How To Build a (Truly) Purpose-Driven Team
From inspiration to resilience – how purpose helps team stick together
“Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honor and recognition in the event of success.”
Legend has it that Sir Ernest Shackleton used the text above in an ad to recruit his crew for the Endurance Expedition to Antarctica. Shackleton was determined to become the first person to reach the South Pole – the southernmost point on Earth.
The British explorer was about to face one of the most challenging missions in history. As a leader, he wanted to inspire – and warn – his crew about the challenges ahead.
The mission itself failed in historic proportions. What was intended to be a 120-day journey ended up being a quest for survival.
Five months into their journey, the Endurance crew found themselves trapped in thick, unyielding ice. It took an additional nine months for the ice to finally crush the ship, leaving everyone stranded.
The mission to the South Pole was done, but the team wasn’t.
Shackleton’s purpose-driven team turned a catastrophic failure into a legendary tale of survival and resilience. Here are 5 lessons you can learn from this.
1. Hire people for a mission, not a job
When Shackleton assembled his crew for the Antarctic expeditions, he wasn’t just filling positions; he was building a team capable of facing unimaginable challenges. Their true value wasn’t in their sailing skills but their ability to withstand adversity.
Despite being cited countless times as the perfect example of recruiting talent, Shackleton's ad has been deemed apocryphal.
The Antarctic Circle offered a $100 reward to anyone who could prove the ad was real. Similarly, Bob Headland, the former curator of the Scott Polar Research Institute at Cambridge, has promised a case of Madeira. As expected, the Portuguese wine is still aging at the museum.
Yet, these words continue to resonate with people.
Why? Because people want to be part of something bigger than themselves. That’s the secret sauce of purpose-driven teams.
Next time you’re hiring, ask candidates about their ‘why.’ Invite them to describe a time when they made a tough choice to stick to their purpose. Have them share a project they felt passionate about – and why it mattered.
“Here we are 9,500 ft. above sea level, farther away from civilization that any human being has ever been, with half a gale blowing, and drifting snow flying, and frost, and yet we are not miserable.” – Frank Wild, provisions
Find the connection between personal and team purpose.
Share your purpose and ask candidates to articulate it in their own words. It’s not enough for them to understand the purpose – they need to feel excited about it. Ask them to explain how they would handle a situation that would conflict with their purpose and values. This will reveal their commitment to the mission.
Observe the candidate’s behaviors during the interview. Purpose-driven employees often demonstrate strong ownership, initiative, and passion.
Shackleton didn’t prioritize experience when selecting his crew. He believed positive, optimistic, keen people were more valuable than experienced troublemakers. For the British explorer, a teammate with the right mindset could pick up any skill.
2. Be willing to make sacrifices
Being purpose-driven is less about what you say “yes” to and more about what you say “no” to. It requires making tough choices. A purpose that costs you nothing is not worth having.
The Endurance crew had to make countless sacrifices – from embarking on a risky mission to surviving being lost in the Antarctic for two years.
After he led his team across the ice, dealing with the most brutal weather you can imagine, they eventually reached Elephant Island. The team settled in this remote, uninhibited place.
But as a true fearless leader, Shackleton wasn’t done.
Together with five crew members, they set sail in an open lifeboat. Their goal was to reach the whaling station on South Georgia Island. That would require surviving multiple storms, heavy winds, and threatening ice.
“It was the most amazing suffering.” – one crew member.
Promote a culture of helping each other. Make it okay to ask for help and support each other, especially when it means giving up comfort.
Prioritize long-term impact even over quick wins. Celebrate people who go above and beyond. As a leader, demonstrate your willingness to take risks to help the team reach its destination – no matter the obstacles.
3. Ground your purpose in tangible behaviors
Culture is the behavior you reward and punish. A purpose statement means nothing if it’s not connected to specific behaviors.
Shackleton knew that certain behaviors like collaboration, adaptability, and perseverance were crucial for survival. He modeled these behaviors and made sure his crew followed suit.
During crises, team members often panic and start blaming each other. However, Sir Shackleton's calmness and confidence were inspiring. His demeanor was crucial when the ship became trapped in ice.
"It was at this moment Shackleton showed one of his sparks of real greatness. He did not show the slightest sign of disappointment. He told us simply and calmly that we would have to spend the winter in the pack."
– Alexander Macklin, ship’s doctor
What behaviors do you reward? Shackleton encouraged more than collaboration. He rewarded true camaraderie. The men played football on the ice, participated in highly competitive dog-sled races, and even shaved their heads for a team photo for expedition photographer Frank Hurley.
