Last week Fidelio was pleased to host a Board dinner with polar explorer, Pen Hadow. Pen recounted his remarkable feat – yet to be repeated – of reaching the North Pole by the most difficult route solo. This achievement took 15 years and three attempts. Multiple facets of leadership were required including exceptionally resilient motivation, acute risk management and a highly developed understanding of sustainability. All this was brought to life through the prism of great exploring heroes, shifting ice flows and marauding polar bears.
Fidelio’s recent Board dinner was attended by non-executive and executive directors, who were fascinated by the scope of Pen Hadow’s polar achievement. It turned out that several of our guests had already given considerable thought to polar exploration as a parable for great leadership.
We took steps to create a polar atmosphere for our guests in what to date has been a far from polar winter. Firstly, our respectfully tasteful dinner menu was accompanied by the itemised polar rations of Pen Hadow and those of the heroic Captain Scott – not very appetising fare which had not altered radically despite the decades separating the two. Secondly, a large globe on the centre of the dining table kept us all focussed on the destination; and, thirdly, a small flagon of water, collected by Pen from the North Pole, attracted comment and reverence in equal measure.
Pen selected three major themes. Motivation is clearly intrinsic to epic achievement. Pen’s choice of ground-breaking mission was clearly influenced by his childhood Spartan conditioning regime and family link (via a much-loved nanny) back to Captain Scott himself. His choice of mission also played to his strengths – a particular blend of physical, communication and personality attributes and, of course, a pioneer’s mind set.
Reaching the goal is substantially about putting one foot in front of the other, an awful lot of times, interspersed with thoughtful cups of tea.
– Pen Hadow, polar explorer
However, maintaining self-motivation over a 15 year period, which included major set-backs to the mission as well as grinding hardship on the ice, is a rare feat of mental resilience and perseverance. Self-motivation was critical because a solo explorer also has to inspire a broader network of supporters ranging from close family to sponsors, specialist suppliers and media partners.
In addition, as a means of securing the apocryphal 10,000 hours on the ice, which ultimately accounted for the difference between success and failure, Pen established the first polar guiding service. This enabled a number of teams with widely differing backgrounds, abilities and fitness levels to reach the North and South Poles by a variety of means. Selecting, training, leading and inspiring these teams to achieve way beyond their comfort zone has resonance for many business leaders.
As a second theme Pen explored risk. The obvious inherent physical risk in this solo foray to the North Pole clearly necessitated meticulous planning. In extreme cold temperatures the brain’s ability to function normally is severely impaired, creating the sensation of being very drunk (equivalent to drinking a litre of vodka a day). The biggest risk is therefore poor decision-making at a critical juncture. This is mitigated by ensuring that all reactions are as routine as possible – no chance of randomly removing a glove to solve a small problem which then becomes a much bigger problem of frost bite.
Compulsive attention to detail clearly underpinned the success of Pen’s polar expedition. For example, for 15 years constantly shaving grams off the weight of the sledge’s content. Or making minute improvements in standard equipment that fell short in such extreme conditions.
The obverse side of this particular coin of obsessive behaviour was innovation. At one level this included finding a new lining to polar boots that was both lighter and functioned substantially better in Arctic conditions. But also critical innovative insights such as the light-bulb recognition that the solo quest for the North Pole via this route was only possible by advancing North on a straightened route. This meant swimming where the ice was too thin to walk. Understanding the challenge is clearly the mother of invention.
And finally, sustainability. Here Pen outlined the work that he and his team had done in delivering the award-winning Catlin Arctic Survey (2008-2012). Against a backdrop of intense debate on global environmental change, the Survey investigated the rates, causes and consequences of Arctic sea-ice loss – and communicated its findings to a world-wide audience.
Captain Scott had brought an impassioned scientific interest to polar exploration and his legacy continues. Modern-day polar exploration has a strong focus on concerns about environmental change and protection. The Survey demonstrated there are clearly imaginative and important ways that business, science and the undimmed human need to push back frontiers can be harnessed to achieve practical results – the Catlin Survey being an excellent example.
On a lighter note our guests also learned how to confront a polar bear that thinks you are a seal and therefore its next meal. Skis held aloft, shouting at the top of your voice and failing that the cunning deployment of the saucepan was the less than obvious answer.
For scientific leadership, give me Scott, for swift and efficient travel, Amundsen. But when you are in a hopeless situation, when there seems to be no way out, get down on your knees and pray for Shackleton.
– Sir Raymond Priestley, Member of the Nimrod expedition 1907 – 1909
Clearly such an extraordinary achievement as reaching the North Pole alone and unassisted by the most challenging route entails numerous examples of heroic behaviour and impressive leadership. Fidelio’s focus is building Boards and Executive Teams that deliver value for shareholders and stakeholders. We spend much time ensuring that leadership teams are able to deal with the complexity of frequently conflicting internal and external demands. But too much complexity creates a fog.
That is why leadership in the form of “reaching the Pole” and achieving the target provides such a powerful example. Sometimes having the courage to straighten the route and swim across ice-strewn water is what succeeds best.
Fidelio High Notes – January 2014
Board Dinner with Pen Hadow, 14th January, speaking on polar exploration and leadership
Fidelio secures further Board Development mandates including in Financial Services and Technology sectors
Emma Villiers joins the Fidelio leadership team to focus on executive search in senior Corporate Affairs, Communication and Real Estate
Governance, Public Affairs and Digital Communication – Fidelio’s Search expertise in demand
High levels of activity in Frankfurt and Brussels
ACT publishes Fidelio’s guide to establishing a Debt IR function in International Treasurer’s Handbook 2014
High level of IPO activity prompts demand for Fidelio’s PLC–readiness offering
For more information contact Fidelio Partners at info@fideliopartners.com