence, cultivating poised, 175–178
India Company, 146
individual, vs. team, 24
individualism, reward structure and, 83
information, as power, 91
innovation, leaders’ openness to, 192–193
insulting behavior, 108
Intel, 19
internal focus, 181
Into Thin Air (Krakauer), 70
Janusian thinking, 62
Johnson, Richard, 169–170
Johnson & Johnson, 21–22
Corporate Credo, 83
journal, 74
Junkins, Jerry, 69
rescue of surviving members, 113
sinking, 130–131
trapped by ice, xvii
Kataktovik (Eskimo guide), 111
Kennedy, John F., 138
“killing zone,” 149
Korean War, 59
Chinese army in, 59–60
Krakauer, Jon, 81–82
Into Thin Air, 70
Kroc, Ray, 44
Krulak, Chuck, 177
Laffer, Arthur, 36
Lansing, Alfred, 106
Endurance, 1
The Last Place on Earth (Huntford), 97–98
Lawler, Ed, From the Ground Up, 102
leadership
academic theories on, xxi
belief in abilities, 48
in conflict resolution, 224–225
denial by, 61
health of, 65–70
qualities of exceptional, 189–199
response to challenging personalities, 122
strategies list, xxiii
support from others, 73
leadership expedition map, 216
Leading at The Edge concept, origins, xix–xxii
learned optimism, 49
learning
disabled, 182
environment supporting, 181–182
experiential, xx
learning to lead, 175–188
plateau in process, 178–179
Leonard, George, 178
Levi Strauss & Company, 62–63
limits, awareness of, 70
MacArthur, Douglas, 59
MacDonald, Randy, 151–153
Macklin (Endurance crew), 106, 129, 141
march across ice, 123–124
mastery, 178
McCarthy, Timothy, 55
McDonald’s, 44
McKinlay (meteorologist), 112
McNeish (carpenter on Endurance), 4, 10, 121, 124
creativity of, 161
mutiny, 8
mementos of home, value to explorers, 40
Mette, Dennis, 138
military career, leadership and, xix
Miller, Harold “Butch,” 135
Millstein, Jim, 36
“Miracle on the Hudson,” 170
mistakes, willingness to admit, 103
Moore, Gordon, 19
Moose on the Table, 118–119
Moose Round-Up, conducting, 217–220
morale issues, 6
Morrison, David, The Profit Zone, 151
motivation, xx
Munro (Chief Engineer), 112
mutiny, 124
Nadler, David, Champions of Change, 181
Napoleon Solo, 156
negative energy, 30
new ideas, leaders’ openness to, 192–193
Nicolich, Gustavo, 57
Nixon, Richard, 138
no-profit zone, 151
North Vietnamese Army (NVA), 148, 149
Nuts! Southwest Airlines’ Crazy Recipe for Business and Personal Success (Freiberg and Freiberg), 138
Oates, Titus, 191
Ontos, 147
openness, by leaders, 52–53
opportunity, and adversity, 57, 59
cultivating in self, 47–50
leader sharing of, 52
as learned ability, 48–49
spreading spirit of, 50–53
“optimism quotient,” 53–56
disposition and conflict, 92–93
as pessimist, 54
and Royal Navy protocols, 100, 115
and Shackleton, 134
on Shackleton’s presence, 27
organizational dynamics, 118
Palmisano, Sam, 151
Patience Camp, 81, 105–106, 140
Patton, George, 48
Peary, Robert, 24
Performance Edge, xxii
performance problems, 92–94
persistence, 160
personal contact, 88–89
personal development plan, 212–215
physical health, thriving at, 185
Pitney Bowes, 69–70
Pittman, Sandy, 82
points of view, refusal to hear contrary, 62
Poses, Fred, 29
positive messages, in self-talk, 48–49
avoiding needless struggles, 123–125
information as, 91
privileges, minimizing, 97–104
The Profit Zone (Slywotzky and Morrison), 151
psychological momentum, importance of sustaining, 21
Puller, Lewis B., 59–60
purpose, and thriving, 186–187
Pyne, Stephen, The Ice, 3
Reagan, Ronald, 138
reality, grounding in, 60–63
Reed, John, 113
reframing tough situations, 56–60
relationships, thriving at, 184–185
relaxing, 187–188
renewal, thriving at, 186
rescue, hope of, 55
Resolving Conflicts: Lessons from the Martial Arts, 203
resources, distributing, 100
respect, 104–108
results, vs. activity, 23
retreat, providing avenue for, 125
reward structure, individualism and, 83
risk, 140–154
in doing nothing, 150–151
justified, 142–153
unnecessary chances, 141–142
in Vietnam, 146–150
risk assessment matrix, 154
Rizzo, John, 169–170
roles, selecting people for key, 55–56
Rubber Ducky III, 156–160
need for repair, 157–159
Salzberg, Barry, 87–89
Satir, Virginia, 179
Scott, Robert Falcon, 4, 66, 181, 190–191
death, 191