Clearly articulate the behaviors that align with your purpose. For example, if your purpose is to foster innovation, desired behaviors might include taking calculated risks, embracing failure as a learning opportunity, and constantly seeking new ideas.
What behaviors do you punish?
Conversely, leaders should act when people’s behaviors threaten the team's purpose. If you don’t take care of bad behavior, you’re condoning it.
Purpose-driven teams often punish people who pursue personal agendas, play politics, are complacent, or behave like jerks.
On the rare occasions when crew members didn’t abide by the teamwork code, Shackleton took action. He understood that inaction could quickly lead to a toxic culture. For instance, he reprimanded John Vincent in front of others and demoted him for bullying colleagues.
4. Purpose is not self-serving but about serving others
Shackleton’s leadership was characterized by his unwavering commitment to his crew’s well-being, even at the expense of his own comfort. This selflessness didn’t just create a united team; it kept them alive.
For instance, there were not enough skin (sleeping) bags for everyone. Shackleton and the other officers gave theirs to the crew. To help his men prepare for the trauma of abandoning the Endurance, Shackleton literally served his men. He woke up earlier than usual to prepare hot chocolate and delivered it to each man.
One of the key steps in crafting a team purpose is defining who you serve. Most teams serve multiple stakeholders. However, choosing the most critical is vital to creating a meaningful purpose.
More often than not, your most important stakeholder is your team. If your team is not happy or motivated, you won’t be able to achieve your ultimate purpose.
Shackleton’s original goal was to reach the South Pole. He wasn’t driven by a personal agenda but a larger purpose.
As he wrote to his wife Emily about this immense pressure:
“I am representing 400 million British subjects.”
When it became clear that he wouldn’t accomplish his mission, Shackleton didn’t panic. He pivoted to a new goal: to get his men back home safely. The leader made sure everyone rallied around this new mission.
The new purpose was all about hope.
Hope kept the crew alive while they were trapped in the ice. It encouraged people to leave the ship and venture into unknown territory. Hope drove the crew to stay alive in a remote place while Shackleton sought help in South Georgia.
After two weeks of battling harsh natural threats, Shackleton and his five companions reached a whaling station. However, his mission wasn’t over. He persisted in his effort until the remaining crew members could be rescued from Elephant Island.
5. Model never giving up
Purpose-driven leadership can make a difference by ensuring the team sticks together, especially during pivotal moments.
Purpose-driven leadership can create an impact by ensuring the team never loses its determination.
The crew of the Endurance faced harsh weather conditions and scarce food and supplies. Shackleton maintained unity with his light-hearted touch and humor. He recognized the importance of keeping people focused and motivated.
The explorer knew that a drop in morale could jeopardize his team's chances of survival. Therefore, he assigned daily tasks to keep everyone busy yet productive.
Doing meaningful work is a powerful motivator to overcome setbacks and keep people going with a relentless focus on the ultimate goal.
“Difficulties are just things to overcome, after all.” – Ernest Shackleton
The ability to unlearn is vital to build a purpose-driven team. To overcome adversity, we need to empty our cup – creating space for new possibilities – rather than rely on past experiences to solve new, unexpected challenges.
Hire for adaptability, prioritizing people who are self-aware, have multiple backgrounds, and are intellectually humble.
Shackleton had an unconventional but deliberate way of hiring people. While the ad might be apocryphal, like every myth, it’s based on some element of truth.
For instance, he hired an anthropologist who had recently returned from an expedition to Sudan. Shackleton believed that the adaptation from the extreme heat to extreme cold could offer unique insights. The decision paid off, as the anthropologist proved to be a valuable asset during mission-critical moments.
Finally, after over two years, all 27 men returned to England alive. The experience was more daunting than the ad described. Yet, no one was killed in the process.
The story of the failed Antarctic expedition is a powerful testament to perseverance. Purpose-driven teams face challenges and setbacks yet stay committed to their ultimate goal. This involves persisting despite failures, continually seeking improvement, and staying focused on long-term goals, even when short-term outcomes are disappointing.
Do you need help building a purpose-driven team? Schedule a free consultation call to discuss how I can help you.
Great piece… in my experience, hiring great people like this is counterintuitive vs hiring average people. For example:
Top talent doesn't just want to be "recognized"... they want to be made a hero.
This means they don’t want to win easy fights.
So instead of cushioning your people from difficulty, articulate what’s working against them. Amplify the enemy.
Insightful article, thank you!