The Race to the South Pole: Lessons for Leaders

The Race to the South Pole: Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Lessons in Leadership Richard Brenner Principal, Chaco Canyon Consulting on November 7, 2019

The Race to the South Pole: Headlines (2) Lessons in Leadership • Pet projects can be a risk to the enterprise presented to • Leader’s role: expressing purpose, being Kerzner Lecture Series International Project Management Day passionate about it, listening, forging Baldwin Wallace University consensus, making the big decisions PMI Northeast Ohio Chapter November 7, 2019 • The bad news: much of this matters most for by high-risk projects Rick Brenner • Exploit situational momentum Chaco Canyon Consulting •To leaders: Building State-of-the-Art Teamwork • Deliver the headline first • Deliver the bad news first In Problem-Solving Organizations [email protected] | @RickBrenner | @TechDebtPolicy ChacoCanyon.com | TechDebtPolicy.com 1 4 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Our objective Download To get: • Learn about leadership by examining the race to the South Pole • These slides with working links, and • British: large, well-funded • Annotated bibliography and filmography • Norwegian: smaller, nearly insolvent financially https://c4i.co/3b1 • Comparison reveals important insights • Axes of comparison: • Objectives & outcomes • Overland transport •Strategies • Team dynamics • People and culture • Quality control • Equipment & technology • Risk management • Navigation • Errors and recovery •Scurvy • Financing & politics 2 5 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Headlines (1) The challenge • Reaching the pole was a high-risk project • Simplicity is critical for managing risk • Sometimes success depends on risking your What they were own reputation actually trying to do • Especially for high-risk projects, team culture matters South Pole • Choose your mentor(s) wisely • Have coaches who know how to guide you

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Source: NASA, Intelligent Systems Division Amundsen-Scott South Pole Station Antarctica composite November 5, 2019

South Pole

Temperature: -41°C-42°F Wind Chill: -56°C-68°F Source: webcam

Antarctica from space State of Antarctic exploration in 1910

0º Unknown South Pole Known

Shackleton de Gerlache Cape Evans  Nimrod 1907-09 Belgica 1898 Framheim

Amundsen-Scott South Pole Station 2006 Objectives & outcomes

What each team had to accomplish to achieve its goals

Terra Nova at the ice edge

Photo: Herbert Ponting Source: Scott’s Last Expedition Amundsen-Scott South Pole Station when near completion NSF/USAP photo, January 2006 9 12 Copyright ©2019 2019 Richard Richard Brenner Brenner Copyright © 2019 Richard Brenner

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Summary of British objectives The outcomes (spoiler alert) •Norwegians: • Reach the Pole first, get back to base alive, and report • Reached pole 14 Dec 1911 (56 days; 12.6 m/d) success first • Returned 26 Jan 1912 (98 days; 15.0 m/d) • Explore what we now know as • Staged in 5- to 6-hour days when traveling Marie Byrd Land and Victoria Land •British: • Prove value of motor sledges • 400 new plant, animal, and fossil specimens • Study embryo development in • Reached pole 17 Jan 1912 (76 days; 10.1 m/d) Emperor Penguins • Staged in 8+ hour days when traveling • Collect mineralogical and • Three bodies located 12 Nov 1912 near 80º South biological samples • Two others had died along the way; never found • Collect climatological data • Get Admiral’s braid for Scott The puzzle: What accounts for the

Summary of Norwegian objectives Insights about objectives

• Reach the Pole first, get back to base alive, • High-risk projects often contain surprises and report success first • Multiple surprises can lead to failure • Keeping things simple can limit the incidence of surprises • Don’t push it. Comfortable margins are necessary.

