What is *The Leadership Moment* by Michael Useem about?

*The Leadership Moment* examines pivotal leadership challenges through nine real-world case studies, including business crises, mountaineering disasters, and NASA missions. Michael Useem analyzes how leaders like Winston Churchill and Merck CEO Roy Vagelos made critical decisions under pressure, emphasizing adaptability, vision, and ethical judgment. The book provides frameworks for navigating high-stakes scenarios while fostering team accountability.

Who should read *The Leadership Moment*?

This book is ideal for managers, executives, and emerging leaders seeking actionable strategies for decision-making in crisis situations. It also appeals to students of organizational behavior, as Useem blends academic rigor with storytelling to dissect leadership psychology, communication, and resilience.

Is *The Leadership Moment* worth reading?

Yes—ranked among *The 100 Best Business Books of All Time* by 800 CEO Read, it offers timeless insights into leadership under stress. Useem’s case-based approach makes complex concepts like risk assessment and stakeholder alignment accessible, with lessons applicable to corporate, nonprofit, and entrepreneurial contexts.

What are the key leadership concepts in *The Leadership Moment*?

- **Decisive action**: Leaders must act swiftly despite uncertainty, as shown in the 1949 Mann Gulch fire survival story. - **Moral courage**: Useem highlights Merck’s decision to donate ivermectin to combat river blindness, prioritizing ethics over profits. - **Collaborative vision**: The book stresses aligning teams through clear communication, exemplified by NASA’s Apollo 13 recovery.

How does *The Leadership Moment* relate to modern leadership challenges?

Useem’s focus on adaptability and cross-functional collaboration resonates with 2025’s globalized, AI-driven workplaces. The book’s emphasis on “learning moments” aligns with remote leadership and crisis management demands, offering frameworks for maintaining team cohesion during rapid change.

What leadership quotes from *The Leadership Moment* are impactful?

> “Leadership is not a position; it’s a moment.” This underscores Useem’s thesis that true leadership emerges during critical decisions, not through titles. Another key takeaway: “Prepare relentlessly, then trust your team,” reflecting the balance between individual judgment and collective execution.

How does *The Leadership Moment* compare to Useem’s *The Edge*?

While *The Leadership Moment* analyzes historical crises, *The Edge* (2021) focuses on contemporary CEOs navigating digital disruption. Both emphasize adaptive leadership, but *The Edge* adds insights on AI integration and stakeholder capitalism, reflecting evolving corporate priorities.

What criticisms exist about *The Leadership Moment*?

Some reviewers note the book prioritizes individual heroism over systemic solutions. However, Useem addresses this by highlighting team dynamics in later chapters, such as how astronauts Jim Lovell and Gene Kranz collaborated during the Apollo 13 crisis.

Riassunto di Il momento della leadership

nove storie vere di trionfo e disastro e le loro lezioni per tutti noi

Michael Useem

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In "The Leadership Moment", Michael Useem analizza nove avvincenti scenari di crisi - dall'Apollo 13 ai vigili del fuoco di Mann Gulch - rivelando come le decisioni prese sotto pressione definiscano i veri leader. Presentato in Fast Company come "un'avventura avvincente e consigli pratici" che trasforma manager ordinari in leader straordinari.

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Capitolo 1

When Leadership Meets Crisis: Nine Stories of Triumph and Failure

What happens when leaders face their most critical moments? In the bestselling book that has become required reading at top business schools worldwide, Michael Useem examines nine extraordinary leadership challenges that reveal the essence of effective decision-making under pressure. Since its publication, "The Leadership Moment" has influenced executives at companies like Google and Microsoft, with former GE CEO Jeff Immelt calling it "the most practical leadership book I've ever read." The book's enduring appeal stems from its unique approach-rather than offering abstract theories, it plunges readers into real-life scenarios where lives, organizations, and missions hang in the balance. Through these nine stories, we witness how leadership isn't just about position or authority, but about the pivotal moments when everything depends on one person's judgment and courage.

