The Law of Navigation
Anyone can steer the ship, but it takes a leader to chart the course
Navigating leaders see the trip ahead before leaving the dock. They draw on past experience, examine current conditions, listen to what others say, and balance faith with fact. The secret to navigation is preparation. Major barriers to successful planning are fear of change, ignorance, uncertainty about the future, and lack of imagination. Effective navigators address all four.
- Anyone can steer the ship, but it takes a leader to chart the course
- The secret to navigation is preparation
- Navigators balance optimism and realism, intuition and planning, faith and fact
- It's not the size of the project that determines success -- it's the size of the leader
- Major barriers to planning are fear of change, ignorance, uncertainty, and lack of imagination
- Predetermine a course of actionDecide on the direction and examine every possible alternative before communicating to others. Make sure this is the only viable solution.
- Lay out goals and adjust prioritiesEstablish clear objectives and align all priorities to support the chosen course. Conduct thorough analysis of growth patterns, financial projections, and resource requirements.Pro tipCreate a comprehensive report that addresses every potential question before they are asked.
- Notify key personnel and allow time for acceptanceStart with the most influential people, meeting individually and in small groups. Cast the vision, field questions, and meet again with anyone who is hesitant. Then allow time for key leaders to influence the rest.Pro tipMaxwell met with approximately 100 leaders over several weeks before his congregational meeting, resulting in 98% approval.WarningNever skip the individual meetings with key influencers -- they are your navigational allies.
- Head into action and manage the journeyPresent the plan thoroughly, expect problems, always point to successes, and daily review your plan. Keep the vision in front of people with good news reports and celebrate milestones.
In 1911, Amundsen meticulously planned his expedition, learning Arctic survival from Native Americans and preparing for every contingency. Scott's planning was poor, and he failed to account for critical conditions.
At age 28, Maxwell faced a multi-million dollar building project in a church that had been bitterly divided over a previous building proposal. Using the PLAN AHEAD strategy, he met with 100 leaders individually, created a 20-page report with floor plans and financial analysis, and had influential people speak on behalf of the project.
Maxwell contrasts the 1911 South Pole expeditions of Roald Amundsen and Robert Falcon Scott. Amundsen meticulously planned every detail, learned from Native Americans about Arctic survival, and led his team to the South Pole and back safely. Scott's poor navigation and planning led to the deaths of his entire team. Maxwell himself learned navigation when leading a multi-million dollar church building project at age 28, where previous building proposals had caused bitter division. He developed the PLAN AHEAD acrostic and achieved 98% approval.