Simplicity is a way to limit the risks that need managing

From Amundsen’s journal Strategies

“Our plan is one, one and again one alone–to reach the Action plans and pole. For that goal, I have policies they used

King Edward VII decided to throw everything to achieve their Land else aside.” objectives

Amundsen in winter costume Source: Amundsen, The South Pole

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Basic strategy for both Amundsen: Use what works

• Travel by ship to Ross Ice Shelf boundary • Amundsen ignored conventional wisdom • Land all supplies and build base camp • Relied on evidence: • Pre-position supplies at a series of depots • Nutrition: fresh food, fiber •Winter over • Navigation: latest methods and multiple navigators • Mount assault in Spring • Manage people through loyalty • Return by end of Summer • Transport: dogs and ski

Depot • Make plans: Depot Depot • No plan is perfect • Review all plans repeatedly

Scott: Follow conventional wisdom Amundsen: Exploit situational momentum

• Applied Royal Navy methods: • Exploiting situational momentum means: •Nutrition • Navigation: naval methods for lower latitudes Use the elements of the situation • Manage people through command and control to your advantage rather than • Transport: “Man-hauling” is virtuous overcoming or defeating the situation • Also use ponies, motor sledges, and a few dogs • Motor sledges were a pet project of Scott’s • Amundsen used situational momentum • Make plans • Scott tried to overcome the situation • All plans are perfect •Examples: • Not subjected to review •Night travel • Rely on talented improvisation to fill any minor • Food for beasts of burden gaps • Canine coprophagia 20 23 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Motor Sledge Planking to protect the ice

Frederick Cook Robert Peary

Photo: Brown Bros Photo: Benjamin Hampton Source: The World’s Work, Source: Peary-MacMillan Arctic Museum, “Taking the ill-fated motor-sledge off the Photo: Herbert Ponting 1909, via Wikipedia Bowdoin College, via Wikipedia Terra Nova, Antarctica, 8 January 1911” Source: Alexander Turnbull Library, National Library of New Zealand 21 24 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

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Read: How to Make Amundsen was scooped Two routes to the pole Good Guesses: Strategy

• Amundsen had been planning a North Pole Wellington expedition Ross Ice Shelf is the size of • Had some funding France • Scooped in 1909: both Cook and Peary claimed they had reached the pole Scott’s Base Amundsen’s Base King Edward VII • Announced that instead of the North Pole he Land would do scientific exploration in the Arctic Transantarctic • Secretly redirected his expedition to South Mountains Pole

Take away your opponent’s Amundsen’s secret plan greatest asset

Scott in polar gear

Photo: Herbert Ponting Christiania (Oslo) Source: Alexander Turnbull Library via Wikipedia

Madeira

Scott: Make up rules that favor you Strategy insights

• Scott claimed personal ownership of • Use conventional wisdom as a guide, not a McMurdo Sound environs as base camp constraint • There was no such law • Use what works • Advantage: • Exploit situational momentum • Access to a known path to the pole • Sometimes, risking your reputation is • Ability to plan for that path necessary • Risk reduction • Make up rules that favor you • His claim deterred Amundsen • If you cross an ethical line and succeed, the world may forgive you, but if you fail, you’re probably finished

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The leaders

How they came to be the leaders of their expeditions

Fridtjof Nansen ca 1900 Sir Clements Markham ca 1904 Source: Source: Amundsen, Scott’s Last Expedition The South Pole Photo: Ludvig Forbech (cc) Photo: Elliott & Fry Source: Wikimedia Source: Wikipedia 31 34 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Scott’s career Scott’s mentor: Sir Clements Markham

• Born June 6, 1868 • Past president of the Royal Geographic • Ambitious Society • Not particularly talented as a commander • Politically connected, astute, and effective • Promoted Commander for Discovery expedition (Aug 1901) •Agenda: • Promoted Captain 10 Sep 1904 • Victorious (Aug 1906-Jan 1907) Flag captain to RADM • Re-commit the Royal Navy to polar exploration Egerton • Make the RGS a leading proponent of polar • Albemarle (Jan 1907-Aug 1907) Flag captain to RADM exploration Egerton • Limited experience of polar work • Terra Nova expedition 1910-1912 • Saw polar work as a path to promotion • No experience of command or as expedition • Not particularly passionate about exploration leader • Believed in virtuous “man-hauling”

Amundsen’s career through 1912 Amundsen’s mentor: Fridtjof Nansen • Born July 16, 1872 • First to ski across Greenland 1888 (Small • Merchant captain, but his mother wanted him to be a doctor party, custom-designed equipment) • Skilled and experienced polar traveler • Furthest North Fram 1895 (86°13′6″) • Lifelong ambition: first to reach the North Pole • Extensive command and polar travel • Member of first party to winter in Antarctica Belgica experience 1898 • Scientist and polar hero • First to traverse Northwest Passage Gjøa, 17 Aug • Adviser to numerous explorers 1905 • Control of Fram • First to demonstrate motion of Earth’s magnetic pole Gjøa, May 1905 • Nobel Peace Prize 1922 • First to reach the South Pole Fram 14 Dec 1911 • Politician, diplomat, author • Strong advocate of ski and dogs 33 36 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