Capitolo 2

The Decisive Stand: Chamberlain at Little Round Top

In July 1863, Colonel Joshua Lawrence Chamberlain faced a defining leadership moment at Gettysburg. Positioned at Little Round Top-the extreme left flank of the Union line-his 20th Maine regiment received orders to hold "at all costs." What unfolded next would become one of the Civil War's most celebrated examples of battlefield leadership. Chamberlain's first test came before any shots were fired. Confronted with mutinous soldiers from the disbanded 2nd Maine Regiment, he could have threatened them with execution. Instead, he appealed to their shared heritage and higher purpose: "We're fighting for Maine and for the Union," he told them, acknowledging their grievances while firmly establishing his authority. Most joined his ranks, becoming "some of the best soldiers in the regiment." When Confederate forces led by Colonel William Oates repeatedly attacked his position, Chamberlain's men withstood five fierce assaults over two hours. With ammunition nearly exhausted and a third of his men down, Chamberlain recognized the rebels were preparing for a final, overwhelming attack. Unable to retreat due to his orders, he improvised brilliantly-ordering a bayonet charge with his right flank fixed while the left swung forward like a hinge. This unexpected offensive completely surprised the Confederates, turning their advance into a rout. What made Chamberlain's leadership exceptional wasn't just tactical innovation but his ability to inspire through personal example. Despite having no formal military training-he had been a professor of rhetoric at Bowdoin College-Chamberlain compensated through determined self-education, studying military texts and learning from experienced officers. When faced with the critical moment, he demonstrated both physical courage and moral clarity. The leadership lesson extends beyond battlefield tactics. Chamberlain couldn't have known how his handling of the mutineers would impact future events-those same men from the 2nd Maine proved crucial in repelling the 15th Alabama at Little Round Top. This demonstrates how seemingly small leadership decisions can have magnified consequences during crises. As Colonel Oates of the 15th Alabama later acknowledged: "Great events sometimes turn on comparatively small affairs." After Gettysburg, Chamberlain continued serving with distinction, surviving a near-fatal injury and rising to brigadier general. At Appomattox, Grant selected him to command the surrender ceremonies-where Chamberlain's dignified handling of the Confederate surrender earned him widespread respect throughout the South. His leadership journey reminds us that effective leadership combines preparation, adaptability, and the courage to take decisive action when everything is at stake.

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Capitolo 3

Transforming a Titan: Wharton's TIAA-CREF Revolution

By 1986, TIAA-CREF-the largest non-government pension system-was facing an existential crisis. Despite managing $52 billion in assets for 890,000 account holders across 3,950 institutions, "Teachers" operated like "the American version of Intourist," with inflexible rules and a complete lack of customer responsiveness. Meanwhile, competitors like Fidelity and Vanguard were poised to capture unhappy customers who wanted control over their retirement investments. The fundamental problem was that TIAA-CREF's founding principle of portability (allowing professors to change jobs while keeping their retirement funds intact) came with severe limitations: funds couldn't be withdrawn once deposited, and investment options were restricted to a simple TIAA (fixed-income) or CREF (stocks) allocation with one-way transfers only. When fund managers like Peter Lynch at Fidelity were achieving 29% annual returns compared to CREF's 18%, faculty members increasingly questioned why they couldn't access diverse investment options. Enter Clifton Wharton, whose leadership journey had prepared him perfectly for this challenge. As Michigan State University's president, he had learned to administer a contentious system despite trustee opposition. At SUNY, he mastered decentralizing a vast bureaucracy by building grassroots support. Through corporate board service at Ford and other companies, he witnessed firsthand how executives transformed sluggish organizations into customer-focused enterprises. Rather than announcing immediate plans upon taking the helm, Wharton spent three months listening before presenting his assessment to trustees, candidly describing TIAA-CREF as seen by many as "arrogant, paternalistic, defensive" with outdated products and slipping market share. He balanced criticism by praising staff loyalty and investment expertise, then built support through his Trustee Joint Committee, campus visits yielding 800+ recommendations, and personal engagement with college presidents nationwide. Wharton's transformation strategy was comprehensive: he created rotating positions for high-potential employees, established three new management groups, and realigned the organization from functional divisions into four "accountability centers" with greater autonomy. He implemented a customer-focused compensation system with performance-based pay and introduced systematic evaluations including peer feedback. Most significantly, he unbundled TIAA-CREF's rigid investment options, creating diverse fund choices and introducing transferability between options. The restructuring proved deeply gratifying for Wharton despite the inherent stresses. "I was having an absolute ball," he recalled, bolstered by a clear vision, supportive trustees, and the competitive urgency that made change imperative. Throughout his career, Wharton broke racial barriers, becoming the first Black person in numerous leadership roles-from Harvard's student radio station announcer to CEO of a Fortune 500 service company. By the time he departed TIAA-CREF in 1993, the fund had been thoroughly modernized, with participating institutions increasing from 3,950 to 5,000, policyholders from 890,000 to 1.5 million, and assets from $55 billion to $114 billion. Wharton's leadership demonstrated how vision combined with inclusive implementation could transform even the most entrenched organizations.

