At Oslo Business Forum, Morten took leaders to the coldest place on earth, retracing the steps of two teams racing to become the first humans to stand on the South Pole: the Norwegians and the British.
The leader of the Norwegian team was Roald Amundsen, a meticulous planner and experienced explorer known for his unwavering focus and strategic approach to challenges. The leader of the British team was Robert Falcon Scott, also courageous and determined, but with a habit of spreading his resources too thin. The two men and their teams started from different bases in 1911, in search of a destination no one else has reached (and without Google Maps or smartphones to guide them).
Amundsen quickly took the lead thanks to his careful planning. He and the Norwegian team reached the South Pole first after 52 days. They planted the Norwegian flag and began the journey back home.
Thirty-five days later, Scott and the British team arrived. They survived the expedition, but on their journey back, they encountered terrible weather conditions and died. So, why did one team succeed and one team perish? For the same reasons that some teams, businesses, and leaders perform while others do not.
Morten has dedicated his career to studying companies that have experienced turbulence and change. Time and again, he saw some succeed and others fail, much like these two explorers. He saw courageous leaders make bold decisions to move their organizations forward.
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Morten Hansen is the author of best-sellers like Great by Choice and Great at Work. With his unique blend of academic rigor and real-world business experience, Morten translates intricate research into actionable strategies. He is a trusted voice for leaders seeking theoretical depth and practical insight.
The Four Disciplines of Courageous Leaders
Morten believes leaders can learn from Amundsen and Scott's stories because they confronted a turbulent world—just as we are today. Morten revealed the Four Disciplines of Courageous Leaders through the South Pole journey.
1. The Discipline of Focus (the courage to say no)
The courage to say no is central to effective leadership. Amundsen's singular focus on using sled dogs, while Scott divided his attention between multiple transport methods, underscores the wisdom in this approach. Focus allows leaders to excel in one area rather than being average in many. In business, this means saying no to good ideas in favor of great ones. Leaders like Steve Jobs mastered focus by committing fully to one product at a time, enabling extraordinary success.
How to Have the Courage to Say No:
- Have a strong "yes." Learn to say, "We can't do y because x takes priority."
- Practice force sequencing. Identify the critical tasks to prioritize.
- Refer out. Delegate tasks that aren't essential to your focus.
- Practice force pruning. Regularly assess and stop doing non-essential tasks.
2. The Discipline of Marching
Progress is essential, even when the going gets tough. Amundsen's team made consistent progress regardless of conditions, while Scott's team fluctuated between pushing too hard and retreating. In business, Stryker has been a testament to this discipline by hitting profitability targets even in downturns without overextending in boom times. Leaders must have the courage to march steadily, making incremental progress every day, regardless of the circumstances.
How to Have the Courage to March:
- Focus on one marching metric. Select the most important driver of financial results (i.e., NPS, number of expansions).
- Set clear upper and lower boundaries for performance.
- Maintain consistency during both good and bad times.
- To avoid overextension, look for red flags in areas like quality, schedules, or inventory.
Morten offered a warning to leaders: don't make assumptions that lead you to march right off a cliff. The problem some organizations face by focusing too intently on marching is that they fail to adjust course. Be flexible enough to pave the way for change and innovation.
3. The Discipline of Creativity
Courageous leaders encourage experimentation and learning from mistakes. Amundsen's success came from years of refining his approach, while Scott's overreliance on untested methods proved disastrous. In business, it's essential to test ideas before scaling them. Progressive Insurance learned this the hard way when they entered a market without proper experimentation. Successful innovation comes from disciplined experimentation and a willingness to discard bad ideas.
How to Have the Courage to Be Creative:
- Avoid big, uncalibrated bets.
- Launch small experiments before scaling.
- Kill the bad experiments (they are sucking energy and resources).
- Focus resources on the few successful innovations.
4. The Discipline of Firing
Sometimes, leaders must make difficult decisions about who belongs on the team. Amundsen's controversial decision to fire a team member who jeopardized the mission highlights the need for unity and alignment. In business, companies like Morgan Stanley also face decisions about keeping lone stars with great results but poor teamwork. The most successful organizations favor "T-shaped" employees who perform well both individually and as team players.
How to Have the Courage to Manage to a T:
Evaluate team members in a matrix based on performance and teamwork.
Reward those who excel in both areas—the "T-shaped" individuals.
Make tough decisions about firing individuals (the Lone Stars, Butterflies, and Laggards) who hinder team unity, even if they perform well individually.
Amundsen said, "Victory awaits the person who has everything in order; luck, some people call it." But perhaps what he really meant wasn't luck—it was the idea, principle, and practice of courageous discipline. When you practice courageous discipline, you can expect:
- Great execution
- A great future
- A great team
Morten left leaders at Oslo Business Forum with this encouragement:
"I hope you will practice it and you can become great, too."
Key Points
- Morten Hansen is a bestselling author who translates intricate research into actionable strategies for business leaders. His insights demonstrate how we can work smarter instead of harder, practicing four disciplines of courageous leadership.
- Norway and Britain's race to the South Pole presents a metaphor for how leaders can navigate today's turbulent times.
- The four disciplines of courageous leadership—Focus, Marching, Creativity, and Firing—are essential for business success. Each requires leaders to make bold decisions, sometimes against conventional wisdom.
- Great leaders practice these disciplines to drive both immediate execution and long-term success. Whether it's saying no to distractions or making tough personnel decisions, courageous discipline is the key to thriving in uncertainty.
Questions to Consider
- How well does your organization practice the discipline of focus? Are you saying no to good opportunities in favor of great ones?
- Are you maintaining steady progress, even in challenging times? Do you hold back in good times to avoid overextension?
- How does your company encourage experimentation and learning from failure? Are you willing to stop projects that aren't delivering results?
- Are you promoting the right people on your team—those who excel in both performance and teamwork? Do you have the courage to let go of top performers who aren't team players?
Invest in your leadership growth and sign up for Oslo Business Forum 2025 waiting list today. Headlining leadership visionary Simon Sinek, the 10th edition of OBF is set to be epic!
