NAVIGATOR 2017

Nam e: 

Navigator 

JUNE 1 -4, 2017

Navigator Leadership Institute 

The Navigator Leadership Institute will bring together the best and brightest new members for 

activities designed to chart their lifetime development as a member of Phi Mu Delta. Members are 

nominated by their chapter/colony and are sponsored by alumni who agree to both financially 

support the attendee, and serve as a mentor. Members are expected to make a high level of 

commitment to the values of Phi Mu Delta and to serve as role models and ambassadors 

throughout their lifetime of membership. 

4:00-‐5:30 

7:00-‐8:00 

8:00-‐9:15 

Navigator Day One -‐ Thursday 

3:00 Welcome 

Chapter Meeting One: Teambuilding 

5:30 Dinner 

Navigator Session One: Personal Leadership Practices -‐ LPI 

Chapter Meeting Two: Understanding of Self 

9:15 ChapterBuilder Training with TechniPhi 

Navigator Day Two -‐ Friday 

8:00 Breakfast 

9:00 – 10:15 Navigator Session 2: Exploration 

10:30-‐11:45 

12:00 Lunch 

Chapter Meeting Three: Charting a Course 

1:00 -‐3:00 Ropes Course 

3:30-‐5:00 

Navigator Session Three: The Fraternity Journey 

5:30 Dinner 

7:30 – 8:30 Navigator Session Four: Membership for Life -‐ Alumni Panel 

8:45-‐11:00 

Brotherhood Session: Night Walk / Creed Talk 

11:00 Brotherhood Time 

8:00 – 9:00 Breakfast 

9:00-‐9:30 

9:30-‐11:30 

12:00 Lunch 

1:00-‐3:00 

Navigator Day Three -‐ Saturday 

Brotherhood Session: Service 

Brotherhood Service Project 

Chapter of the Year Presentations & Undergraduate 

Representative Elections 

2017 Navigator Leadership Institute 

Participant Manual 

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3:00-‐5:00 Navigator: Connections / Personal Action Planning 

5:00-‐6:00 SUPER SECRET POND TIME!! 

6:00-‐8:00 Awards Dinner 

8:00-‐10:00 Chapter Meeting Four: Imprinting Your Plan 

10:00 Brotherhood Time 

Sapphire Day 4 

8:30-‐9:30 Breakfast 

9:30-‐10:30 Graduation 

11:00 Departure 



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My Goals for Navigator 

1. 

2. 

3. 

4. 

5. 

When working with others, I am best at… 

When working with others, I need to improve upon… 



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The 5 Practices of Exemplary Leadership 

“The theory that there are only a few select men and women who can lead 

others to greatness is just plain wrong.” 

-‐ Jim Kouzes and Barry Posner 

Leadership Practices Inventory Score 

Column 1 = Model the Way: Score ________ 

“Setting an example is not the main means of influencing others. It is the only 

means” -‐ Albert Einstein 

Column 2 = Inspire a Shared Vision: Score _________ 

“The very essence of leadership is that you have a vision. Its got to be a vision you 

articulate clearly and forcefully on every occasion. You can’t blow an uncertain 

trumpet” – Theodore Hesburgh 

Column 3 = Challenge the Process: Score __________ 

“The trouble is, if you don’t risk anything, you risk even more” – Erica Jong 

Column 4= Enable Others to Act: Score __________ 

“In organizations, real power and energy is generated through relationships. The 

patterns or relationships and the capacities to form them are more important than 

tasks, functions, roles, and positions.” – Margaret Wheatley 

Column 5=Encourage the Heart: Score___________ 

“Celebrate what you’ve accomplished, but raise the bar a little higher each time you 

succeed.” Mia Hamm 



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Model the Way 

Modeling the way is about setting the example and creating credibility through 

actions that display a commitment to deeply held values and beliefs. The most 

frequently mentioned admired leaders throughout history and culture all had 

strong beliefs about matters of principle and an unwavering commitment to a 

clear set of values. 

To model the way effectively, one must have a clear and authentic 

understanding of their guiding principles and values. As a leader, everything you 

say or do tells others how you view the world. When leaders speak about their 

values and take action, they are speaking for their organization as well as 

themselves. 

“We must become the change we want to see” Mahatma Ghandi 

How do you effectively model the way inside and outside of fraternity? Where 

are some areas where you need to improve? 