Capitolo 4

The Billion-Dollar Error: Gutfreund's Salomon Disaster

In 1991, John Gutfreund, the "King of Wall Street" and chairman of Salomon Inc., faced a crisis that would destroy his career and nearly collapse his firm. The trouble began when bond trader Paul Mozer submitted unauthorized bids in U.S. Treasury auctions, violating federal regulations limiting dealers to 35% of any offering. When Gutfreund learned of the February violation in April, he and other executives agreed to report it to regulators-but nothing was done. Meanwhile, Mozer, feeling underpaid despite his $4.75 million salary and still undisciplined by management, submitted another illegal bid in May, controlling 86% of a $12 billion Treasury note offering through unauthorized bids. This created a market "squeeze" where other dealers scrambled to meet obligations, borrowing securities from Salomon at steep rates. The SEC and Treasury began investigating, but Gutfreund still didn't discipline Mozer or notify authorities. Only in August, more than three months after learning of the violations, did Gutfreund finally inform regulators. The consequences were devastating. Salomon paid $290 million in settlements with federal regulators-a penalty-to-gain ratio exceeding 60:1, since the improper bids had netted only $3.3-4.6 million in profits. Shareholders suffered most as Salomon's stock plummeted from $36 to below $21 in just thirty trading days-a $1.65 billion loss. Major clients suspended relations, and Salomon fell from fifth largest stock underwriter with 8% market share to tenth with just 2%. Gutfreund's fatal error wasn't complicity but inaction-had he suspended Mozer in April, the May squeeze wouldn't have happened; had he investigated immediately or contacted regulators promptly, the appearance of a cover-up would never have emerged. As one executive noted, comparing him to Nixon during Watergate: "I think John went to sleep hoping it would just go away." This inaction reflected Gutfreund's broader management style-secrecy and exclusion were his favorite tools. Though nominally leading an executive committee, he often made decisions privately, informing others after the fact. His grueling schedule meant the Mozer problem quickly fell through the cracks. Even when he received a letter from the Fed questioning their "continuing business relationship" with Salomon, he withheld it from the board of directors. Warren Buffett's appointment as interim CEO brought Salomon a chance at survival. Unlike Gutfreund, whose weakness was indecision, Buffett approached the crisis with characteristic decisiveness. He waived attorney-client privilege, made clean breaks with all implicated parties, and was candid about Salomon's misdeeds. When SEC Chairman Breeden warned he would "turn over every stone," Buffett promised immediate compliance, saying anyone who didn't cooperate would be replaced "in twenty minutes." The new leadership under Buffett, Denham and Maughan transformed Salomon's culture by actively cooperating with regulators, forming a board compliance committee, moving compliance officers onto trading floors, and extending risk analysis to multiple hazards. This unprecedented cooperation became a gold standard for corporate behavior, saving Salomon from collapse and demonstrating how decisive leadership could rescue an organization from the brink of disaster.

