Pastor Poju Oyemade started with the fact that he wanted to share thoughts on what he personally used in The Covenant Nation. He stated that the first law was that the organisation wins as a team or loses by default. He mentioned that what it meant is that everyone in the organisation must operate with the corporate vision and operate as a team rather than operate with their individual skills and talent. He further explained that this was possible if the objectives of the organisation were clarified so that the hearts of the people are united to pursue the same goal. The team players of the organisation must not be hazy about these objectives. To better illustrate his point, he used the biblical story of The Tower of Babel and how the people were united in their pursuit.
Pastor Poju went on to state that the second law was that the organisation must know where they win. Knowing this would help the organisation to define the exact steps that would take them to the destination that meant a ‘win’. He pointed out that the focus on going to where to win should be on the steps rather than on activities. The third law he shared was to stay focused when results start to show and to avoid overcompensating oneself for the sufferings of the past. This was important because, after some time, the organisation might embrace practices that look good but are unhealthy for it. These practices will derange the organisation from its original vision and objectives as they will be doing all manner of things that do not produce results. He then emphasised that what was more important was to do a few things in a certain way rather than to do so many things.
He went on to state the fourth law was to get the right information to the right people in the right position. Pastor Poju pointed out that as people begin to occupy different positions in the organisation, they must be given the information that they need to be successful. As he progressed, he mentioned the fifth law was to listen to outsiders. This was important because the outsiders will bring in views that are fresh and are different from what the insiders are accustomed to and so don’t notice. The implication of listening to outsiders was that they come into the organisation and make suggestions that may sound counterintuitive. They should be listened to regardless in order for the organisation to win.
He brought his address to a close as he mentioned the sixth law: It was to develop new talents constantly within the organisation. This, he stated, will allow the organisation to last longer instead of it collapsing in the future as a result of the absence of fresh talent and ideas being nurtured.
