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This fifth perspective comes to us with its share of simplexity. As you work to build your practice be sure that your strategies to develop yourself, your team, and your organization reflect an approach that is more directional in nature than it is hard and fast. Keeping your eye on the direction you hope to move in while avoiding the rigidity represented in a hard‐and‐fast, road map–based approach will become invaluable as you work to advance leadership practice. It is essential that you understand where you desire to be and what your vision is, yet be sure to remain flexible and adaptive as you encounter the many challenges and obstacles along the journey.

The trick here is to keep working toward the leadership vision that you have while building out just enough of the road map to remain flexible so that you can adapt to any twists and turns along the road. In many ways this is akin to the third practice perspective where you pay attention to the journey as well as the fourth practice perspective where the way you pay attention leaves you open to the possibilities that will present themselves.

In my work with developing leaders, I have seen times when they have become so committed to a particular path that their capacity to pivot has been hamstrung. It is fine to have a plan, but do not forget that the plan you develop is there to serve you. You should not feel that you must serve the plan. If the section of road that you have laid out is not working, then pay attention instead to the direction that you wish to pursue and feel free to change course. Remember, with a compass you will reach your destination, even if you get lost temporarily. Road maps, conversely, have limited utility, they become outdated, and there are plenty of opportunities to end up on a cul‐de‐sac.