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Inspire a Shared Vision 

Exemplary leaders envision exciting and ennobling possibilities for the future of 

their organization. Inspiring a shared vision is about gazing across the horizons 

of time and imaging the exciting opportunities that are in store when the 

organization arrives at a distant destination. In many ways, inspiring a shared 

vision is about living and leading backwards. You create a clear vision of the 

future and allow that to pull you forward. 

Inspiring a shared vision is about more than creating a vision of your own, it is 

about enlisting others through a commitment to a future that is rooted in 

shared values and principles. To inspire a shared vision in others is to help 

others see how their hopes and dreams align with the vision and future of the 

organization, as people who are self motivated keep working toward a result 

even when there is no personal reward for them, whereas people who are 

externally motivated are likely to stop trying when a rewards or punishments 

are removed. 

“You don’t lead by pointing and telling people some place to go. You lead by 

going to that place and making a case.” Ken Kasey 

What is your vision? For you fraternity future? Your undergraduate career? 

Beyond? What help do you need to get there? 

Who is someone you know that you has a vision? How can you help them 

move forward? 



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Challenge the Process 

All leaders challenge the process, and achievement is not possible by keeping 

things the same. Leaders who challenge the process search for opportunities to 

innovate, grow, and improve their organizations. They do this by seizing the 

imitative for themselves and encouraging initiative in others. This innovation 

comes from listening to the varied stakeholders and constituents of an 

organization. In this sense, innovation is not always about inventing the future, 

but also being the early adopters of new practices. Leaders who are dedicated 

to getting extraordinary things done are open to receiving ideas from anyone 

and anywhere. 

Challenging the process is not about challenging things for the sake of being 

difficult, it is about challenging the current reality in order to make things better 

related to the mission and values of the organization. Through this, leaders are 

bound to take risks and make mistakes. This is acceptable providing that 

mistakes and failures are opportunities to learn from rather than wasted 

opportunities and efforts. 

“Innovation distinguishes between a leader and follower” – Steve Jobs 

In what ways can you innovate the practices of your organization? 

What effect can this have on your peers and members? 

What “processes” do you need to challenge in your own journey? 



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Enable Others to Act 

Hopes, dreams, and visions do not become a reality through the action of a 

single person. A team effort that is build on solid trust, strong relationships, 

group collaboration, and individual accountability is necessary to move an 

organization forward. It is impossible to get extraordinary things done in any 

organization without enabling others to act. Leaders do this not by hoarding 

power, but rather by giving it away. 

Enabling others to act is about building trust and fostering collaboration. 

Greater levels of trust within an organization lead to the greater levels of risk 

taking, change, and energy that is required to keep movements alive. To do this, 

leaders create a climate where people feel in control and are fully engaged by 

enabling everyone to take ownership of responsibility for the group’s success. 

Leaders role model this by trusting others with responsibilities and creating 

conditions that allow members to be successful. This instills a confidence in 

members that is infectious. 

“Confidence is going after Moby Dick in a rowboat and taking the tartar sauce 

with you” – Zig Ziglar 

What can you better do to build the confidence of your members? What 

effect will this have on the ability of the organization to accomplish its 

goals? 

Where are you lacking confidence and can you use the support of a 

team? 



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Encourage the Heart 

Encouragement allows people to see the benefits of behaviors that are 

aligned with the important shared values of the organization. Leaders who 

encourage the heart recognize that caring is the heart of leadership and that in 

order to continue putting in long hours and persist with hard work for the 

betterment of the organization, people need encouragement and recognition 

for their efforts. 

This starts with setting high expectations for yourself and others and recognizing 

the efforts of others. Encouraging others shows that you care about the person 

as well as the goal and people are more willing to follow and work for leaders 

they trust and respect. The credibility of leaders goes up when they genuinely 

care and are personally involved in both the work of the organization and the 

celebration of the successes related to that work. 

“There is more hunger for love and appreciation in this world than for bread” – 

Mother Theresa 

What are some new ways that you can recognize the efforts and work of 

your members in order to motivate and empower? 



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Notes, Thoughts, Ideas… 



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Crucible: A Test or Trial 

• Moments of significance in our lives that impact who and what we are. 

• Sometimes crucibles are easily defined; sometimes hidden in memory. 

What are your crucibles? 

To identify your crucibles, reflect on the significant moments of your life this 

far. What impact has this crucible had? How has it shaped your values and 

actions? How does this influence the choices you make? 

Below are several empty crucible cubes. Use this cube as an example and let 

the questions lead your thought process during the exercise. 

What Makes this Event a Crucible? 

How does this crucible influence 

your actions? 