decision-making style, 193
historians’ view, 191
lack of focus, 192
leadership style, 97–99
mistakes, 193
Shackleton’ relationship with, 114
self-absorption, 26
self-leadership, 156
self-sacrifice, 42
Seligman, Martin, 49–50
sensitive issues, confronting, 117
Shackleton, Ernest, xvii, xxii, 127
characteristics, 140
dealing with fears, 72
death, 68
denial of health problems, 68
disagreement with Worsley, 102
emphasis on teamwork, 80–81
expedition, see Shakleton expedition
as explorer, 3–5
failed rescue attempts, 73
historians’ view, 191
illness, 66
leadership practices, 194
leading by action, 41
long-term goals, change, 18
management of crew, 92
men selected by, 55
monitoring crew’s condition, 66–67
nurturing behaviors, 105
personal responsibility, 89
private journal, 72–73
vs. Scott’s approach to leadership, 99–100
on ship’s loss, 50–51
South Georgia overland journey, 162–165
speech to crew, 34
success or failure, 195
values, 198
Shackleton expedition
beginning, 5–6
conflict management, 114–115
Directive Committee, 90
escape from ice, 9–10
across glaciers, 11
map, 13
Ocean Camp, 7–8
patience camp, 8–9
rescue, 11–12
Scotia Sea, 10–11
setting stage, 2–3
team creativity, 160–165
trapped by ice, 6–7
sharks, Callahan and, 159
Shepard, Garland, 137
short-term objectives, focus on, 17
Simpson, Joe, 74–75
skills
developing, 177
survey, 205–211
Sklar, Scott, 103–104
sleep, impact of loss, 64
sleeping bags, 100–101
Slywotzky, Adrian, The Profit Zone, 151
Snyder, John, 113
South Georgia
danger of sailing to, 143
overland journey, 162–165
sighting and landing, 145–146
Southwest Airlines, 56
speech, giving right, 33–39
Srlle, Thoralf, 165
stamina, 64–78
starvation risk, 10
status differences, minimizing, 97–104
Stefansson, Vilhjalmur, xvii, 24, 26
expedition abandoned by, 25
values, 197–198
strategic objectives, 17
stress, 68
celebration to relieve, 127
structure to overcome uncertainty, 26–29
success
at The Edge, 83
and failure, 195–199
standards for judging, 197
“success syndrome,” 181
Sullenberger, Chesley B. “Sully,” 166–170
Sullivan, Tom, 169–170
“summit fever,” 70–72
superiority, sense of, 102
conflict and, 110
symbolism, 32–45
vivid, 39–41
systematization, 29
taboo team topics, 118
talents, leveraging, 92–94
“Tap Code,” 85–87
target fixation, 71
team message, 79–95
communication needs of, 87
and conflict, 117
core values, 96–109
creativity of, 160–171
on edge of life and death, xviii
encouraging caring behavior, 107
focusing energy of, 26
vs. individual, 24
involvement in solution development, 89–91
leader communication with, 35
leaders and bonding, 194
leaders use of collective wisdom, 193–194
“optimism quotient,” 53–56
Shackleton and unity, 93
shared identity, 80–83
taboo topics, 118
Tedlow, Richard S., Denial: Why Leaders Fail to Look Facts in the Face, 61–62
Teterboro Airport, 168
Texas Instruments (TI), 68–69
Thoreau, Henry David, 150
“threat-rigidity” response, 221
thriving, practicing art of, 182–187
toga party, 135–138
TravelSmith, 103–104
trust, 89
strategy to regain, 77
Twain, Mark, 225
Tylenol capsules, cyanide in, 21–22
uncertainty, structure to overcome, 26–29
US Airways Flight 1549, 166–170
Values statements, 83
perspective on risk, 146–150
Vietnam War, 42–43
American POWs, 85
vitality in life, 184
Wall Street Journal, 36
Waters, Beverly, 170
Weigee (Chinese character for crisis), 57, 58
wellness programs, for employees, 69–70
Welsh, Doreen, 169
Wild, Frank, 21
conflict management, 116
crew manners and, 106
left in charge, 11
optimism of, 53–54
on Shackleton’s speech, 33–34
Wilson, Edward, 66
work, thriving at, 182–184
Workplace Management Initiative, 152–153
Worsley, Frank
in argument, 106
on compass repair, 155
on crew fatigue, 64
disagreement with Shackleton, 102
on Endurance destruction, 7, 33
on sense of security, 28
on Shackleton example of traveling light, 40
on Shackleton’s care for crew, 67
on Shackleton’s view of team, 79
South Georgia overland journey, 162–165
on Wild’s optimism, 54
Yates, Simon, 74–75
Your Leadership Expedition: A Personal Development Plan, 203, 212–215
Zen in the Martial Arts (Hyams), 179