Forward Thinking is anticipating the implications and consequences of situations and taking appropriate action to be prepared for possible contingencies.

An employee demonstrating this competency:

• Anticipates possible problems and develops contingency plans in advance
• Notices trends in the industry or marketplace and develops plans to prepare for opportunities or problems
• Anticipates the consequences of situations and plans accordingly
• Anticipates how individuals and groups will react to situations and information and plans accordingly

By using this competency, you will be able to notice and take advantage of opportunities, especially ones arising out of trends in the marketplace. You will also be more effective at gaining and maintaining people’s support, because you will accurately anticipate and be prepared for their reactions to new information and to organizational changes. In a rapidly changing organization and marketplace, Forward Thinking is essential.

There are no special skills required to use this competency. Since Forward Thinking requires good information about the people you work with, about your organization, and about your industry and marketplace, you will need to develop and maintain access to these kinds of information. Maintain a network of contacts who can keep you informed about developments in the organization, industry and marketplace. Talk regularly to the people with whom you work, to understand their interests, concerns, and motivations. Develop the habit of anticipating what will happen, especially how other individuals will react to situations and information. Make plans based on what you anticipate. This competency is closely related to two other competencies: Interpersonal Awareness and Diagnostic Information Gathering. Developing those two competencies is likely to help develop Forward Thinking.

Read trade publications and industry journals to identify trends that may affect your company, department or unit. Develop and maintain a network of contacts, both inside and outside of your organization, with whom you can discuss developments in your industry and marketplace. Over a two-week period, take notes on how individuals with whom you work - your boss, your coworkers, your direct reports - react to situations and information. Note patterns for each individual. When you are planning a project, anticipate possible problems that could occur at each step, and have a contingency plan ready in case each problem develops. It is often useful to do this with other project team members. The next time you have potentially surprising or distressing news for someone, try to anticipate how this person will react. Identify what you can do in presenting this information to minimize undesired reactions.

After managing a project or event, ask others who were involved for feedback about what you could have anticipated and planned for.

When you are planning a complex project, ask someone strong in Forward Thinking to review the plan with you and to help identify and plan for possible problems. Volunteer to work on a project team headed by someone strong in Forward Thinking. Observe what this person does to anticipate and plan for solutions to possible problems.

If you are coaching someone who is trying to develop the compentency, you can: Model Forward Thinking in your interactions with this person, by sharing your own thinking about possible problems and about the likely effect of information and events on others. When assigning a project to this person, ask him or her to think of possible problems and plan ways to address these problems. Assign this person to a task force or team headed by someone who is strong in Forward Thinking. Ask the person to read trade journals or industry publications and to bring ideas about opportunities arising from developments in the marketplace.

By January 17, I will review the project plan for Link Net, identify possible problems or risks associated with each task, and prepare contingency plans to address the problems. By February 12, I will read the last year’s issues of the most important trade journal in my field and make a list of possible opportunities for our organization, based on market and industry trends. By February 29, I will ask the Axle Replacement Team to give me feedback on the degree to which I demonstrated Forward Thinking in the project plan.

BOOKS AND PUBLICATIONS

Ahead of the Curve: A Guide to Applied Strategic Thinking, by Stowell and Mead. 146 pages. CMOE Press, 2005

Five Minds for the Future, by Howard Gardner. Boston, MA: Harvard Business School Press, 2009.

Full-Spectrum Thinking: How to Escape Boxes in a Post-Categorical Future, by Bob Johansen. 208 pages. Berrett-Koehler Publishers, 2020.

Inevitable Surprises: Thinking Ahead in a Time of Turbulence, by Peter Schwartz. 256 pages. Gotham, 2003.

Strategic Security: Forward Thinking for Successful Executives, by Jean Perois. 221 pages. CRC Press, 2019.

Succession: Are You Ready?, by Marshall Goldsmith. Boston, MA: Harvard Business Press, 2009.

The Art of Original Thinking: The Making of a Thought Leader, by Jan Phillips. San Diego, CA: 9th Element Press, 2006.

The Forward-Focused Organization: Visionary Thinking and Breakthrough Leadership to Create Your Company's Future, by Stephen C. Harper. New York, NY: ANACOM, 2001.

What I Learned from Frogs in Texas: Saving Your Skin with Forward-Thinking Innovation, by Jim Carroll. Canada: Oblio Press, 2004.

WORKSHOPS & COURSES - PUBLIC, ONSITE, ONLINE

LinkedIn Learning. 10 online courses.
https://www.linkedin.com/learning/search?keywords=future%20thinking

Design Thinking: Creating Better Customer Experiences. Two-day workshop. Harvard Extension School. Tel. 617-998-8500.
https://www.extension.harvard.edu/professional-development/programs/design-thinking-workshop

Design Thinking Workshop Resources
https://www.innovationtraining.org/design-thinking-workshop-resources/

Futureproofing Organizations for Digital Disruption. Webinar. Duke Corporate Education.
https://www.dukece.com/webinar-leadership-series/futureproofing-organizations-digital-disruption/

Leading with Innovation. Eight hours online. UNC-Kenan-Flagler. Tel. 800-UNC-EXEC
https://www.kenan-flagler.unc.edu/executive-development/programs-for-individuals/leading-with-innovation/

Taking on Greater Responsibility: Step-Up Skills for Non-managers. Two days. American Management Association. Tel. 877 566-9441
https://www.amanet.org/taking-on-greater-responsibility-step-up-skills-for-non-managers/

See Appendix