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Leaders Make the Future
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Product Description
Product Description
What future forces will affect a leaders ability to lead in the next year, 5 years, 10 years?
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Customer Reviews
Most Helpful Customer Reviews
1 of 1 people found the following review helpful
Format:Hardcover
What do you do when, metaphorically, the ground starts to shift beneath your feet, placing you and your organization in possible jeopardy? Conventional leaders often cannot deal with such unnerving dislocation. Confused and flummoxed, they cower in the corner, afraid to move. However, savvy executives who have the skills needed to deal with volatile change see such upheaval as a special opportunity to advance their companies into the future. In this visionary book, Bob Johansen, former president of the Institute for the Future, outlines the top 10 new skills leaders will need to cope with a future characterized by volatility and uncertainty. getAbstract suggests that those who purchase this book might even want to read the conclusion first. That will allow you to begin with the author's series of pertinent questions you can use to assess your capabilities against the 10 new skills you will need in the future.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
45 reviews
11 of 12 people found the following review helpful
Challenging...
29 Mar 2009
Format:Hardcover|Amazon Vine™ Review
(What's this?)
Bob Johansen is the former President and a current Board member of the Institute for the Future (IFTF) - an independent nonprofit think tank that has produced an annual ten-year forecast for over 40 years. Johansen explains that in a world of increasing volatility, uncertainty, complexity and ambiguity (VUCA), leaders must learn new skills in order to make a better future including:
1) Maker instinct (leaders approach their leadership with commitment of a job and energy of a passionate hobby)
2) Clarity (leaders being clear about what they are making but flexible about how it gets made)
3) Dilemma Flipping (turning problems that can't be solved into opportunities)
4) Immersive Learning (learning by doing)
5) Bio-empathy (understand, respect and learn from nature)
6) Constructive depolarization (calming tense situations and bringing people from divergent cultures towards constructive engagement)
7) Quiet transparency (ability to be open and authentic about what matters to you without self-promotion)
8) Rapid Prototyping (ability to create early versions of innovations)
9) Smart mob organizing (creating, engaging and nurturing social networks)
10)Commons creating (stimulate, grow and nurture shared assets that can benefit other players)
While the preface and introduction had me looking forward to reading on, I found getting through the book challenging. The author does an effective job in explaining the "what" and the "why" but not the "how." He uses a patch work of lightly connected examples throughout the book...rather than bringing color to the leadership skill, the examples often tended to be a distraction.
Johansen concludes with a solid recap - questions you may ask yourself in evaluating your level of competence for the new leadership skills along with a self-assessment rating system. Unfortunately, getting from the introduction to chapter 10 takes some doing.
1) Maker instinct (leaders approach their leadership with commitment of a job and energy of a passionate hobby)
2) Clarity (leaders being clear about what they are making but flexible about how it gets made)
3) Dilemma Flipping (turning problems that can't be solved into opportunities)
4) Immersive Learning (learning by doing)
5) Bio-empathy (understand, respect and learn from nature)
6) Constructive depolarization (calming tense situations and bringing people from divergent cultures towards constructive engagement)
7) Quiet transparency (ability to be open and authentic about what matters to you without self-promotion)
8) Rapid Prototyping (ability to create early versions of innovations)
9) Smart mob organizing (creating, engaging and nurturing social networks)
10)Commons creating (stimulate, grow and nurture shared assets that can benefit other players)
While the preface and introduction had me looking forward to reading on, I found getting through the book challenging. The author does an effective job in explaining the "what" and the "why" but not the "how." He uses a patch work of lightly connected examples throughout the book...rather than bringing color to the leadership skill, the examples often tended to be a distraction.
Johansen concludes with a solid recap - questions you may ask yourself in evaluating your level of competence for the new leadership skills along with a self-assessment rating system. Unfortunately, getting from the introduction to chapter 10 takes some doing.
5 of 5 people found the following review helpful
An interesting read, not for everyone though
25 July 2009
Format:Hardcover|Amazon Vine™ Review
(What's this?)
This book was a little different from what I expected. Assuming it just another leader/management type book, I went in with certain expectations. WHat I found was a very interesting and unique book with a lot of what makes a good leader not by bullet points, but more by philosophy. The skills presented are a step forward in seeing ahead, and definitely are a departure from the normal things you see in these types of books. I wonder if many people will accept what the author is trying to say, as this book touches on what is to come, instead of what is in the now. Many people don't or can't see past the present, or if they do, only look ahead a short while. This is a very good book, if you can put aside pre-conceived notions and ideas.
7 of 8 people found the following review helpful
Not just another leadership book...
13 Jun 2009
Format:Hardcover|Amazon Vine™ Review
(What's this?)
When I started reading this book, I thought it will be just like another leadership book with the same skills as available in plenty of other texts, repackaged with new definitions and different examples. However, it turned out to be a really useful book with an apt focus on the leadership skills required for our uncertain and improbable world. (As appropriately mentioned in the title).
Author provides the following three basic assumptions about our world and bases the new skills around them:
1. The VUCA world of volatility, Uncertainty, Complexity, and Ambiguity will get worse in future.
2. The VUCA world wlll have both danger and opportunity.
3. Leaders must learn new skills in order to make a new future.
In his Introduction, he tells us about the forces of future which will shape the future. There is also a "forecast Map" in the inside flap whic links the new leadership skills with these forces of future. It is a nice visual to learn & understand these new dynamics.
Each chapter then is devoted to these new skills with everyday examples, definitions, and examples from companies. I won't delineate these skills separately, as other reviews here have covered them.
Overall, it is a recommended read.
Author provides the following three basic assumptions about our world and bases the new skills around them:
1. The VUCA world of volatility, Uncertainty, Complexity, and Ambiguity will get worse in future.
2. The VUCA world wlll have both danger and opportunity.
3. Leaders must learn new skills in order to make a new future.
In his Introduction, he tells us about the forces of future which will shape the future. There is also a "forecast Map" in the inside flap whic links the new leadership skills with these forces of future. It is a nice visual to learn & understand these new dynamics.
Each chapter then is devoted to these new skills with everyday examples, definitions, and examples from companies. I won't delineate these skills separately, as other reviews here have covered them.
Overall, it is a recommended read.
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