In our last insight we explored bold goal setting (GOAL SETTING // Are Your Goals Big, Hairy, and Audacious Enough?). If that article was about choosing a Feat big enough to rally people, this one is about leading when that Feat runs into trouble.

Shackleton’s Endurance: A Case Study in Crisis Leadership

In 1914, Sir Ernest Shackleton set out to attempt a first: a full crossing of Antarctica on foot. His ship, Endurance departed Plymouth on 8 August 1914, entered the Weddell Sea, and by January 1915 was trapped in ice. On 27 October 1915, the ship was crushed and abandoned.

What followed is one of history’s greatest survival stories - and a masterclass in leadership:

• Months stranded on drifting ice floes

• An 800-mile open rowing boat voyage to South Georgia

• A mountain traverse to raise a rescue

• And finally, on 30 August 1916—after multiple failed attempts—Shackleton recovered every one of his 28 crew members.

Even before this legendary expedition, Shackleton was known by his crew as “The Boss”. He led with authority, empathy, and unshakeable resolve.

The Boss’s Playbook: Leading Through Uncertainty

Sir Raymond Priestley’s quote reminds us: leadership matters most not when announcing the big business goal in the comfort of a conference room but when plans unravel and momentum fades and times get tough. Here’s what Shackleton teaches us when these moments arise:

1. Hold the North Star

   Clarity of aim is non‑negotiable. Shackleton had his bold-goal but reframed the mission the moment the Endurance was lost in the ice: “Old objective: Cross the Antarctica on foot - New objective: bring everyone home alive.” A Feat may change shape under pressure, but its purpose must remain clear to all.

   
   

2. Make morale a system, not a mood

   Stranded for months, Shackleton used rituals, humour, music, routine, and meaningful work to keep spirits high. He rotated tentmates, broke cliques, celebrated small wins, and protected the team’s health. Leaders of Feat‑sized projects must focus on team morale in times of trouble with the same intent as it does budget and programme.

   
   

3. Decide fast, explain clearly, own everything

   In crisis, speed builds trust. Shackleton made decisions quickly, explained his reasoning, and took responsibility. That combination created trust—and trust creates momentum.

   
   

4. Share the load

   Shackleton gave up rations when others were weak, pulled shifts, carried the heaviest loads, and made the hardest decisions himself. These symbolic acts built loyalty. His team followed what he did—not just what he said.

Why This Matters to Feat Factory

We founded Feat Factory on 15 February 2025 - Shackleton’s 151st birthday - in honour of “The Boss” and his example.

Leadership is one of our core values and on projects we lead by example empowering our partners to navigate challenges, make bold decisions, and execute with confidence. Leadership isn't just guiding others, it’s about setting the standard through action, integrity, and a relentless commitment to excellence.

If you’ve defined an audacious goal and want the Shackleton layer to support it through uncertain times, get in touch info@featfactory.com

Further Reading

Want to dive deeper into Shackleton’s story? We recommend the following books: Endurance by Alfred Lansing - A historical account of the voyage with significant content direct from Shackleton’s diary. Leading at the Edge by Dennis Perkins - Leadership lessons based on the story.