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Capitolo 5

Banking on Women: Nancy Barry's Microfinance Revolution

In 1990, Nancy Barry faced a pivotal career decision: remain at the World Bank where she had risen to become one of its five highest-ranking women, or accept the presidency of Women's World Banking (WWB), a tiny microfinance organization. At the World Bank, Barry oversaw programs lending $4 billion annually and enjoyed first-class travel and generous compensation. At WWB, she would manage just $2 million with 60 employees, trading prestige for purpose. Barry's path to this decision began in her youth. Despite family affluence, teenage Barry was drawn to exploring slums in Acapulco and Harlem rather than tourist attractions. After graduating from Stanford, she traveled to Peru with just $400, finding work on a government project helping small enterprises recover after an earthquake. This experience taught her that slum dwellers often possessed great industry but lacked credit, and that good organization was essential for reaching the masses. Microfinance represented a revolutionary approach to development. While traditional organizations sponsor grand, multi-million-dollar projects where agency officials make investment decisions, microfinance inverts this paradigm by focusing on grassroots initiatives. Its premise is that small entrepreneurs create wealth where none exists, and when millions act in unison, substantial prosperity follows. For tiny entrepreneurs, the greatest barrier isn't ideas or energy but capital-for raw materials, fertilizer, or payroll. Microfinance overcomes these barriers by combining entrepreneurs into borrowing groups, creating larger loans with reduced risks. Women's World Banking emerged from the UN's first world conference on women in 1975, where ten women from different countries envisioned an organization led by professional women to help poor women. Breaking from traditional welfare concepts, WWB viewed poor women not as "passive beneficiaries" but as "dynamic economic agents." By the time Barry took the presidency, WWB had built a network of locally incorporated affiliates in thirty-five countries across five continents. From her New York office, Barry supported this international network by securing funding from donors, providing training programs in financial management, and facilitating cross-fertilization by having directors from different countries advise each other. Like any franchise system, WWB maintained quality through strict qualification requirements. Barry didn't hesitate to withhold financing or cancel franchises that fell short, voiding thirteen affiliates during her seven-year tenure compared to just four in the prior decade. Barry's leadership approach bridged opposing worlds-commercial banking and social work-by convincing each to learn from the other. She told bankers they were missing profit opportunities by ignoring low-income borrowers, while reminding social advocates they needed sustainability rather than subsidies. When she joined WWB in 1990, microcredit reached just 8 million of an estimated 500 million potential recipients worldwide. She dramatically expanded WWB's capacity-growing capital assets from $6 million to $30 million and increasing staff from 6 to 30 in New York and from 100 to 1,000 worldwide. For Barry, effectiveness came from aligning personal purpose with professional mission. "The connectedness of who we are and what we do is totally related to our effectiveness," she reflected. Despite her success at the World Bank, WWB provided the true alignment she sought. Like her spiritual father who "lived a life of small actions, with big ripple effects," Barry pursued her calling with unwavering commitment, demonstrating how leadership can transform lives through systems that empower others to solve their own problems.

Capitolo 6

Peace in the Crossfire: Cristiani's El Salvador

El Salvador's bloody civil war had claimed 70,000 lives by 1989 when businessman Alfredo Cristiani took office as president. The conflict involved three forces: the leftist guerrilla FMLN, the right-wing ARENA government, and the semi-autonomous Salvadoran military. Just months into Cristiani's presidency, rebels launched a major offensive, seizing parts of the capital while military death squads murdered six Jesuit priests. With international outrage mounting and the country facing disintegration, Cristiani confronted the greatest leadership challenge of his life. Born to Italian-Swiss parents and educated at Georgetown University, Cristiani had prospered as a coffee grower before the war. Working on his family's plantation, he developed hands-on management skills and genuine rapport with rural workers. When the FMLN seized his farm in 1980, his peasant workers intervened to allow him to harvest his crop before fleeing. With his business operations crippled by rebel attacks, the previously apolitical Cristiani reluctantly entered politics, eventually becoming ARENA's presidential candidate despite his protests about lacking political experience. The November 1989 offensive marked the war's most intense period. Fighting erupted in twenty areas of San Salvador, with guerrillas targeting Cristiani's residences. Colonel Benavides ordered the murder of the University of Central America's Jesuit leaders, falsely blaming the FMLN. After agonizing deliberation, Cristiani authorized military counterattacks with heavy weapons. The three-week battle left hundreds dead on both sides, thousands injured, and San Salvador partially in ruins. Though the FMLN held ground for their targeted 72 hours, they couldn't overthrow the government. Both sides, exhausted by the carnage, recognized the futility of seeking military victory. With half of government spending devoted to the war and many municipalities lacking functioning authorities, Cristiani seized the opportunity for resolution. In January 1990, he announced that Colonel Benavides and Atlacatl brigade members were suspects in the Jesuit murders, weakening military hard-liners. Negotiations began in Geneva in April 1990, followed by agreements in Caracas and Costa Rica. Despite continued fighting throughout 1990, a breakthrough came in September 1991 with agreements to create a commission to purge human rights abusers from the military, establish a new blended police force, and legalize the FMLN. The final peace accord was signed on January 16, 1992, in Mexico City. After the formal signing, Cristiani surprised everyone by walking over to shake hands with each guerrilla commander, prompting an eruption of applause. Cristiani's leadership style was distinctive. Unlike his predecessor Duarte, whose self-centered style was dubbed "yoismo" (from "yo" or "I"), Cristiani spoke in the first person plural, creating a shared sense of duty crucial to his success. With economic reform and peace negotiations consuming his attention, he delegated significant responsibility, selecting capable ministers and empowering them to work independently. He served as counselor and coach to his negotiation team, not as commanding general. Reaching peace required reconciling violently opposed positions from Cristiani's advisers, party officials, army officers, and the FMLN. Despite resistance-"0.2 percent supported settlement, and 99.8 percent opposed it"-Cristiani persistently sought dialogue. He addressed military concerns by incorporating them into the process, meeting monthly with top commanders and establishing advisory groups from all ranks. By 1997, the FMLN had become the main opposition party, winning a quarter of legislative seats. Economic growth, which had declined throughout the 1980s, reached 5% by 1995. Cristiani left office with 70% approval, and when asked about his greatest satisfaction, replied it was his ability to "drive freely anywhere in the country." His leadership demonstrated how conviction, delegation, and persistent negotiation could transform a seemingly intractable conflict into lasting peace.

