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Shackleton faced many of the same problems encountered by managers today: bringing a diverse group together to work toward a common goal; handling the constant nay-sayer; bucking up the perpetual worrier; keeping the disgruntled from poisoning the atmosphere; battling boredom; bringing order and success to a chaotic environment; working with limited resources.

He embodied the attributes of today’s best leaders, those who have adroitly adapted to an accelerating revolution in the workplace. The principles of democracy that changed the map of the world in the late twentieth century have finally trickled down to the workplace. Hierarchies are being flattened and formalities abandoned. Even the highest-ranking bosses are rejecting many of the perks and trappings of the privileged taskmaster. They want success, but they also want to make a contribution to their fields and to their communities. …

The myths that have been built around Shackleton imply he possessed superhuman qualities; but if you take a close look at his story, as this book does, you will see the best qualities of his leadership are eminently learnable. Shackleton was an average person; he taught himself how to be an exceptional one. He rose above his peers and earned the unfailing loyalty of his men. His story is, in its essence, an inspirational tale about unleashing strengths in individuals that they never knew they had in order to achieve goals from the small to the miraculous.

“Shackleton’s Way” is a handbook for the new generation of leaders. It shows how Shackleton’s strategy separated the explorer from less-successful and less-admired expedition leaders, and brought him the unfailing loyalty of his men. From him, readers will learn how to develop and unify a staff despite various backgrounds and abilities, how to organize limited resources, and how to make individual workers feel valued and inspired to do their best. It guides the managers who accept new workplace sensibilities but are baffled by how to implement them. The book, too, demonstrates how to handle crises, particularly how to break bad news, bolster morale, and quickly change course in the face of the unexpected.

Shackleton’s example also shows the importance of injecting humor into a situation, how to bond with a staff without losing status as the boss, and when to nurture. His story is, in its essence, an inspirational tale about unleashing personal strengths you never knew you had in order to achieve goals, from the small to the miraculous.

The book details Shackleton’s professional life, highlighting significant lessons gleaned from his work. It then shows how these lessons have been applied in today’s world by businesspeople and other leaders who didn’t have to go to the ends of the earth to find the Endurance spirit. The stories include, among others, how James Cramer, of TheStreet.com, credits the explorer’s story with pushing him to achieve success when others told him to give up his fledgling business. Jeremy Larken of Octo Ltd. in Chester, England has adapted Shackleton’s survival strategies to the management of modern-day business disasters. Mike Dale, former president of Jaguar North America, used the Shackleton story to help fire up his dealers and push them to new heights in sales. Harvard Business School graduate Luke O’Neill founded an expedition-based, nontraditional high school that is helping students achieve by building on Shackleton’s philosophy of reaching beyond expectations. Secretary of the Navy Richard Danzig regards Shackleton as a model for treating servicemen as deserving professionals.

Anyone can benefit from these lessons: a teacher, a parent, a leader of a community organization, as well as the corporate manager. Shackleton’s wisdom is by no means simple or obvious. Much of it is counterintuitive, especially for those schooled in more conventional management tactics. Shackleton served tea in bed to the ship’s crybaby, flattered the egomaniacs, and kept close to him the most abrasive personalities. Often, he made great personal sacrifices. Sometimes he led by not leading at all.

R. W. Richards, a scientist on the Ross Sea party of the ill-fated expedition, said simply, “Shackleton, with all his faults, was a great man, or should I say a great leader of men.”

Shackleton made his men want to follow him; he did not force them to do so. In the process, he changed the way his crewmen saw themselves and the world. His work continued to inspire them for as long as they lived, and to inspire others around the world long after that. There is no greater tribute to a leader. His tools were humor, generosity, intelligence, strength, and compassion.

That's Shackletons Way.