Crucible 

Place Significant Moment Here 

What Values does this reinforce? 

How does this crucible affect your 

goals in life? 



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Crucible 








Crucible 







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Reflection... 

• What consistencies exist among your crucible moments? 

• What are some potential crucibles that you may experience in 

the next few years? 

• How have yur crucibles shaped your goals in life? 



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Page 14

The Shackleton Expedition 

Ernest Shackleton was one of the main polar explorers of the Heroic Age of Antarctic 

Exploration. He led three expeditions to the Antarctic, including a disastrous expedition 

which saw his ship get trapped in ice before being crushed and sinking. 

Ernest Shackleton was born in Ireland in 1874. As a child, he loved reading, and the books he 

read made him desperate for adventure. He was bored and restless at school and didn’t do 

brilliantly. He thought teachers sucked all of the fun out of literature and geography, so, when 

he was sixteen, he left to join the merchant navy. 

His family couldn’t afford for him to do a Royal Naval cadetship, so he had a choice between the 

mercantile marine cadet ships Worcester and Conway and an apprenticeship on a sailing vessel. 

He chose the apprenticeship. 

He spent several years learning his trade at sea, traveling and meeting people across the 

globe. In 1894, he passed his exam for Second Mate and became a third office on a tramp 

steamer. Then he passed his First Mate exam and became a Master Mariner. Finally he was able 

to command British ships all over the world. 

Shackleton eventually raised the money to fund his dream, and set out to find a crew. His 

advert read: 

“Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete 

darkness. Safe return doubtful. Honour and recognition in event of success” 



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When he and his hand-‐picked team set off in August of 1914 in the Endurance, Shackleton had 

a bold, potentially history-‐making goal: he and his team would be the first to walk across the 

continent, starting from the coast of the Weddell Sea, traversing the South Pole and ending up 

at the Ross Sea. 

But from the beginning, the expedition encountered unfamiliar challenges. In late 1914, the 

ship arrived at a whaling settlement on South Georgia Island, the last southern port of call 

before the Antarctic Circle. Local seamen urged Shackleton to postpone his venture because of 

unusually thick pack ice that could trap the ship if the wind and temperatures shifted suddenly. 

Impatient to get moving, Shackleton commanded the ship to continue south, navigating 

through the icy jigsaw puzzle. In January 1915, the vessel came within sight of the Antarctic 

mainland. But harsh winds and cold temperatures descended quickly, and the pack ice trapped 

the ship, just as the South Georgia seamen had warned. 

The Endurance was immobilized, held hostage to the drifting ice floes. Shackleton realized that 

his men would have to wait out the coming winter in the ship’s cramped quarters until 

summer’s thaw. 

Shackleton feared the potential effects of idleness, ennui and dissidence among his men more 

than he did the ice and cold. He required that each man maintain his ordinary duties as closely 

as possible. Sailors swabbed decks; scientists collected specimens from the ice; others were 

assigned to hunt for seals and penguins when fresh meat, a protection against scurvy, ran low. 

He also kept a strict routine for meals and insisted that the men socialize after dinner, as a tonic 

for declining morale. Still, collective disappointment, and tempers, flared. 

Through the routines, order and interaction, Shackleton managed the collective fear that 

threatened to take hold when the trip didn’t go as planned. He knew that in this environment, 

without traditional benchmarks and supports, his greatest enemies were high levels of anxiety 

and disengagement, as well as a slow-‐burning pessimism. 

Days became weeks, and weeks became months, and still the ice held the ship. By June 1915 — 

the thick of winter in the Southern Hemisphere — the ship’s timbers were weakening under the 

pressure created by the ice, and in October water started pouring into the Endurance. 

Shackleton ordered the crew to abandon the sinking ship and make camp on a nearby ice floe. 

The next morning, he announced a new goal: “Ship and stores have gone — so now we’ll go 

home.” 

A day later, in the privacy of his diary, he was more candid about the gauntlet in front of him. 

“A man must shape himself to a new mark directly the old one goes to ground,” he wrote. “I 

pray God, I can manage to get the whole party to civilization.” 



Page 16

Stop at this point and disuss the following with a partner. 

1. Where has Shackleton failed? 

2. Where has Shackleton and his crew succeeded? 

3. What should Shackleton do next? 

4. How should Shackleton respond to their situation? 



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The Shackleton Expedition – Part 2 

After the Endurance sank, leaving the men stranded on the ice with three small lifeboats, 

several tents and supplies, Shackleton realized that he himself had to embody the new 

survival mission — not only in what he said and did, but also in his physical bearing and 

the energy he exuded. 

