Over a century ago, two expeditions set out with the same goal: to reach the last unexplored corner of the planet—the South Pole. Roald Amundsen, from Norway, and Robert Falcon Scott, from the United Kingdom, led two very different approaches to exploration. But today, in the 21st century, what can these extreme journeys teach us from the comfort of an office?
Perhaps more than we think. Because even though our maps are drawn and borders defined, everyday challenges still put us to the test. And the decisions we make—as leaders, as teams—still determine whether we reach our goals.
What will I read aout in this article?
- Preparing the path, even when the end isn’t in sight
- The team is the expedition
- Adapt or fall behind
- Time needs managing too
- Facing uncertainty
Preparing the path, even when the end isn’t in sight
When Amundsen prepared for his expedition, he left nothing to chance. He learned from those who knew the terrain and adapted his equipment—skis, sled dogs, and Inuit-style cold-weather clothing—to the extreme conditions of the ice. Scott, on the other hand, opted for more traditional methods: ponies, motorised sleds, and faith in human endurance. Despite weeks ahead in the snow, he didn’t even bother to learn how to ski.
Who hasn’t felt at some point like they’re moving forward blindly during a project? We don’t always know what we’ll face along the way. But we can prepare the ground, get to know our tools, and rehearse possible scenarios. The real lesson may not lie in following a manual, but in daring to look around and learn from others—from what has already worked, or failed, before.
The team is the expedition
Amundsen didn’t just choose expert skiers—distrusting equipment suppliers who didn’t understand what was needed in such unexplored territory, he selected companions who could improve the gear themselves. And although none of his men had been to Antarctica, they were all Arctic veterans and familiar with snow and ice. He also required everyone to know the past expeditions of their teammates.
Scott, following naval tradition, formed a diverse team—but one less physically prepared for icy challenges. Only one was an accomplished skier, and as he was Norwegian, not British, he was excluded from the final race to the Pole and stayed at base.
At work, just as in exploration, the group is everything. And it’s not enough to gather individual talents—they must share a purpose, understand the path ahead, and trust each other. How do we react in the office when a problem arises? Do we stick together, or does everyone retreat on their own?
Sometimes, the best leadership lessons don’t come from grand gestures, but from everyday acts that uphold team morale: recognising effort, celebrating progress, or offering a hand when spirits are low.
“At work, just as in exploration, the group is everything. And it’s not enough to gather individual talents—they must share a purpose, understand the path ahead, and trust each other.
3. Adapt or fall behind
While Amundsen adapted every detail—from fur clothing to daily routines—to the frozen environment, Scott clung to rigid methods, trusting that British grit alone would conquer Antarctica. But nature had the final say.
What happens when we insist on using the same approach for different problems? Sometimes, the office becomes a shifting ecosystem: new technologies, hybrid teams, unexpected challenges. And just like in Antarctica, adapting isn’t optional. For example, knowing how hard it would be to pitch a tent during a blizzard, the Norwegian team designed one that could be set up by a single person.
4. Time needs managing as well
Amundsen knew that moving faster wasn’t always better. He set a steady pace—covering a reasonable distance each day and resting well, caring for both the people and the dogs. They averaged just twenty-seven kilometres a day, but did so consistently. Scott, in contrast, pushed the team harder, stretching out the daily march to its limits.
In the office, how often do we confuse productivity with exhaustion? Time management also means knowing when to change pace to avoid burning out or losing perspective. Fatigue, like snow on the sled, weighs us down, slows our pace, and saps motivation.
Perhaps the goal isn’t to go faster, but to arrive better.
5. How do we face uncertainty?
Amundsen and Scott both set off without knowing what awaited them. One trusted in preparation and flexibility; the other, in the strength of human spirit. Both encountered what every explorer fears: the unpredictable.
The office might seem safer, but it’s full of uncertainties, too. Markets shift, crises emerge, unexpected competitors appear. How do we respond to these situations? Like someone afraid of the ice—or someone willing to learn how to walk on it?
Perhaps the deepest lesson from these expeditions is accepting that not everything can be controlled. But we can choose how we prepare, how we respond, and how we care for the team in the midst of the storm.
Beyond who reached the South Pole first (yes, it was the Norwegian Ronald Amundsen), what stays with us from these stories is the echo of human decisions—those made by firelight, while planning alone in a tent. And those made in meeting rooms, with clients on video calls.
Maybe our challenges aren’t as extreme as Antarctic ice. But every day, in the office, we still choose how to prepare, who to walk with, which tools to use, when to press on, and when to pause. In essence, we’re still exploring new frontiers.
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