DENNIS PERKINS is the author of Leading at The Edge and CEO of Syncretics Group, a consulting firm dedicated to helping leaders and teams thrive under conditions of adversity, uncertainty, and change. A graduate of the United States Naval Academy at Annapolis, he successfully completed his first Sydney Hobart Race in 2006. JILLIAN B. MURPHY is the Director of Client Services at Syncretics. Margaret P. Holtman is director of employee development at Hartford Life, Inc. Paul R. Kessler is a managing consultant at Stromberg Consulting. Catherine McCarthy, Ph.D., is a principal of the consulting firm Kaye

• CONTENTS Acknowledgments for the Second Edition Acknowledgments for the First Edition Preface The Shackleton Saga Part One: Ten Strategies for Leading at The Edge Chapter 1: Vision and Quick Victories Strategy 1: Never lose sight of the ultimate goal, and focus energy on short-term objectives. Chapter 2: Symbolism and Personal Example Strategy 2: Set a personal example with visible, memorable symbols and behaviors. Chapter 3: Optimism and Reality Strategy 3: Instill optimism and self-confidence, but stay grounded in reality. Chapter 4: Stamina Strategy 4:Take care of yourself: Maintain your stamina and let go of guilt. Chapter 5: TheTeam Message Strategy 5: Reinforce the team message constantly: “We are one—we live or die together.” Chapter 6: Core Team Values Strategy 6:Minimize status differences and insist on courtesy and mutual respect. Chapter 7: Conflict Strategy 7:Master conflict—deal with anger in small doses, engage dissidents, and avoid needless power struggles. Chapter 8: Lighten Up! Strategy 8: Find something to celebrate and something to laugh about. Chapter 9 Risk Strategy 9: Be willing to take the Big Risk. Chapter 10: Tenacious Creativity Strategy 10: Never give up—there’s always another move. Part Two: Continuing Your Expedition Chapter 11: Learning to Lead at The Edge Chapter 12: Epilogue: What Makes an Exceptional Leader? Part Three: Tools for Leading at The Edge ExpeditionToolkit Critical Leadership Skills Survey Your Leadership Expedition: A Personal Development Plan Your Leadership Expedition Map Identifying Hidden Conflicts: Conducting a Moose Round-Up Resolving Conflicts: Lessons from the Martial Arts Further Readings from The Edge Notes Index Acknowledgments for Previously Published Materials Opening pages of Into the Storm

DENNIS PERKINS is the author of Leading at The Edge and CEO of Syncretics Group, a consulting firm dedicated to helping leaders and teams thrive under conditions of adversity, uncertainty, and change. A graduate of the United States Naval Academy at Annapolis, he successfully completed his first Sydney Hobart Race in 2006. JILLIAN B. MURPHY is the Director of Client Services at Syncretics. Margaret P. Holtman is director of employee development at Hartford Life, Inc. Paul R. Kessler is a managing consultant at Stromberg Consulting. Catherine McCarthy, Ph.D., is a principal of the consulting firm Kaye

• CONTENTS Acknowledgments for the Second Edition Acknowledgments for the First Edition Preface The Shackleton Saga Part One: Ten Strategies for Leading at The Edge Chapter 1: Vision and Quick Victories Strategy 1: Never lose sight of the ultimate goal, and focus energy on short-term objectives. Chapter 2: Symbolism and Personal Example Strategy 2: Set a personal example with visible, memorable symbols and behaviors. Chapter 3: Optimism and Reality Strategy 3: Instill optimism and self-confidence, but stay grounded in reality. Chapter 4: Stamina Strategy 4:Take care of yourself: Maintain your stamina and let go of guilt. Chapter 5: TheTeam Message Strategy 5: Reinforce the team message constantly: “We are one—we live or die together.” Chapter 6: Core Team Values Strategy 6:Minimize status differences and insist on courtesy and mutual respect. Chapter 7: Conflict Strategy 7:Master conflict—deal with anger in small doses, engage dissidents, and avoid needless power struggles. Chapter 8: Lighten Up! Strategy 8: Find something to celebrate and something to laugh about. Chapter 9 Risk Strategy 9: Be willing to take the Big Risk. Chapter 10: Tenacious Creativity Strategy 10: Never give up—there’s always another move. Part Two: Continuing Your Expedition Chapter 11: Learning to Lead at The Edge Chapter 12: Epilogue: What Makes an Exceptional Leader? Part Three: Tools for Leading at The Edge ExpeditionToolkit Critical Leadership Skills Survey Your Leadership Expedition: A Personal Development Plan Your Leadership Expedition Map Identifying Hidden Conflicts: Conducting a Moose Round-Up Resolving Conflicts: Lessons from the Martial Arts Further Readings from The Edge Notes Index Acknowledgments for Previously Published Materials Opening pages of Into the Storm

DENNIS PERKINS is the author of Leading at The Edge and CEO of Syncretics Group, a consulting firm dedicated to helping leaders and teams thrive under conditions of adversity, uncertainty, and change. A graduate of the United States Naval Academy at Annapolis, he successfully completed his first Sydney Hobart Race in 2006. JILLIAN B. MURPHY is the Director of Client Services at Syncretics. Margaret P. Holtman is director of employee development at Hartford Life, Inc. Paul R. Kessler is a managing consultant at Stromberg Consulting. Catherine McCarthy, Ph.D., is a principal of the consulting firm Kaye

• CONTENTS Acknowledgments for the Second Edition Acknowledgments for the First Edition Preface The Shackleton Saga Part One: Ten Strategies for Leading at The Edge Chapter 1: Vision and Quick Victories Strategy 1: Never lose sight of the ultimate goal, and focus energy on short-term objectives. Chapter 2: Symbolism and Personal Example Strategy 2: Set a personal example with visible, memorable symbols and behaviors. Chapter 3: Optimism and Reality Strategy 3: Instill optimism and self-confidence, but stay grounded in reality. Chapter 4: Stamina Strategy 4:Take care of yourself: Maintain your stamina and let go of guilt. Chapter 5: TheTeam Message Strategy 5: Reinforce the team message constantly: “We are one—we live or die together.” Chapter 6: Core Team Values Strategy 6:Minimize status differences and insist on courtesy and mutual respect. Chapter 7: Conflict Strategy 7:Master conflict—deal with anger in small doses, engage dissidents, and avoid needless power struggles. Chapter 8: Lighten Up! Strategy 8: Find something to celebrate and something to laugh about. Chapter 9 Risk Strategy 9: Be willing to take the Big Risk. Chapter 10: Tenacious Creativity Strategy 10: Never give up—there’s always another move. Part Two: Continuing Your Expedition Chapter 11: Learning to Lead at The Edge Chapter 12: Epilogue: What Makes an Exceptional Leader? Part Three: Tools for Leading at The Edge ExpeditionToolkit Critical Leadership Skills Survey Your Leadership Expedition: A Personal Development Plan Your Leadership Expedition Map Identifying Hidden Conflicts: Conducting a Moose Round-Up Resolving Conflicts: Lessons from the Martial Arts Further Readings from The Edge Notes Index Acknowledgments for Previously Published Materials Opening pages of Into the Storm