Shackleton Mandelas Leadership Skills

Elaine H Taylor, 2013

Ernest Shackleton &

Nelson Mandela

Goal

On reaching a destination!

Communicate

Be effective and clear in instructions

Be understanding

Motivate

Remain positive

Encouraging

Inspiring

Set the pace

WITKLIP DAM

UPLANDS COLLEGE

FANIE BOTHA TRAIL

SABIE

KIEPERSOL

Gr 10 Journey HAZYVIEW

INGRATIATION

sharing the passion

enhance commitment

neutralize threats

transparency of mission

INDIVIDUALISTIC APPROACH

team players each have own talents

Endurance

Playing football on the ice

SETTING THE EXAMPLE

actions speak louder than words, be adaptable

EMPATHY teach compassion, listening, responsiveness

SERVANT-LIKE as a

leader not a “boss”,

Develop good listening

skills – practice daily

ASSESS YOUR OWN

EFFECTIVENESS

EQUAL TREATMENT

KEY FUNCTIONS OF A LEADER:

AUTHORITY given the right to make decisions

RESPONSIBILITY assignment for achieving a goal

ACCOUNTABILITYacceptance of success or failure

18 months later, reaching the sea

NELSON MANDELA’S

8 LESSONS OF LEADERSHIP

1 Courage is not the absence of fear – it is inspiring others to

move beyond their dreams and fears

2 Lead from the front – but don’t leave your base behind

3 Lead from the back – and let others believe they are in front

4 Know your enemy – and learn from him/her

5 Keep your friends close and your rivals even closer

6 Appearances matter – and remember to smile

7 Nothing is just Black or White

8 Quitting is leading too

1 COURAGE IS NOT THE ABSENCE OF FEAR – IT IS INSPIRING

OTHERS TO MOVE BEYOND THEIR FEARS AND HOPES

Have the courage to:

- excel – raise the bar and achieve more, equip them to stretch beyond their comfort zones

- inspire

- bridge diversity — personalities, cultures, nationalities or cross-functional teams

- innovate — when you need to break out of old patterns and find new solutions

- step up and make a difference — even before you are invited to "show up" as

a sports leader, volunteer

- “walk the talk” of your organization’s or sport’s values, vision and success behaviors

2 LEAD FROM THE FRONT – BUT DON’T LEAVE YOUR BASE

BEHIND

Meet and exceed the standards you set for others – empower others

As a role model, set the tone.

Leaders are concerned about those who do not have opportunities to

participate and do something

Set clear goals and objectives about it, as Shackleton did

3 LEAD FROM THE

BACK – AND LET

OTHERS BELIEVE

THEY ARE IN FRONT

Leaders “herd or shepherd” their

followers in the right direction.

Trust is built one block at a time.

Act as mentor to steer others in the

right direction.

4 KNOW YOUR ENEMY – AND LEARN FROM HIM/HER

Develop counter strategies

5 KEEP YOUR FRIENDS CLOSE AND YOUR RIVALS

EVEN CLOSER you can control them more

6 APPEARANCES MATTER; remember to smile; Carry Carry yourself like a leader – there is a correlation between leadership and

physicality (George Washington); be professional

8 QUITTING IS LEADING TOO

Knowing when to abandon a failed idea, plan is a difficult decision to make

Leaders lead as much by what they choose not to do as what they do

Know when to leave your leadership position is a good quality. Have the

confidence to pass leadership to others.

7 NOTHING IS ONLY BLACK OR ONLY WHITE

Life and sport are filled with contradictions People hold different views, beliefs, opinions Every problem has many causes and can have many possible solutions. Decisions include competing factors, opportunity costs Involve people to discover optimal solutions Be adaptable and flexible without losing your foundation values of honesty, respect, Integrity, commitment, hard work ethic

Deal with conflict immediately – do not put this off!

Be open – if people have issues, they need to be expressed immediately, not allowed to fester.

Practice clear communication & listening – articulate thoughts clearly, clarify reasons.

Stick to facts and issues, not personalities.

Focus on actionable solutions – don't dwell on what can't be changed.

Encourage different points of view – insist on honest dialogue and expressing

feelings.

Encourage ownership of the problem and solution – do not blame.

Demonstrate respect – if the situation escalates, take a break and wait for

emotions to subside.

Keep team issues within the team, deal with directly - talking outside allows

conflict to build, fester.

REFERENCES: http://www.mindtools.com/pages/article/newTMM_79.htm www.google.co.za/shackletons+endurance/images http://www.linkedin.com/today/post/article/DaveKerpen http://main.wgbh.org/imax/shackleton/shackleton.html Bear Grylls. A Survival Guide for Life. Prof Dr Anneliese Goslin. University of Pretoria.Nelson Mandela’s 8 lessons of Leadership.