If you’ve ever read tales of early expeditions to reach the South Pole, you’ll know that poor leadership isn’t just inconvenient—it can be deadly. John Maxwell, in his book The 21 Irrefutable Laws of Leadership, opens his chapter on the Law of Navigation by discussing the importance of controlling your direction rather than being controlled by it.
Maxwell quotes Leroy Eims, who says “A leader is one who sees more than others see, who sees farther than others see, and who sees before others do.” In his chapter on the Law of Navigation, John Maxwell delves into how this type of leadership can benefit your company.
What Is the Law of Navigation?
At its core, the Law of Navigation is about having a vision for your business and charting a course to get there. The larger the organization, Maxwell writes, the more important this strategy is. It’s much easier to plan ahead than to try to correct course midway down a particular path. In order to be a good leader, you must also be a good navigator.
Maxwell says, “First-rate navigators always have in mind that other people are depending on them and their ability to chart a good course.” As mentioned in the Law of Buy-In, your people are willing to aim for your vision because they believe in you. You need to uphold your end and be a leader they can rely on.
A good leader will draw on past experience, examine the conditions before them, and make sure their decisions are based on evidence and not simply wishful thinking before they steer their team towards a common goal.
The key to good navigation is planning. Maxwell uses the acrostic PLAN AHEAD to enforce the main principles of the Law of Navigation:
- Predetermine a course of action.
- Lay out your goals.
- Adjust your priorities.
- Notify key personnel.
- Allow time for acceptance.
- Head into action.
- Expect problems.
- Always point to the successes.
- Daily review your plan.
The Law of Navigation and Your Business
The first step towards successful navigation is looking to the past. Make it a habit to reflect on your successes and failures and note areas for improvement. It’s good to do this at least once a week, possibly in the form of a brainstorming session with your top management. Write down everything you’ve learned from this process.
Next, be sure to do your research before ever leading your company in a certain direction. Don’t just forge ahead blindly because you want to reach a goal—if you fail, you’re risking the success of your entire team. Make sure you listen even to the information you don’t want to hear before determining a course of action.
Finally, it’s important to maintain a balance of facts and faith. All of the information in the world sometimes falls short in the face of a good gut feeling. Surround yourself with advisors who can listen to both the factual and the faith to help you make the best decision for your company.
Making the Law of Navigation work for your business can mean the difference between success or failure. I encourage you to buy the book. If you have questions about how to implement these strategies in your company, fill out my contact form and let’s meet on a video call.
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