Originally published in Forbes, October 2020

Chris “Mitch” Mitchell

In my previous Forbes article, I introduced the concept of wayfinding — an ancient navigational practice that pre-dates modern approaches and relies on permanent properties, like the stars. As noted, today’s business leaders can learn from wayfinders as they navigate today’s unprecedented crisis and volatility. They, too, are seeking to chart and follow a course without the benefits of familiarity and effective tools and instrumentation. In the absence of meaningful data, they’ll need to utilize more reliable markers to find their way.

To start, leaders can learn to trust their own “steering stars” — indicators to guide them when other tools are no longer useful. As previously described, calibrating to one’s steering stars will inform critical decisions, but only for leaders who can recognize and follow them.

So then what? Once leaders orient to their steering stars, they’ll need more information to inform their journeys.

Wayfinders found success traversing the open ocean by utilizing a core four-part process that provided them with such essential details. The steps they followed — orientation, course decision, course monitoring and destination recognition — will ring familiar for many, as they exemplify the fundamentals of strategic planning. This makes it clear why wayfinders triumphed in the face of adversity and were able to explore and settle new lands; their guides were consistent despite changing circumstances.

To be similarly successful, business leaders must commit to their own wayfinding process — one that probes for critical, reliable data. My experience has shown that leaders who are able to provide clear answers to three key questions will have a distinct advantage in today’s altered business landscape.

“Leaders are required to describe exactly what winning will look like for the business at the end of the journey. Define success succinctly. The vision — what the desired future will look and how it will feel when they arrive together — must be clear and vivid.”

— Chris "Mitch" Mitchell

These 3 questions are:

1. Where are we now?

Leaders must be able to orient themselves and their businesses as accurately as possible, recognizing the realities of their current situation. Some will find it difficult to address this honestly, accepting much-changed forecasts, levels of engagement, sense of purpose, etc. But establishing a clear picture of one’s present circumstances — no matter how grim or rosy — is an absolute requirement.

2. Who are we?

Whenever companies face challenges, it’s essential for leaders to focus on remembering their core identity of their business. They must take care to remind themselves and their people of why they are in this business in the first place. By reflecting on and clearly communicating their “We are…” convictions, leaders can re-ground their businesses and people by keeping the main thing the main thing.

3. Where do we want to go?

Before embarking on their journey, executives need to help their team understand what the journey will truly be like. Leaders must be able to accurately describe the challenges and obstacles that their team will encounter, as well as the markers that will verify when they are on course. Leaders should recognize and embrace both adversity and progress along the way.

And, perhaps most importantly, leaders are required to describe exactly what winning will look like for the business at the end of the journey. Define success succinctly. The vision — what the desired future will look and how it will feel when they arrive together — must be clear and vivid.

Answering these questions is often challenging for leaders, even in the best of times. They may even seem too simplistic or obvious — yet they are anything but. This work is complex, requiring deep engagement, critical thinking and alignment-building. It necessitates buy-in and active participation from the busiest people in the organization and doesn’t necessarily yield the information they anticipate. It’s no wonder most companies don’t truly dedicate themselves to it or handle it particularly well.

I’ve found that executives who are willing to invest time in this will experience the proverbial “going slow to go fast.” The rewards of this process will come — patience will pay off.

Today’s altered business landscape demands that more and more companies fully embrace such processes. Without total clarity about these fundamental issues, executives will have a difficult time plotting a course forward that helps their organizations succeed.

Outside guides, with experience and understanding, can play a critical role in facilitating this complex process. Their deep knowledge and objectivity can help leaders and organizations not just find their way through this crisis but thrive in its midst.

Wayfinders performed feats of navigation that seem near impossible by today’s standards. Companies can similarly triumph in the face of adversity by dedicating themselves to similar processes and standards.

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About the Author

Chris “Mitch” Mitchell leads the coaching practice at FMG Leading. A seasoned and motivating leader, coach, advisor, and speaker with over 25 years of experience, his expertise lies in his ability to successfully guide executives through times of upheaval and transformative change.