Antarctica had been on my bucket list forever. You know, one of those “one day I’ll do it” dreams—until one day, I actually did. And let me tell you, no amount of documentaries, photos, or David Attenborough narrations can prepare you for the moment you step onto the icy shores of the last true wilderness on Earth.
I was on an expedition icebreaker with a group of entrepreneur friends from Nomad Cruise because, apparently, working remotely from coffee shops wasn’t extreme enough—we had to take our Slack notifications to the most remote place on the planet. Not that anyone actually worked 🙂 The idea of “doing Zoom calls from Antarctica” sounded just cool, but in reality? Impossible. Especially when crossing the Drake Passage, aka the wildest stretch of ocean in the world. At that point, the only goal was survival, not in a dramatic explorer kind of way, but in a “just try not to puke” kind of way. And besides that, seriously, who wants to sit on a laptop while being surrounded by whales? None of us, right?
We spent our days cruising past towering glaciers, dodging overly confident penguins, and watching whales casually pop up next to our Zodiac as if they were just checking in on us crazy humans. It was surreal. It still feels surreal as I write this. It’s like being on another planet where time stands still—except you’re wearing five layers of clothing and constantly wondering if your fingers are still attached.
But it wasn’t just the landscape that fascinated me. Every day, we had expert lectures about the environment, the wildlife, and the history of Antarctica—and that’s where I stumbled upon a leadership lesson I didn’t see coming.
The Race to the South Pole (1911–1912)
The race to the South Pole between Robert Falcon Scott and Roald Amundsen is a perfect case study in leadership. The two men set out to be the first to reach the bottom of the world. Both were brilliant and determined, and their teams relied on them. But only one of them made it back alive.
Why? Good vs. Bad Leadership.
Let’s break it down.
Robert Falcon Scott: The Traditionalist Who Led with Ego
Scott, a British naval officer, had a structured and hierarchical leadership style. He believed in the power of human endurance and traditional methods. He carefully planned every detail of the expedition – on paper!
But his leadership decisions doomed the expedition before it even began.
Here’s where it went wrong:
- Bad Recruitment Decisions: Scott recruited based on class and title, not skill and experience. Many of his men were scientists or naval officers with impressive résumés but zero experience surviving in extreme cold. It was more about connections and funding than competence. Meanwhile, Amundsen took the complete opposite approach: he handpicked practical survivalists—men who could ski, handle dogs, and thrive in brutal conditions.
- Rigid & Arrogant Thinking: Scott refused to adapt and learn from experts like the Inuit. He viewed them as a primitive culture and ignored the fact that they had mastered Arctic survival for centuries. Instead of adopting their lightweight, insulated fur clothing, he insisted on British military-style wool uniforms for his men. His team looked stylish, but Antarctica was not a catwalk. Their outfits absorbed sweat, froze solid, and turned them into walking ice cubes. Frostbite and hypothermia became major threats. Meanwhile, Amundsen’s men stayed dry and warm in their fur outfits inspired by the Inuit.
- Transportation Failures: Scott relied on ponies and motor sleds. In British military history, ponies were commonly used for transport in difficult terrains. He assumed they would work in Antarctica as well. The ponies were not used to the Antarctic climate and died very early in the journey. He also dismissed the Inuit expertise in dog sledding, which would have helped him. Scott viewed sled dogs as unreliable and felt they required too much training. Instead, he believed that motorized transport would give him a competitive advantage. The motor sleds were a new, experimental technology that had never been properly tested in cold conditions. They broke down quickly. So from the very beginning, his team had to drag the heavy supplies themselves, wasting their precious energy.
- Neglecting His Team: Scott prioritized the mission over his men. He was so focused on reaching the South Pole that he ignored critical survival basics. He pushed his team to exhaustion, underestimated food rations, and failed to set up enough supply depots for the return journey. When the weather worsened, he refused to turn back.
The tragic outcome? Scott reached the South Pole—only to find Amundsen’s Norwegian flag already there. His team, physically depleted and starving, perished one by one on the return journey.
Roald Amundsen: The Adaptive and Humble Leader
Amundsen, a Norwegian explorer, approached leadership differently. He was a student of nature, a master of preparation, and—most importantly—he adapted.
- Learning from Experts: Instead of assuming he knew best, Amundsen did the smartest thing a leader can do: he found people who were already experts and learned from them. He spent two years living with the Inuit (1903–1905), observing how they not only survived but thrived in extreme cold. No ego, no superiority complex—just pure curiosity and respect. What did he learn? That dog sleds beat man-hauling any day, that fur clothing keeps you warm and dry, and that fresh seal meat prevents scurvy. He tested everything before Antarctica, refining his methods so he wouldn’t just “hope for the best” when things got real.
- Resilience and Flexibility: While Scott stuck to his original (flawed) plan like a CEO who refuses to update their strategy despite every red flag, Amundsen adjusted based on the conditions. He took a pragmatic, data-driven approach, constantly testing new ideas, refining his strategy, and staying humble enough to pivot based on real conditions. Instead of dragging himself (and his team) into misery for the sake of pride, he made adjustments—whether it was optimizing travel distances, refining food rations, or even tweaking sleeping arrangements. His approach? Test, observe, adapt, repeat. No stubbornness. No, “but this is how we’ve always done it.” Just a relentless focus on what actually worked.
- Putting His Team First: Amundsen had one core priority: Get everyone home alive. He planned meticulously to ensure his team had enough food, rest, and resources. He planned extra food supplies and never overextended his men. The result? They reached the South Pole first and made it back alive. The result? Every single one of Amundsen’s men survived.
Amundsen’s success wasn’t luck. It was humility, adaptability, and an unshakable focus on his team’s well-being. Amundsen’s Antarctic strategy was not just theoretical—it was tested and proven in extreme conditions, unlike Scott, who stubbornly stuck to British naval traditions.
Antarctic Wisdom: Leadership Lessons for the Modern World
- Plan, but Stay Agile: Scott believed in one plan, one way. Amundsen planned too, but he was ready to change course when reality demanded it.
- Ego Can Kill. Be Open & Learn from Others: Scott dismissed valuable survival techniques because they weren’t “British enough.” Amundsen checked his ego at the door and learned from those who understood the landscape better.
- Take Care of Your People and They’ll Take Care of the Mission: Scott pushed his men past their limits, while Amundsen maintained a sustainable pace, ensuring his team was healthy, well-fed, and well-rested.
The result? One team was successful, while the other froze in the snow.
How to Bring Antarctica’s Leadership Lessons into Everyday Life
Great leadership isn’t just about having a vision—it’s about being open to learning from others, adapting to change, and putting your people first.
What do you think?
Have you ever faced a leadership challenge where adaptability, teamwork, or learning from others made all the difference? Or where rigid thinking led to failure?
Drop a comment. I’d love to hear your insights!
If you’re navigating change, transformation, or leadership challenges and need support, let’s chat! I help companies and individuals “surf the waves of change” through transformation workshops and consulting.
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