Imagine this: your ship gets stuck in ice thousands of miles from home. You and your crew face freezing temperatures and no way to contact help. Food is limited. Morale is shaky. What’s your next move?
That’s what Ernest Shackleton faced when his ship, the Endurance, got trapped in Antarctic ice in 1914. But Shackleton didn’t panic. He knew exactly what to do—build trust.
You might never find yourself stranded on a polar ice floe (I hope). But every leader eventually faces a crisis that tests their team. How do you keep people committed when things get tough? Shackleton found the answer, and Sir Clive Woodward, the legendary England rugby coach, understood it perfectly too.
Trust.
It’s not flashy. But trust holds teams together better than fancy titles or motivational speeches ever will.
Sir Clive called it “Teamship.” The idea was simple: trust your players to do their jobs, and they’ll trust you right back. At first, some thought Woodward was taking a risk. What if players messed up or made wrong decisions on the pitch?
Woodward didn’t see trust as risky. He saw it as powerful. He knew the more responsibility he gave his team, the harder they’d work to earn that trust.
Consider how Woodward did it. He let players speak openly during team meetings. Everyone’s opinion counted—from seasoned veterans to rookies. Suddenly, players weren’t just taking orders. They became part of the decisions. They felt ownership. And people always work harder when they’re part of something bigger.
When you trust your team, amazing things happen. Woodward showed this during the 2003 Rugby World Cup. In tight games, he didn’t micromanage. He trusted his players to make crucial calls in the moment. By empowering them, he built a team confident enough to win England’s first-ever Rugby World Cup.
Back to Shackleton: after months trapped on ice, their ship finally sank. Shackleton had to act fast. His response? He made trust his top priority. He kept morale up by assigning each crew member meaningful roles. Some hunted, others built shelters. Every man had a purpose. Shackleton stayed calm, fair, and confident. This consistency made his crew trust him completely.
When it came time for Shackleton to risk everything by sailing across brutal seas to find help, he picked a small crew and left the others behind. Those he left didn’t despair—they trusted their leader would return. Shackleton trusted his men to stay alive. The crew trusted Shackleton to save them. After months stranded on ice, he returned and rescued every single crew member. No lives lost.
What can you learn from Shackleton and Woodward?
First, trust is built through action, not words. Shackleton didn’t just say he cared; he proved it by rationing supplies fairly, never putting himself first, and always keeping promises. If you say you’ll do something, do it. Simple.
Second, empower your team. Shackleton and Woodward both understood people rise to the level of trust you give them. Delegate important tasks. Let your team own their responsibilities. People work harder when they know their role truly matters.
Third, create open communication. Woodward regularly asked players for input. He listened carefully, then acted on good ideas. Shackleton also listened closely to his crew’s concerns, never dismissing their fears or doubts. When people feel heard, trust grows naturally.
Now ask yourself: How much trust exists in your team? Do your team members believe in you as their leader? Would they stick by you during tough times, or start polishing their CVs?
If you’re unsure, the good news is that trust can be built. And if your trust levels are already solid, even better—strengthen them further.
Start small. Hold regular team check-ins where everyone has a voice. Clearly delegate important tasks, then let your team run with them. Be consistent. Show up for your people even when it’s inconvenient.
For instance, I once led a team through a rough product launch. The software crashed repeatedly. Customers were unhappy. The team was frustrated. I didn’t pretend everything was fine. I gathered everyone and openly discussed our options. I trusted the team to find solutions. And they did. In just a few weeks, we had the software running smoothly. More importantly, trust had grown. They knew I believed in them. They believed in me.
In my book Winning The Game, I cover practical strategies you can use to build strong team trust like Shackleton and Woodward. These aren’t complicated theories. Just simple, proven ways to empower your people and strengthen your leadership.
When your team trusts you, they stick with you. They perform better. They handle setbacks without losing heart. Just like Shackleton’s men, they believe you’ll steer them safely through storms.
Trust isn’t flashy, but it’s the strongest force you’ll ever harness as a leader. Shackleton knew it. Woodward knew it. Now it’s your turn to make trust your secret weapon.
You don’t have to sail through icebergs or win a Rugby World Cup. But your own leadership challenges require just as much trust. So, ask yourself today: what small action can you take to build trust in your team?
If you’re ready to lead with trust and see how powerful it can be, grab a copy of Winning The Game. Let’s get started.