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Capitolo 7

The Gift of Sight: Vagelos Battles River Blindness

In November 1988, a visitor to the village of Sikoroni in Mali, West Africa met with a chief and fourteen elders under a veranda. Twelve of the fourteen elders had been blinded by river blindness, a devastating disease that afflicts 20 million people worldwide. The disease is spread by tiny blackflies that breed in fast-moving streams. When infected flies bite humans, they transmit larvae of the Onchocerca parasite, which multiply inside the body, growing up to two feet long. Their offspring-up to 200 million microworms-spread through the skin causing severe itching and into the eyes causing progressive blindness. During the 1970s, Merck faced patent expirations on its blockbuster drugs. The company invested heavily in research under Roy Vagelos, who balanced scientific freedom with rigorous product selection. William Campbell, a Merck scientist, discovered that bacteria collected from a Japanese golf course produced remarkable results against parasitic worms in mice. This discovery led to ivermectin, which became highly effective against parasites in various animals. In 1978, Campbell noticed ivermectin worked against a horse parasite related to the one causing river blindness. He proposed developing a human version, despite business concerns that it would lose money. Vagelos, honoring Merck's "health precedes wealth" philosophy, approved Campbell's proposal in 1979 and clinical trials in 1980. Mohammed Aziz and Michel LaRiviere found that small doses dramatically reduced parasite counts with minimal side effects. Extensive trials confirmed the drug's effectiveness, showing it could inhibit parasite reproduction and transmission with just one or two small pills annually. In 1987, Roy Vagelos, now Merck's CEO, sought commercial approval for ivermectin despite knowing it would never sell. But approval created a new challenge: how to deliver a drug to impoverished, isolated victims who couldn't afford it. Vagelos approached numerous organizations including USAID, foundations, and governments, but all refused funding. Facing the prospect of a miraculous drug sitting unused, Vagelos made the unprecedented decision to donate Mectizan to all who needed it, forever. This decision seemingly contradicted his fiduciary duty to shareholders. According to economist Milton Friedman's philosophy, diverting company resources from profitable investments amounted to imposing an unauthorized tax on shareholders. Had Vagelos followed this thinking, he would have let international organizations fund the drug's development and distribution. However, Merck's tradition follows founder George W. Merck's philosophy that medicine is for people, not profits, with profits following naturally when this principle is honored. Their donation of streptomycin to post-WWII Japan was remembered decades later when Merck sought access to Japan's domestic market in 1983, helping secure approval to purchase 50.02% of Banyu Pharmaceutical-the largest foreign investment in Japan's notoriously closed market. By 1995, Merck had contributed $45 million worth of Mectizan. The impact has been transformative-"villages, once deserted, are now flourishing. And children, once resigned to darkness, are now growing up free." Medical authorities rank Mectizan with quinine and penicillin for its vast impact. When asked if he would have made the same costly commitment without the corporate benefits, Vagelos answered simply that he had "no choice. My whole life has been dedicated to helping people, and this was it for me."

