This is an excellent illustration of the divide between blindly accepting what we are presented at face value versus the investigation of the background circumstances which caused the fraught scenario in the first place. Though historic, it lends itself well to highlight the massive difference in outcomes one may expect when using the contrasting methods of leadership.
Unforced errors are the worst kind, since they needlessly waste precious resources. Time, energy, effort, capital and goodwill cannot be directly or quickly recouped, putting the unfortunate party at a loss, or at least setting them on their back foot for a while. While delay is never the desired MO for a thriving business, employing thoughtfulness illuminates the opportune time and direction for action, affording greater returns reaching far beyond impulsiveness in the moment.
The skill of removing distractions and avoiding known challenges is so often overlooked until things are thrown into complete disarray and the effort becomes a rescue mission. Instead of hitting targets with ease, we risk being swept away, reduced to observing a riveting performance of “saviors” who may never have needed a call to action had we thoroughly considered the situation and implemented wise actions in advance.
Planning any grand endeavor merits time and bullet-proofing, if only to assure the team’s confidence in their ability to focus on the goal they strive to achieve. Critical thinking allows us to embrace the quiet dismantling of perilous circumstances ahead of their arrival and, instead, create supportive buffers. In this way, the methods and components of progress and success are not left up to chance, but are inherently included within the design itself.
Thank you for such a thoughtful comment! I’m glad the piece resonated with you. You’re absolutely right, too often we overlook the quiet work that prevents crises in favor of dramatizing the crises themselves.
I love your point about “unforced errors” being the worst kind; we rarely get back the time and energy wasted on avoidable problems. In my experience, a little extra planning and bullet-proofing upfront goes a long way toward avoiding that last-minute rescue mode. It also gives the team more confidence when they see a thoughtful plan in place.
Like you said, it’s so much better to build success into the design than to rely on heroics after the fact. Thanks again for reading and sharing your insight!
A great story and comparison. I think what Shackleton was rightly recognised for was his leadership once he was in a crisis, and that was great leadership. Clearly, not necessarily before the crisis.
If I am not mistaken other great examples of 'quiet leadership' were in Jim Collins book "Built to Last"
Love this point. Shackleton’s heroics really started after the ice trapped him, which makes his crisis leadership impressive—but also highlights why prevention matters.
I’m a huge Jim Collins fan too. His Level‑5 leaders (like Darwin Smith at Kimberly‑Clark) prove you can be almost invisible day‑to‑day and still crush the long game.
Before I answer your question, I'd like to appreciate this lecture in newsletter content shape you've just provided.
Sadly, the loud one got the spotlight while the quiet ones were consistently understimated on almost every company I've worked.
Thank you, Edward! I’m really glad the message resonated with you. Thanks for reading and sharing how it made you feel.
This is an excellent illustration of the divide between blindly accepting what we are presented at face value versus the investigation of the background circumstances which caused the fraught scenario in the first place. Though historic, it lends itself well to highlight the massive difference in outcomes one may expect when using the contrasting methods of leadership.
Unforced errors are the worst kind, since they needlessly waste precious resources. Time, energy, effort, capital and goodwill cannot be directly or quickly recouped, putting the unfortunate party at a loss, or at least setting them on their back foot for a while. While delay is never the desired MO for a thriving business, employing thoughtfulness illuminates the opportune time and direction for action, affording greater returns reaching far beyond impulsiveness in the moment.
The skill of removing distractions and avoiding known challenges is so often overlooked until things are thrown into complete disarray and the effort becomes a rescue mission. Instead of hitting targets with ease, we risk being swept away, reduced to observing a riveting performance of “saviors” who may never have needed a call to action had we thoroughly considered the situation and implemented wise actions in advance.
Planning any grand endeavor merits time and bullet-proofing, if only to assure the team’s confidence in their ability to focus on the goal they strive to achieve. Critical thinking allows us to embrace the quiet dismantling of perilous circumstances ahead of their arrival and, instead, create supportive buffers. In this way, the methods and components of progress and success are not left up to chance, but are inherently included within the design itself.
Thank you for such a thoughtful comment! I’m glad the piece resonated with you. You’re absolutely right, too often we overlook the quiet work that prevents crises in favor of dramatizing the crises themselves.
I love your point about “unforced errors” being the worst kind; we rarely get back the time and energy wasted on avoidable problems. In my experience, a little extra planning and bullet-proofing upfront goes a long way toward avoiding that last-minute rescue mode. It also gives the team more confidence when they see a thoughtful plan in place.
Like you said, it’s so much better to build success into the design than to rely on heroics after the fact. Thanks again for reading and sharing your insight!
A great story and comparison. I think what Shackleton was rightly recognised for was his leadership once he was in a crisis, and that was great leadership. Clearly, not necessarily before the crisis.
If I am not mistaken other great examples of 'quiet leadership' were in Jim Collins book "Built to Last"
Love this point. Shackleton’s heroics really started after the ice trapped him, which makes his crisis leadership impressive—but also highlights why prevention matters.
I’m a huge Jim Collins fan too. His Level‑5 leaders (like Darwin Smith at Kimberly‑Clark) prove you can be almost invisible day‑to‑day and still crush the long game.
(Quiet + prepared) beats (loud + reactive), every time. Thanks again!