Leading like a Futurist

Leading like a Futurist

1h 16mGeneral2019-11-15

Authors

Lisa Kay Solomon

Lisa Kay Solomon

Speaker, Author, Educator, Thought Leader

Course details

Futures-centered thinking may be the most important leadership skill you've never been taught. It’s a discipline and set of practices that everyone can learn. This course is about helping you see, shape, and share the future by improving your strategic thinking and foresight skills, your comfort with ambiguity, and your ability to communicate opportunities in a way that gets others excited, too. Lisa Kay Solomon—an expert on leadership, futures, and design thinking—explains how to imagine new futures, avoid being blindsided, and take steps to bring preferred futures to life. She also explains how to move beyond traditional ways of innovating and assessing risk by learning how to scan and capitalize on external trends and forces that are accelerating the spread of change and disruption.

Learning objectives
Characteristics of futures thinking
Core principles of leading like a futurist
Seeing multiple futures
Building foresight skills and contextual intelligence
Identifying the levers of change
Backcasting
Sharing the future
Obstacles to futures thinking

Skills covered

Leadership SkillsLeadership and ManagementOne-Off

Concepts

Introduction

  • You are a futurist

Leaders as Futurists

  • Characteristics of a futurist
  • Core principles of futures thinking
  • Making futures concrete

Seeing the Future

  • Understanding how to see futures
  • Seeing multiple futures at the same time
  • Futures headlines
  • Building anticipatory skills
  • Building contextual intelligence
  • Seeing the future through systems

Learning Break

  • Learning break

Shaping the Future

  • Identifying levers of change
  • Implications wheel
  • Shaping through clarity
  • Backcasting

Sharing the Future

  • Ways to share the future
  • Sharing the future from what's here
  • Sharing the future through visuals
  • Sharing the future through stories

Conclusion

  • Obstacles to futures thinking
  • Siemens case study
  • It starts with us
40,000 Toman