Capitolo 8

Ninety Seconds to Live: Dodge's Fatal Fire

Mann Gulch, located in central Montana's rugged Gates of the Mountains region, was dangerously dry on August 5, 1949. With fire potential at 74 on a scale of 100 and temperatures reaching 97 degrees, conditions were perfect for disaster when lightning struck. Thirty-three-year-old R. Wagner Dodge led fifteen smokejumpers to fight what they expected to be a routine "ten o'clock fire"-one they would contain by 10 AM the next day. As Dodge scouted ahead, he made the first of three terrible discoveries: the fire was far more dangerous than anticipated. Ground winds of 20-40 mph were whipping flames toward them. Alarmed, he ordered his men toward the mouth of the gulch. While retrieving forgotten supplies, Dodge temporarily left his men, who became separated into two groups. When he regrouped them at 5:40 PM, he made his second discovery: swirling winds had carried burning debris across the gulch's mouth, blocking their escape route. At 5:45, Dodge reversed course without explanation and led his men running up the left side of the gulch. Minutes later, he ordered them to discard all equipment to move faster. Then came his third and most terrifying discovery: as the forest gave way to dry, shoulder-high prairie grass, Dodge realized they couldn't outrun the fire. Within minutes, they would be overtaken. At 5:55 PM, Dodge made a desperate decision. He stopped abruptly, struck a match, and threw it into the grass in front of him. As this new fire spread in a widening circle, it cleared a small area of all flammable material. This wasn't a backfire-there wasn't time for that strategy. Instead, Dodge had invented an escape fire on the spot. As his fire spread outward, Dodge jumped into the smoldering center, wrapped a wet cloth around his face, and pressed himself to the ground. Before taking cover, Dodge frantically motioned for his crew to join him, shouting "This way!" But in the deafening roar, his men couldn't hear him, though they could see his gestures. Sallee and Rumsey ignored Dodge's signals and kept running, rounding his fire circle and mounting the ridge to their left. By sheer luck, they stumbled upon a rockslide that provided refuge as the fire passed. The remaining thirteen men also rushed past Dodge's escape fire and were quickly overtaken by the flames. The fatal outcome stemmed from Dodge's decisions both during and before the crisis. Sallee later explained, "I thought, with the fire almost on our back, what the hell is the boss doing, lighting another fire in front of us? We thought he must have gone nuts." By this point, Dodge had lost his credibility through a series of decisions that placed the men in danger. Most damaging was Dodge's uncommunicative management style. Despite having sixteen pairs of eyes and ears gathering information, he relied solely on his own observations. He neither sought input from his crew nor shared his assessments with them. Without revealing his thought process when circumstances permitted, Dodge remained a cipher to his men. When his brilliant escape fire innovation emerged, they had no foundation of trust to accept it. The lesson is clear: if your organization faces uncertainty or stress, build a strong culture with good communication, mutual understanding, and shared obligation now. A clear sense of common purpose and well-formed camaraderie are essential for peak performance when most needed. Our actions today determine tomorrow's success or failure.

