1st Edition

Management Lessons from the Great Explorers

  • Available for pre-order. Item will ship after February 21, 2022
ISBN 9780367464332
February 21, 2022 Forthcoming by Auerbach Publications
152 Pages 14 B/W Illustrations

USD $49.95

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Book Description

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. All 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 challenged the best leaders today, from small to large enterprises. Like all projects and business ventures, the expeditions met partially or entirely their goal, even exceeding it or failing 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—that they used before, during, and even after their expeditions. Each chapter provides a historical background about one explorer and the details about the exploration. The chapters then discuss the challenges the explorers faced when planning and executing their expeditions and discussing 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 to 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 circumstance s
  • Implementing unity of command and defining roles and responsibilities
  • Identifying and understanding stakeholders
  • Being decisive and being willing to say no.

Table of Contents

1. George Vancouver: Understanding the Context
2. Christopher Columbus: Having a Vision
3. Henry the Navigator: Being a Sponsor
4. Ferdinand Magellan: Focusing on the Goal
5. Marco Polo: Understanding the Customer
6. Roald Amundsen: Planning
7. James Cook: Integrating
8. Hernan Cortes: Motivating
9. Jacques Cartier: Executing
10. Vasco da Gama: Embracing the Unknown
11. Vitus Bering: Staying on Track
12. Meriwether Lewis and William Clark: Adapting to Change
13. Ernest Shackleton: Leading
14. Conclusion

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Ralph L. Kliem, PMP (Project Management Professional) and CBCP (Certified Business Continuity Professional), is founder and president of LeanPM, LLC, and has over 30 years of combined experience in the private and public sectors as a project manager and internal auditor. He holds an M.A. in Political Science, a member of social, history, and political science honor societies, a former legislative intern, and artillery officer. He recently retired from The Boeing Company where he conducted enterprise risk assessments and audits of its political action committee; evaluated lobbying activities; managed the development of business continuity plans for its major airplane programs; and taught professional seminars and workshops throughout the corporation and its clients, such as Ford, General Motors, Department of Defense, Internal Revenue Service, and other corporations and public institutions. He has authored more than 15 books with major publishers and over 300 articles for leading business and information technology magazines.