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Insights about the leaders Power distance and high-risk projects

• Deal first with the greatest threat to • In Large-PD team cultures: whatever you’re trying to accomplish • Team members tend to reject their own • Be passionate about whatever you’re doing misgivings about the plan • If you can’t be passionate about what you’re • Team members tend to defer reporting problems • Team members tend to report that all is well doing, change what you’re doing when they believe or suspect otherwise • If the work is a means to an end, and not the • Established ideas tend to obstruct innovations end, choose low-risk work • Greater risk of the sunk cost effect • Choose your mentors wisely • These mechanisms make Large-PD teams vulnerable to risk events

Pony fodder Total: 45 tons Power distance British hut Shown: 7+tons

Social hierarchy and inequality in the distribution of power can limit a team’s ability to execute high-risk projects successfully

Francis Davies constructing Photo: Herbert Ponting Scott’s hut, 10 Jan 1911 Source: Alexander Turnbull Library, 38 National Library of New Zealand 41 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Wall of Crates Definition: power distance Plan of British hut Power distance is the strength of the social hierarchy of a culture. It is the extent to which lower

Definition ranking individuals accept and expect unequal distribution of power.

• Large power distance is correlated with • Hierarchical decision-making • Collectivism and having a defined place in the social structure

• Small power distance is correlated with Source: Scott’s Last View a 3-D Model of • Democratic decision-making Expedition the hut “Wardroom” “Mess Deck” • Individualism and independence 39 42 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

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Why the White Ensign

• Flag of the Royal Navy • Other official vessels too • Exceptions rarely granted • Mark of high status • Terra Nova was not RN • Most officers were RN or British Army • Military culture • They (and RGS) wanted the White Ensign • Scott’s mentor made it happen

Wife Kathleen Capt. Oates Capt. Scott Dr. Wilson Lt. Bowers m. 2 Sep 1908

Pipe Rack

Family Photos

Captain’s Insignia

L to R: Atkinson, Meares, Cherry-Garrard, Oates (standing), Photo: Herbert Ponting Scott at his desk in the hut, 7 Oct Taylor, Nelson, Evans, Scott, Wilson, Simpson, Bowers, Gran Source: Alexander Turnbull Library, Photo: Herbert Ponting 1911 (standing), Wright, Debenham, Day. P.O. Evans not present. 6 National Library of New Zealand Source: Wikimedia Jun 1911. 44 47 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

A Framheim postcard

Photo: Bain News Service Press photograph of Terra Nova ca 1910 Source: National Library of Norway Source: U.S. Library of Congress 45 48 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

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Framheim‚ 1911 Scott’s work distribution style

• Largely directive, authority-based • Kept his process to himself • On occasion, and with little warning, would issue orders • Consequences: • Unbalanced loads (Bowers) • Infringing distributed responsibility (Lt. Evans) • Example of tolerating: • Terra Nova encounters storms on the way South • Nearly founders • Lt. Evans saves the ship and all hands

At the pumps in a gale March 1912 Plan of Framheim Terra Nova in a st

• Terra Nova, over- loaded, encounters severe storm on 1 Dec 1910 • Seams open, bilges flood, boil- er fires out •Sub-Lt. Evans improvises repairs • Saves ship and all hands Photo: Herbert Ponting Source: Amundsen, The South Pole 50 Source: Ponting, The Great White South 53 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Amundsen’s work distribution style

Bjaaland Hassel Wisting Hanssen Amundsen • Amundsen’s style was mostly delegation • Led through loyalty not authority • He believed: • Never check delegated task status unless invited • Delegate thoroughly, praise liberally • Even innocent inquiry might be seen as intrusion • Make everyone feel their work is essential • “Let everyone be independent within his own sphere”

Delegation is more effective than direction L to R: Olav Bjaaland, Sverre Hassel, Oskar Wisting, Photo: Adolph Lindstrøm Helmer Hanssen, Amundsen, Hjalmar Johansen, Source: Amundsen, The South Pole in conditions of risk and uncertainty Kristian Prestrud, JØrgen Stubberud. 51 54 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

