The LN Navigator shows what effect your leadership has on the other person.
You challenge your counterpart both in terms of goal achievement and on a personal level.
It is most favourable if your dots are distributed horizontally as above in the optimum pressure (i.e. in the middle band). This means that you demand results to a healthy extent (goal-orientation) and also allow your employees to face beneficial uncertainties, thus enabling them to grow.
Aiming too low once is much less bad than aiming too high once.
The pattern is only ideal if no dot extends beyond the optimum pressure. This is because even individual excessive demands tie up a lot of energy (which is better used elsewhere).
If you aim too low, you will pay the price as a manager. Because aiming too low means taking on things that your employee could also do themselves:
- In the goals section (bottom left): You explain things or take on tasks, although it would be reasonable to expect employees to find out and solve them themselves. This has two disadvantages: On the one hand, you have unnecessarily more work, and on the other hand, you are faced with the other person having to master it themselves.
- In the People section (bottom right): You care (too) much about the well-being of your employees.