I’m in a course right now that is all about the future and our ability to impact it by making decisions and changing behavior today that will make tomorrow’s world a better place. It requires us to think through the great “what ifs” of life proactively, instead of after the fact in regret. What if my organization succeeds? What if my relationships deepen? What if I pour myself into mentoring and someone I’ve touched becomes a positive influence on a global scale? What if things actually go well?! Each of these are the types of the forward view I’m studying. Sometimes the questions need to be framed in negative outcomes, such as what if this partnership goes south or what if the economy tanks again? However, I believe that for every negative scenario, there should be multiple positive ones, because people are far more motivated by rewarding what ifs rather than fearful what ifs. I’d rather have a carrot held in front of me than a chunk of coal. I’m just funny that way!
Leaders need to think about the future. They need to rise above the minutia of today and look forward to where they want to lead their people and organization. All too often we put off future planning because the demands of today are seemingly urgent and critical to merely surviving. However, surviving today will mean nothing if we haven’t made preparations for the future. One of the methods one can use has to do with exploring alternative futures – the possible, the probable and most importantly, the preferable. Those who use this kind of technique are able to handle whatever the future holds because they prepare for the various outcomes. That’s what scenario planning is all about. By asking what is possible; a company can gear up for the type of operation that the potential future will require. By asking what is probable; they can do the same, but with an even higher degree of accuracy. The best preparation for the future, though, is to go after the preferable future and be ready for it when it comes. The great leaders are the ones who cast a vision of how their organization can make the world a better place. They plan for it. They prepare for it. They put into action behaviors and procedures today so that they are ready for tomorrow. If they wait until the future comes, it will be too late to capitalize on the opportunities before them.
I have worked with people who will tell you that they want a bright and glorious future for their organization. They are sincere, and there is no doubt that this is their preferred future. However, they miss one very important step in achieving it. They are unwilling to do anything different from the present way of doing things. They refuse to change, so they will never get to where they say they want to go. Farmers know this. They have to prepare the ground and plant the seeds long before they receive a harvest. No preparation, no plants. It’s as simple as that.
I want to encourage all of us who lead to stop thinking about the urgency of today and set our sights on the future. Think about what we need to do today to get us to what’s possible, probable, and preferable. The future of our organizations is in the balance. We cannot continue with status quo thinking and behavior. Today is the day to make changes. Today.
Lead well.