When a few men expressed skepticism about his plans, he acted quickly to contain their 

opposition and negativity by trying to win them over and keeping close watch on them. 

He assigned several potential troublemakers to his own tent on the ice, proving the value 

of the saying, “Keep your friends close and your enemies closer.” 

The men camped on the ice. They had to hope killer whales didn’t tip them into the 

freezing water. By April 1916, the ice began breaking up, and Shackleton ordered the men 

to the lifeboats, hoping to reach land along the tip of the Antarctic Peninsula. After a week 

of stormy seas, they arrived at the deserted Elephant Island. They were exhausted, seasick 

and dehydrated. But they took “childish joy,” one scientist wrote in his diary, “in looking 

at the black rocks and picking up the stones, for we had stepped on no land since Dec. 5, 

1914.” 

After all of that time, Elephant Island was only 100 miles from their abandoned ship. 

The island was barren and more than 800 miles away from the nearest inhabited land. 

They knew no one would find them. 

They were exhausted. 

They were cold. 

They were running out of food. 

Shackleton knew this more than anyone. He knew what he had to do. 

Almost immediately, Shackleton began planning his next move. Along with five other 

men, he managed to guide a 22-‐foot lifeboat to South George Island; from there, a 

smaller party reached a whaling station and help. After a meal, a bath and a change of 

clothes, Shackleton said, “we had ceased to be savages and had become civilized men 

again.” 



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Shackleton decided to leave most of the group behind and sail to the nearest inhabited 

island with five men to get help. It was the last thing they wanted to do. It was winter and 

they were in the stormiest ocean in the world. The journey would be extremely 

dangerous. 

The waves were like mountains. The sea spray froze and their boat nearly sank with the 

weight of the frozen spray. They nearly sank in storms. They were constantly cold and 

wet. They were running out of water. 

Two weeks later they saw South Georgia. 

But they couldn’t land. A ferocious gale nearly wrecked their ship and they had to spend 

two more nights on the water. 

And even once they finally managed to land, they still had to cross to the inhabited side of 

the island, over land that had never been crossed before. They climbed almost 1000 

meters. They couldn’t stop to rest, or they would freeze to death in the snow. They 

walked for twenty six hours 

During the next several months, he set sail in three different ships, but none could cut 

through the pack ice surrounding Elephant Island. Finally, on Aug. 30, 1916, aboard the 

Yelcho, a Chilean steamer, Shackleton sailed within sight of the island and rescued the 22 

remaining men. “I have done it,” he wrote his wife, Emily. “Not a life lost, and we have 

been through hell.” 



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Stop at this point and discuss the following with a new partner. 

1. Did Shackleton Succeed? Why or Why Not? 

2. What made the most difference in achieving the final outcome? 



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The Shackleton Expedition -‐ Epilogue 

Shackleton led the men to safety and then went back to rescue the others. Every single 

man survived. Every single one. 

And they all believed it was because of his leadership. 

Shackleton kept his team together. He ignored class boundaries and made everyone 

equal. He kept everyone busy. He made them play football and sing songs. He was 

positive. He was decisive. He focused on the things he could control. 

Despite setback after setback, disaster after disaster, danger after danger, Shackleton 

never gave up. It was like the worst disaster movie with the meanest scriptwriter in 

existence. But Shackleton kept going and going and going, refusing to quit. 

Once the Endurance becme stranded, Shackleton knew that each day, his presence had 

huge impact on the men’s mind-‐sets. He managed his own emotional intelligence — to 

use a modern term — to keep his own courage and confidence high; when these flagged, 

he never let his men know. 

Just as important, Shackleton kept his men’s focus on the future. The ship was gone; 

previous plans were irrelevant. Now his goal was to bring the team home safely, and he 

improvised, adapted and used every resource at hand to achieve it. 

SET against a myriad of misfortune and mistakes is Shackleton’s behavior after the 

Endurance was trapped. Once he relinquished his first mission, to walk across Antarctica, 

and embraced the second, to bring all 28 men home safely, his leadership became much 

more effective. 

Shackleton assumed ultimate responsibility for his team. Perhaps he recognized that he 

was partly to blame for the crisis that befell the Endurance. Perhaps his naval training 

instilled in him a deep sense of loyalty and obligation to his fellow crew members. The 

men themselves understood this, and most, in turn, offered him their commitment. 

