Futurist Bob Treadway

No single set of skills and techniques will help you sustain and improve your team, organization, or even career more than anticipation. Most leaders have never taken a course or seminar on the subject. It wasn’t in the required curriculum for your university major, was it?

Effective anticipation sees not just the obvious that’s ahead but also the hidden, the hinted-at, the possible. The process need not be complicated. But it must be persistent. I urge you to adopt the approaches I list here. Habits of anticipation will stand you in good stead for your entire career, for your entire life.

Here is a “starter kit” for anticipation. Things to do, ways to think, and habits to adopt that allow you to see developments before they arrive, avoid nasty surprises, and take advantage of opportunity.

Widen and Lengthen Your View

The most successful business leaders keep themselves informed. They see media, listen to viewpoints, mine promising sources, and collect forward-looking contacts that see ahead. They leverage time saving summaries, look at sources with a future focus, and employ technology to push information their way. They team with peers and associates to compare notes, discover unusual insights, and gain novel perspective. They change up their sources and network to cast a wider net for signals of what’s ahead. Nothing goes over their head. They allow their curiosity to drive a continuous alertness to signals of the future. I list two excellent free daily resources at the end of this posting.

See the Significant

I’m often asked, “What should I pay attention to? There’s so much reading and information I’ve got to see already.” Recognize information that will have the strongest impact on your future from three simple categories:

  1. Be surprised. A surprise is new information, a departure from your current understanding, and probably a signal of something to come you should be monitoring.
  2. Determine “game-changers.” Keep an open mind but be honest with yourself about factors, forces, and innovations that could change everything. Robotics, artificial intelligence, generational change, and social adoptions are appropriate current examples. Don’t hunker down in denial. Here is an opportunity to adapt, ally, or move in a new direction.
  3. Notice what has strong implications. An implication is a consequence, result, impact, upshot, or ripple effect. A development with high-impact implications is a blip on your radar. Your mind should jump to the question, “Since that’s happened (or will happen) then what?” Your brain will think like a futurist to create a range, a cascade of after-effects.

Analyze Impacts

Many of my clients organize implications into systems and patterns. One quick technique you can try is to write a trigger event, situation, or scenario in the middle of a blank sheet. Then ask the “then what?” question and write 3-5 impacts down in a circle around the trigger. Then go to each of the those implications you recorded and ask “then what?” of each of those, generating 2-3 more implications. By the time you reach the third level you’ll see entries and patterns that are actions and strategies for how to move into the future.

Of course this process is even better when done in a small group as we do in IMS learning experiences. The addition of other viewpoints and experiences causes you to include a wider range of possibilities. You’ll find your teammates bring perspectives you would not have developed on your own. This also allows you some time to contemplate what’s coming. The “implication wheels” you generate are insightful, full of specifics, and prompt you to use the next portion of the took-kit below.

Pull the Trigger

Anticipation leads to a forecast. Forecasts are valuable insights and knowledge of future events. But scanning, thinking, and analysis is useless unless it leads to action. Doing something that protects, leverages an advantage, opens a new avenue, or puts a proactive plan in place is what seeing around the corner should accomplish.

Those are four components of an anticipation system. Widen-broaden your view. Recognize the signals both obvious and less so. Analyze potential impacts. Take action.

Scanning Resources

Two free, well-curated, morning-delivered summaries I suggest you give 5 to 10 minutes daily:

Morning Brew – business-oriented with useful dashboard graphics, a forward-look, and good writing – morningbrew.com/daily/r/?kid=ee9dc2

Quartz – the news e-mail that took things up a notch. International in scope. qz.com

About Bob Treadway

Bob Treadway is the President of Treadway & Associates, a consulting and training organization that focuses on future business environments, strategy and planning methodologies. He has consulted and designed programs for major organizations as such Gillette, Berkshire Hathaway, SBC, American Express, Pfizer, and the Federal Reserve. You can learn more about Bob on his website at: https://www.trendtalk.com.

