Management Lessons from the Great Explorers

This book looks at famous explorers to discuss and analyze the management practices they used before, during, and even after their expeditions. Each chapter presents the historical background about the explorers and gives a management perspective on the challenges they faced. The final chapter provides lessons learned.

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The early explorers up through those of the early part of the last century were the supreme users of management practices that have been formalized today. Their expeditions had all the characteristics of a business project: goal setting, strategizing, applying finite resources, risk-taking, keeping people, dealing with competitors, and many others. During actual expeditions, the leaders faced many risks, issues, and conflicts that challenge the best leaders today, from small to large enterprises. Like all projects and business ventures, the expeditions met their goal, either partially or entirely, and in some cases even exceeded it or failed it completely.

Management Lessons from the Great Explorers selects the most famous, and in some cases infamous, explorers to discuss and analyze the good and bad management practices—even though these explorers may have never called them management practices—they used before, during, and even after their expeditions. Each chapter provides historical background about one explorer and the details about their explorations. The chapters then discuss the challenges the explorers faced when planning and executing their expeditions and examine their successes and failures from a management perspective. The book will help managers to






Manage unexpected and potentially catastrophic risks



Set goals that open up new horizons



Communicate effectively with team members



Lead teams through hardships and difficulties

The final chapter gives lessons learned that managers may take from the book and apply to their own business undertakings. These lessons include






Learning from experience



Having a strong sponsor and team



Relying on data and information



Applying risk management and adapting to changing circumstances



Implementing unity of command and defining roles and responsibilities



Identifying and understanding stakeholders



Being decisive



Being willing to say no