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Capitolo 9

Failure Is Not an Option: Kranz Saves Apollo 13

When astronaut Jack Swigert reported "Hey, we've got a problem here" from Apollo 13 on April 13, 1970, flight director Eugene Kranz faced the test of a lifetime. Just 55 hours into what had seemed a flawless mission to the moon, an explosion had damaged vital equipment. The spacecraft was three-quarters of the way to the moon, hurtling away from Earth at 2,000 miles per hour with rapidly depleting oxygen and power supplies. As hundreds of officials and engineers confronted the task of bringing the astronauts back alive, Eugene Kranz bore the ultimate burden. NASA policy was clear: the flight director had final call on all decisions and could do anything necessary for crew safety regardless of mission rules. "Let's everybody keep cool," Kranz commanded, sensing panic in Mission Control. "Let's solve the problem. Let's not make it any worse by guessing." With oxygen pressure rapidly declining, Kranz directed rapid-fire demands for information while engineers calculated they had only minutes before total power shutdown. The astronauts frantically powered up the lunar excursion module Aquarius and transferred essential guidance data before completely powering down Odyssey-buying precious time but facing enormous challenges ahead. With the return trajectory missing Earth by forty thousand miles, the astronauts needed to fire the LEM's rocket within five hours. Kranz formed a "Tiger Team" in nearby Room 210, pulling his White Team off console duty to develop options and solutions. "From now on, what I want from every one of you is simple: options, and plenty of them," Kranz demanded. He strategically recruited additional talent, including Bill Peters (whose exceptional experience outweighed his communication difficulties) and John Aaron ("Mr. Cool under pressure"). After the successful "big burn" to correct their trajectory, Kranz faced a critical decision point when three superiors approached his workstation with conflicting priorities: Deke Slayton insisted the exhausted crew needed sleep, Chris Kraft wanted immediate power-down procedures, and Max Faget demanded a thermal roll to prevent equipment damage. After listening carefully, Kranz decisively ordered all three tasks in sequence: thermal roll first, then power-down, then crew rest. With the trajectory fixed, Kranz's Tiger Team focused on restarting the dormant Odyssey command module-essential for reentry as the LEM would disintegrate in the atmosphere. John Aaron and Arnie Aldrich developed a complex restart sequence, tested by Ken Mattingly in a simulator. On Friday, as Odyssey approached Earth at 25,000 mph, Kranz took the director's console one last time. When radio contact was lost during the fiery descent and remained silent longer than any previous mission, tension mounted until Swigert's voice finally came through. Moments later, the astronauts splashed safely into the Pacific. Kranz and his team triumphed through a masterful combination of personal and organizational leadership. In the explosion's aftermath, pessimism threatened to overwhelm the mission. Kranz instinctively understood the psychological dangers of anticipated failure, redirecting focus: "What do you think we've got in the spacecraft that's good?" He declared unequivocally, "We will never surrender. This crew is coming home." Beyond reversing the gloom, Kranz faced a continuous stream of time-critical decisions. "If there's one thing I and each flight director had to be aware of," says Kranz, "it is time, because that is a consumable." His demands for fast and accurate decisions worked because he had created an organizational foundation to support them. He had built his teams in two cross-cutting ways: nurturing camaraderie within individual flight teams through simulated crises, and fostering understanding across his organization by ensuring equivalent members of different teams would know one another before having to communicate during crises. Eugene Kranz endured the crisis with unshakable faith it would be resolved correctly. His optimism stemmed from confidence in the decision-making apparatus he had fostered since taking control of Apollo missions two years earlier. "I thought that as a group we were smart enough and clever enough to get out of any problem." This combination of personal leadership qualities and organizational preparation demonstrates how leaders can triumph even in the most desperate circumstances.