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Equipment

Suitability of their equipment and technology

L to R: P.O. Evans, Dr. Wilson pitching a tent at the summit of Beardmore Glacier

Photo: Lt. Bowers Source: Scott’s Last Expedition

Delegation guidelines for high risk How they selected equipment

• The greater the risk, the more important is • Scott: delegation • Commercial cooking gear, fuel storage, tents, • You can’t delegate your own accountability skis, boots, sledges, harnesses • Have an inform-as-soon-as-you-know norm • Clothing: fabrics tailoring followed conventional • Establish checkpoint expectations wisdom • Be prepared to rescind if necessary • Amundsen: • Your subordinate has final say in accepting • Commercial cooking gear • Keep your promises • Custom-made fuel storage, tents, skis, boots, • Delegate fully sledges, harnesses • Delegate authority, not just work • Clothing: fur and tailoring followed indigenous • Never infringe delegated authority arctic peoples • Delegate work that fits the person 56 59 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Insights about power distance Innovations

• Power distance matters most when risk is • Scott: high • Telephone • Experience matters in every position • Motor sledge • Power distance is communicated subtly • Amundsen: • In high-risk projects small power distance is •Thermos flask an advantage • Sledge meter •Fuel storage • Delegate work according to talent and ability • Tent: Floor sewn in, • You can’t delegate your own accountability pitched from inside

Amundsen or Bjaaland ascending Mt. Betty 17 Nov 1911 Dogs

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Scott’s motor sledge Scott’s sledge meters

Snow walls

Sledge meter wheel

Scott’s party at Barrier Inlet, ca 1911 Photo: Robert F. Scott Source: Alexander Turnbull Library, National Library of New Zealand 61 64 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Amundsen’s thermos Perfecting the sledge meter

• Dewar flask invented by James Dewar in • Sledge meter measures distance traveled 1892 • Useful for reckoning position • Patented by Thermos, commercialized 1904 • Mitigates need to make actual sun sightings • Amundsen adopted it: • Helps monitor pace • Reduced time, labor required for lunch • Problem: drift snow gets into the gears • Enabled him to carry water, store it overnight • Drift snow particles are small • Cause sledge meter wheel to undercount distance • Scott used commercial sledge meters Small innovations—like small • Amundsen also had commercial models mistakes—can have enormous impact • Dissatisfied with performance on depot runs • Over winter, had them completely rebuilt

Amundsen’s sledge meters Insights for innovations Tent Sledge meter wheel Depot Man Harnesses Sledge meter wheel • For high-risk projects, avoid untried technologies • When you innovate, innovate with familiar technologies • True mastery of critical technologies can be innovative • Attend to critical elements of the low-tech substrate Dogs Dogs To run ahead of the pack, you Amundsen’s party at the 85º depot Source: Amundsen, The South Pole must leave the pack behind 63 66 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

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Navigation A seminar in polar navigation • November 1909 Arthur Hinks seminar at RGS • Navigation is a hot topic because of Peary and Cook Navigation is more • Scott attended, but ignored the specialists than “where am I.” It can be the differ- • Navigating near the pole is peculiar ence between life • All meridians converge and death, or • Finding longitude is both difficult and useless financial health and • Near the pole bankruptcy. Source: Amundsen, The South Pole v. II Project Gutenberg Australia • Scott continued to use laborious navigational methods to calculate position, including longitude • Amundsen calculated latitude, and just steered South 67 70 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Navigation at the pole Non-magnetic sledge

• Only one sunrise and one sunset per year • Amundsen’s lead sledge was non-magnetic • Sun has no noon maximum • Driven by Helmer Hanssen (best dog driver) • Special techniques for navigational • No ferrous material in construction or load measurements are required • Enhanced accuracy in • A solid claim is based on boxing your position course-keeping • Fitted with special compass: • Mounted on gimbals • Protective case • Similar to a marine mounting A time series at sunrise 30 minutes between exposures Reduced the need to halt Photos courtesy Robert Schwarz for compass reading Helmer Hanssen’s compass 68 71 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Royal Geographic Society Amundsen’s snow beacons

