Un­lock Your Lead­er­ship Su­per Power

We live in an era of un­prece­dented and re­lent­less change. Changes are oc­cur­ring very rapidly and any in­di­vid­ual leader that ig­nores this re­al­ity will strug­gle to adapt and this will im­pact their own lives and busi­nesses writes Chutisa and Steven Bow­man.

Business First - - LEADERSHIP -

In the cur­rent en­vi­ron­ment, mak­ing de­ci­sions and tak­ing ac­tion have be­come more com­plex for busi­ness lead­ers in all in­dus­tries and in all mar­kets. Clearly lead­ers need dif­fer­ent skills to take their busi­nesses into the fu­ture. To make de­ci­sions ef­fi­ciently, quickly, and strate­gi­cally lead­ers must un­lock their lead­er­ship su­per­power by de­vel­op­ing the abil­ity of a Prag­matic Fu­tur­ist. When lead­ers de­velop their prag­matic fu­tur­ist ca­pac­ity they in­crease their power to shape their fu­tures, even in the most tur­bu­lent of times. They will be equipped to take ad­van­tage of all the new op­por­tu­ni­ties that rapid so­cial and tech­no­log­i­cal pro­gresses are cre­at­ing. Busi­ness lead­ers can in­cor­po­rate the prag­matic fu­tur­ist’s power into their ev­ery­day op­er­a­tional prac­tices, and be­gin to lead from the edge of pos­si­bil­i­ties.

A key el­e­ment of a Prag­matic Fu­tur­ist is the abil­ity to cre­ate fu­ture po­ten­tial pos­si­bil­i­ties. This is not to be con­fused with pre­dict­ing the fu­ture. It is about be­ing aware of fu­ture pos­si­bil­i­ties in or­der to act and in­flu­ence them. Prag­matic Fu­tur­ists can see dif­fer­ent pos­si­bil­i­ties in seem­ingly ran­dom in­for­ma­tion, en­abling them to take decisive ac­tion and to make the choices that bring strate­gic ad­van­tage, while their peers are still as­sess­ing a sit­u­a­tion. They don’t just nav­i­gate fu­ture global trends, they ac­tu­ally shape them. This

Chus­tisa & Steven Bow­man are global busi­ness ad­vi­sors.

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