Capitolo 10

Women on Top: Blum's Annapurna Expedition

Arlene Blum had braved violent winds and mammoth avalanches high on the slopes of Annapurna, one of the world's fourteen peaks above 8,000 meters. Her mission extended beyond just reaching the summit-she was leading an expedition on behalf of women worldwide, turning a mountaineering challenge into a cause. For Blum, reaching Annapurna meant overcoming both physical and social barriers. Despite women's long history in mountaineering, expedition climbs remained hostile territory for women in the 1970s. Blum had been rejected from expeditions simply for being female-one organizer claimed a woman would disrupt the "masculine companionship" essential to climbing. Blum discovered mountaineering accidentally in 1965 at Reed College when a lab partner invited her to climb Mount Hood. After reaching the summit at sunrise, she was hooked. By 1978, she had assembled a team of ten experienced women climbers for Annapurna-a mountain where one in ten previous climbers had perished. To fund their $80,000 expedition, they sold 15,000 T-shirts proclaiming "A Woman's Place Is on Top." Annapurna's greatest threat was its notorious avalanches-massive flows of snow, ice and 200-mph wind blasts that could shear off trees or dislodge steel bridges. The team's route required crossing a half-mile glacier chute between Camp 2 and the Dutch Rib that funneled random, deadly avalanches. The danger was so constant that Blum considered abandoning the expedition, asking her team if they should give up "before one of us dies." Despite acknowledging it might be "immoral to keep going," the momentum remained upward. Expedition mountaineering requires everyone's effort but typically allows only a few to reach the summit. Blum developed a democratic approach, planning three summit attempts. When Piro Kramar's finger froze at high camp, the remaining two women and two Sherpas successfully reached the summit on October 15, bringing overwhelming joy to Blum who felt vindicated that "a woman's place was indeed on top." On the same day the first team summited, Blum faced another critical decision about the second summit party. When Annie Whitehouse expressed safety concerns and withdrew from the attempt, Blum didn't pressure her. Despite losing a third of their team and knowing support was thin, Alison Chadwick and Vera Watson decided to continue alone. By October 17, with no radio contact and no visual sighting, search parties discovered the tragic truth-the two women had fallen more than a thousand feet to their deaths. Leadership was a skill Blum learned through direct experience. Early in the expedition, she discovered the need to be more assertive than was natural for her. This created a fundamental dilemma: her team "wanted me to be a strong, decisive leader, but they also expected to contribute to major decisions." When Blum announced her climbing plan at Camp 2, assigning the most experienced climbers to lead, she faced resistance from team members who felt excluded and demanded more democratic decision-making. Blum tailored her leadership messages to each situation. To the exhausted Irene Miller heading toward the summit, she offered encouragement: "You've done really well so far...I think the weather's going to be good." But to the overly optimistic Chadwick and Watson on their summit bid, she emphasized caution: "If you don't feel strong or the weather looks like it is changing, don't go any higher." This countercyclical psychology-being cautious when conditions seem favorable and optimistic when they appear dire-proved essential for maintaining both safety and motivation. The expedition's slogan established expectations beyond simply reaching a summit. Success would strike "a symbolic blow for equality" and help women gain admission to mountaineering's inner circles. This added meaning amplified both the potential rewards and risks of the venture. Blum's leadership demonstrated the importance of balancing external expectations with internal risk management when actions carry symbolic weight. Arlene Blum continued her mountaineering career after Annapurna, walking the length of the Himalayas on a 2,500-mile trek and hiking across the Alps with her infant daughter. "The experience of leading that historic expedition changed my life," Blum reflected. She brought a unique blend of qualities to Annapurna: she dreamt of a team on a summit and transformed a private idea into public ambition. Like effective workplace leaders, Blum created conditions through trust and confidence that allowed both individuals and the team to reach their summits, turning "calculated adventure" into tangible reward.

★★★★★

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Temi chiave del Riassunto di Il momento della leadership

crisis decision-making
pivotal leadership moments
organizational transformation
strategic judgment
leading under pressure

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I was having an absolute ball.
Hold at all costs.

Personaggi del Riassunto di Il momento della leadership

Michael UseemAuthor and professor who analyzes leadership
Joshua Lawrence ChamberlainUnion Colonel who led the 20th Maine at Gettysburg
Clifton WhartonCEO who transformed the TIAA-CREF pension system
William OatesConfederate Colonel who led the 15th Alabama

Sull'autore

Michael Useem, autore di The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All, è un rinomato esperto di leadership e William & Jacalyn Egan Professor Emeritus presso la Wharton School dell'Università della Pennsylvania.

Specializzato in processi decisionali, gestione delle crisi e cambiamento organizzativo, Useem combina il rigore accademico con intuizioni provenienti dal mondo reale, maturate in decenni di consulenza per aziende Fortune 500 come Google, Goldman Sachs e Toyota. I suoi libri di successo, tra cui The Leader’s Checklist (un bestseller della Wharton Digital Press) e Boards That Lead, distillano i principi della leadership da casi di studio storici e aziendali ad alto rischio.

Con un dottorato di ricerca conseguito ad Harvard, Useem co-conduce i programmi di leadership di Wharton e collabora frequentemente con The New York Times e Harvard Business Review. The Leadership Moment è stato nominato uno dei "100 migliori libri di business di tutti i tempi" da 800 CEO Read ed è stato incluso tra i consigli di lettura sulla leadership del The Washington Post, consolidando il suo status di pilastro nei programmi MBA di tutto il mondo.

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