The Road to Visionary Leadership Series | Strategic Foresight & Vision Planning | Chronicle 2 of 8 | CHRONICLE 246

And I always talk about it, and I start out with a quote, and I think this is a great one for us talking about the future today.

The future is already here.

It is just not evenly distributed from William Gibson.

And the context of why this matters is I want to start about taking something off your shoulders.

And not a lot of people talk about this.

They want to put more on their shoulders.

You want to be held more responsibility.

And a lot of this pressure comes from trying to predict the future.

You don't need to predict the future.

Nobody gets to be right about 2036 on purpose.

And any leader who tells you they can is selling you something that could be oceanfront property in Arizona.

So foresight is a different discipline than prediction.

Remember that.

And confusing the two is why most strategic planning is simply theater.

Prediction asks, what will happen? Foresight asks, what could happen? What would it mean? And what should I do now that is a smart across more than one of those outcomes? And we'll talk about those.

Three outcomes, not just one, three outcomes.

One of those questions has an answer.

And here is what matters for you specifically.

In Chronicle 1, you built a mind that can separate a law from a habit.

That mind can now do something most leaders cannot.

See the signal early.

Because the signal is almost never hidden.

It sits in plain sight, dismissed, because it does not fit that everyone mistakes for a law.

So today, I want to point the mind forward, then build the plan.

Five concepts we'll talk about today.