Dogs Sledge meter wheel Dogs Beacon Sledge meter wheel

Sir Clements Markham

One of Amundsen’s snow beacons on Source: Amundsen, The South Pole v. II the barrier surface Project Gutenberg Australia

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Amundsen’s navigation Scurvy • Snow cairns every three miles, 1 per hour •Two meters high, one visible from the next • Each contains position, distance to last depot, bearing to previous cairn How they dealt • Depots flagged east and west with the scourge • Five miles, every half mile of polar travel Google doodle for September 16, 2011 • Each pennant numbered, with distance and About this Google Doodle bearing to depot • On return, use dog spoor to locate trail • Multiple navigators to check each other

118th Birthday of Scott’s navigation Albert Szent-Györgyi

• Depots marked with a single pennant 1893-1986 • Cairns too low, badly made, too few for navigation Biochemist • No dog spoor marking the trail (no dogs) • Had to unharness and scratch to find outbound Nobel Prize trail Physiology or Medicine • Old tracks drifted up 1937 • Old tracks hard to detect with sun ahead Pronounce Szent-Györgyi; UK version

Szent-Györgyi in 1948 at the time of his appointment to NIH

Insights for navigation Role of vitamin C • Essential nutrient involved in • Avoid gathering data for metrics that offer • Repair of tissue too little added value • Enzymatic production of certain neurotransmitters • Remove all sources of bias in assessments of • Immune system project status • Wound healing • Use multiple independent estimates of effort • Synthesis of collagen, important in connective remaining tissue, tendons, ligaments, skin • Know how much more {work, time, • Corneas, blood vessels resource} your project requires • Scurvy: vitamin C deficiency • Know the early warning signs that your • Bleeding under the skin, spongy gums, poor wound healing, breakdown of scars project is off course • Suppurating wounds, loss of teeth

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About scurvy Last words

• Age of Exploration (1500-1800), two million Terra Nova •Breathe Fram sailors died of it •Listen • 1747: James Lind demonstrates that lemon •Assess juice prevents and cures scurvy •Decide • 1753: Lind publishes his results • 1795: Royal Navy directs that all sailors must consume rations of lemon juice • 1867: Royal Navy switches to lime juice (less effective) • Multiple incidents among polar expeditions • Widely believed caused by pathogen Source: National Library of Norway 79 via Wikimedia 82 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

Resources How Amundsen dealt with scurvy risk • Politics, meetings, communication, and conflict • Articles at https://ChacoCanyon.com/pointlookout/politics.shtml • Tips ebook 303 Secrets of Workplace Politics at https://c4i.co/32z • Articles at https://ChacoCanyon.com/pointlookout/communication.shtml • Tips ebook 101 Tips for Communication in Emergencies at https://ChacoCanyon.com/products/techdivide.shtml Bilberries • Tips ebook 101 Tips for Effective Meetings at https://ChacoCanyon.com/products/101tipsmeetings.shtml • Tips ebook 101 Tips for Managing Conflict at https://ChacoCanyon.com/products/101tipsconflict.shtml • Links collection: https://c4i.co/297 • Follow Rick on Twitter: @RickBrenner https://www.Twitter.com/RickBrenner Cloudberries Seal steak (cc) foodlists.ca • Connect with Rick on LinkedIn: https://LinkedIn.com/in/RickBrenner No sign of scurvy for entire expedition

Subscribe to my free newsletter: How Scott dealt with scurvy risk Point Lookout • Scott followed (inadequate) Royal Navy practice • Weekly email newsletter • Scurvy broke out on Discovery • 500 words per edition • When Scott was away second-in-command • Topics: ordered seal meat consumption, scurvy resolved • Communications • Change • Scott conceals the incident in Voyage of Discovery • Meetings • Workplace politics • Scurvy broke out again on southern journey • Project management • Conflict • During winter 1910-1911: • Managing your boss • …and more • Diet was poor in vitamins B, C •To subscribe • White bread, tinned meat, occasional overcooked • Use the form at the end of the handout, or seal • Hand me your business card, or • Sign up on the Web Several, including Lt. Evans, afflicted More info: https://www.ChacoCanyon.com/pointlookout 81 84 Copyright © 2019 Richard Brenner Copyright © 2019 Richard Brenner

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