Shackleton devoted himself to a worthy goal. “Shackleton’s team knew that whatever 

came before them on the ice, their leader would give his all to bring them home alive,” 

she said. This knowledge, she added, “was crucial to achieving the mission, and this 

commitment is key today when so much is changing so fast.” 

Shackleton’s sense of responsibility and commitment came with a great suppleness of 

means. To get his men home safely, he led them across ice, sea and land with all the tools 

he could muster/ 



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The Shackleton Expedition – Reflection Questions 

1. How does relate to our work at Navigator? 

2. What does Shackleton teach us about effective 

leadership? 

3. How can you apply the lessons we have learned from 

Shackleton to your own journey? 



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Board of Directors Exercise 

Think of life as climbing a mountain. Your board of directors is the group of people who 

help you climb, influence where you climb, how you climb, how fast you climb, etc. 

Boards of Directors are typically made up of a chair and members. A board has general 

control for the direction, stability and viability of an organization. 

-‐ 

-‐ 

-‐ 

-‐ 

-‐ 

We are each the chair of our own Board of Directors, representative of our life. 

Who is on your board? 

Who do you rely upon for guidance, support, or advice as your climb? 

Who holds a rope of influence or control in your life? 

Put the names of the people who currently hold a piece of the rope on your Board of 

Directors. List each person separately. 



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Today’s Board of Directors 

Person 

Reason 



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2027’s Board of Directors 

Person 

Reason 



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2037’s Board of Directors 

Person 

Reason 



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Board of Director’s Reflection 

How did your Board change over time? 

What remained consistent? 

What may be missing from your Board? 

How does your Board shape your Journey? 



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Page 30

The Fraternity Journey 

What does your future look like? 

Topic 

Vision 

Brotherhood 

Service 

Democracy 

Add’l Area 1 -‐ 

Add’l Area 2 -‐ 

Add’l Area 3-‐ 



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Page 32

Alumni Panel 

Lifelong Membership 



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Alumni Panel 

Lifelong Membership 



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Navigator Action Plan 

Applying fraternity lessons to my life 

What are the Critical Issues 

How will I act on these 

during my time as an 

undergraduate member? 

How will I teach these to 

others? 

How will I continue to act 

on these beyond 

graduation? 

How will I use these 

principles or themes to 

shape my future? 

Brotherhood 

Service 

Democracy 



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What are the Critical Issues 

How will I act on these 

during my time as an 

undergraduate member? 

How will I teach these to 

others? 

How will I continue to act 

on these beyond 

graduation? 

How will I use these 

principles or themes to 

shape my future? 

Brotherhood 

Service 

Democracy 



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My Commitments 

How Will I Commit To My Values / Themes 

Value / Theme 

Personal Commitments 

1. 

2. 

1. 

2. 

1. 

2. 

1. 

2. 

1. 

2. 

1. 

2. 



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In One Year, I will 



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In Three Years, I will… 



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In 10 Years, I will… 



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In 20 Years, I will… 



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Finding a Mentor 

Choose 3 people to approach as a potential mentor. Think about those who will 

challenge, coach, and encourage you. 

Individual 1 _______________________________________________ 

What can this person bring? ________________________________________ 

________________________________________________________________________ 

What can I bring to the relationship? _________________________________________ 

________________________________________________________________________ 

When am I going to call them ______________________________________________ 

_______________________________________________________________________ 

Individual 2 _______________________________________________ 


________________________________________________________________________ 


________________________________________________________________________ 


_______________________________________________________________________ 

Individual 3 _______________________________________________ 


________________________________________________________________________ 


________________________________________________________________________ 


_______________________________________________________________________ 



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THE BRIDGE BUILDER 

An old man, going a lone highway, 

Came, at the evening, cold and gray, 

To a chasm, vast, and deep, and wide, 

Through which was flowing a sullen tide. 

The old man crossed in the twilight dim; 

The sullen stream had no fears for him; 

But he turned, when safe on the other side, 

And built a bridge to span the tide. 

"Old man," said a fellow pilgrim, near, 

"You are wasting strength with building here; 

Your journey will end with the ending day; 

You never again must pass this way; 

You have crossed the chasm, deep and wide-‐ 

Why build you a bridge at the eventide?" 

The builder lifted his old gray head: 

"Good friend, in the path I have come," he said, 

"There followeth after me today, 

A youth, whose feet must pass this way. 

This chasm, that has been naught to me, 

To that fair-‐haired youth may a pitfall be. 

He, too, must cross in the twilight dim; 

Good friend, I am building the bridge for him." 

Miss Will Allen Droomgoole 



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