Author Hendrie Weisinger

It’s obvious why we want to make good decisions. Yet, it is also obvious that too many people make too many wrong decisions, from taking the wrong job, marrying the wrong person, to selecting the wrong college. How does this happen?

Recent books has made “cognitive biases” the frequent culprit but I have found a major cause for poor decisions is the tendency to listen to the advice of others instead of using the natural intuitive decision makers that Mother Nature has provided to all of us. Using your natural decisions makers is the act of applying intuitive decision-making. Here’s how:

1. WATCH YOUR FACIAL EXPRESSIONS 

Use your facial expressions when making an important decision. Emotions are directly linked to facial expressions. Before an important decision, stand in front of a mirror and think of the decision you are to make. Does your face show fear, anger, happiness, or anxiety? If your face does not look happy or satisfied when you think about the decision you are to make, you better think twice, because you will be ignoring your instincts.

I had a client, a young lady do this who was about to become engaged. When she spoke about her engagement, she said it was right for her, but when she saw how she looked in a mirror, when she was discussing her relationship, she opted out and soon came to realize that she would of been making a huge mistake. Her facial expressions helped her realized that she was fooling herself. Later on, she told me that deep down, she felt something was wrong, but tried to convince herself otherwise because she didn’t want to hurt her boyfriend. The mirror on the wall helped her become the fairest of them all.

2. IT’S NOT WHAT YOU SAY BUT HOW YOU SAY IT.

Listen with your 3rd ear…the practice of “listening to your voice,” is based on the fact that sound carries emotion, which is why some sounds of music make you enthusiastic, others scared, others depressed.

When a patient would tell me they were feeling great or happy about something, I would often notice that their voice communicated the opposite. You say you are happy but you don’t sound happy, or enthused.

Talk about a decision into a tape recorder or out loud and ask yourself, “how do I sound” often brings forth the incongruence between what a person says and what is really going on. Sounds of silence or when the person cannot talk about their decision enthusiastically often indicates not listening to one’s instincts/intuitions.

3. ACTIONS SPEAK LOUDER THAN WORDS

motions are complex systems with three components: thoughts, physical arousal, behavior. Many times, with our thoughts, we “lie to ourselves,” but our behavior speaks the truth. You might tell yourself you have found the perfect mate, that the uncomfortable feeling is just your normal nervousness, but your behavior will speak the truth. One woman told me she found the perfect mate, but when I pointed out that her behavioral avoidance of sex didn’t match her thoughts, she finally confessed that she felt she knew she was kidding herself. Observe your behavior and if it doesn’t match what you say or feel, think about why and you will get closer to your intuitiveness for helping you decide what action to take.

4. VISUALIZE & FEEL THE OUTCOME OF YOUR DECISION-MAKING

Many times, when we are anxious (uncertain) about a decision we have to make, we can help ourselves by visualizing and feeling the outcome if we were to decide one way or another. Ask yourself, “How would I feel in year if I go down this path? Answers of Joy, engagement, interest, are telling you it is a path to take and that you are in turn with your nature. If the answers are different, you are going against your instincts–the “bad feelings” are saying, “This isn’t for you. Don’t do it.” 

Decision- making is a task for life. Now you can use Mother Nature’s intuitive decision makers to help you make your best choices.

ABOUT DR. HENDRIE WEISINGER

Dr. Hendrie Weisinger is a celebrated, influential, world renowned psychologist. A New York Times bestselling author, he is a leading authority in the application of Emotional Intelligence, an expert in Anger management, and the originator of the highly regarded techniques of Criticism Training, and the originator of the emerging new field, pressure management. Dr. Weisinger is the author of many successful books, including: Nobody’s Perfect, Anger Workout, Anger at Work, Emotional Intelligence at Work, The Power of Positive Criticism and the New York Times best-selling book Performing Under Pressure. Dr. Weisinger’s latest book, The Genius of Instinct introduces the principles of evolutionary psychology to everyday life.