Book description
Lessons on authentic leadership from the 58th annual Antarctic expedition
In Leading on the Edge, successful business speaker and consultant Rachael Robertson shares the lessons she learned as leader of a year-long expedition to the wilds of Antarctica. Leading eighteen strangers around the clock for a full year—through months of darkness and with no escape from the frigid cold, howling winds, and each other—Robertson learned powerful lessons about what real, authentic leadership is. Here, she offers a deeply honest and humorous account of what it takes to survive and lead in the harshest environment on Earth. What emerges from her graphic account is a series of powerful and practical lessons for business leaders and managers everywhere.
Features practical leadership lessons that are particularly helpful for any leader who must get the best out of the team they've got
Features solutions to many challenges common to all workplaces
Includes real excerpts from Robertson's personal journals through twelve months of leading in the most challenging environment in the world
Written by a popular speaker and business leader who has appeared at more than 350 national and international conferences and events for a wide range of industries
Leading on the Edge explains what it's like to take charge when you've no place to hide and how truly harsh environments can serve as a leadership laboratory that results in truly effective, authentic leadership.
Table of contents
- Cover Page
- Title Page
- Copyright
- Contents
- A note from the author
- Acknowledgements
- Preface
- Part I: How I got there
- Part II: Antarctica beckons
-
Part III: Preparing to leave
- Chapter 10: Seeing what's wrong is easy — the hard part is the fix
- Chapter 11: Understand the game, and play your hand carefully
- Chapter 12: Ask ‘why?’, then keep asking why
- Chapter 13: Adventure is not without risk
- Chapter 14: Try to stay positive: even the stormiest seas eventually subside
- Chapter 15: A handpicked support team can be essential
- Part IV: Summer in Antarctica
- Chapter 16: Make the right decision the right way
- Chapter 17: Step up onto the balcony — but you'll need time and support
- Chapter 18: Ambiguity and leadership go hand in hand
- Chapter 19: Feeling stressed and overworked? It could be your boundaries
- Chapter 20: Good leaders know when to show emotion
- Chapter 21: Think ahead and know what you will do in an emergency
- Chapter 22: When you're spending all your time managing, don't forget to lead
- Part V: Antarctic winter
- Chapter 23: It's important to know your people, not just the work they do
- Chapter 24: As a leader you are being watched, always
- Chapter 25: Find a reason, any reason, to celebrate
- Chapter 26: Check in on your people: ask R U OK?
- Chapter 27: Take care of the little things
- Chapter 28: Judgement comes with experience
- Chapter 29: ‘No triangles’ takes effort and persistence
- Chapter 30: Watch out for three-quarter time — keep your energy up
- Part VI: The return
- Chapter 31: Go the distance
- Appendix A: What it takes to be an inspirational leader
- Appendix B: Build teamwork with ‘no triangles’
- Index
Product information
- Title: Leading on the Edge: Extraordinary Stories and Leadership Insights from The World's Most Extreme Workplace
- Author(s):
- Release date: October 2013
- Publisher(s): Wiley
- ISBN: 9780730305491
You might also like
book
Building the Best: 8 Proven Leadership Principles to Elevate Others to Success
Build a world-class team culture with proven principles from renowned “Follow My Lead” podcaster and business …
book
Leading So People Will Follow
A unique take on leadership from a popular Forbes blogger and nationally-known leadership coach Leading So …
book
Dealing with Meetings You Can't Stand: Meet Less and Do More
The proven process for making the most of every business meeting—from the coauthor of the international …
book
The Clarity Principle: How Great Leaders Make the Most Important Decision in Business (and What Happens When They Don't)
Turf wars, low morale, bad politics, and misguided strategies: these are issues that claim much of …