Chapter 4. Personal Foresight - Becoming an Effective Self-Leader

Adaptive Self-Leadership – The Eight Skills and Goals

This Guide argues that Eight Skills, practiced daily, are key being a great self-leader.

Let’s review how we come to these eight, as a minimum viable set. In Strengths-Based Leadership, Gallup offers us four core leadership domains, the first of which, Strategic Thinking, is a seeing (foresight) domain, and the next three of which are doing domains: execution, influence, and relating.

We expand Gallup’s Strategic Thinking domain into the Four Foresight Skills: the first is a learning step (knowing the relevant past and present), which is foresight preparation, then Toffler and Amara’s Three Ps the core types of foresight production.

We then integrated Gallup’s three doing skills with with the universal Do loop (Learn See Do Review cycle), described by Shewhart, Deming, Simon, Boyd, and other management scholars. That gives us the Four Action Skills: Execution, Influencing, Relating, and Reviewing.

These are the Eight Skills of Adaptive Foresight. It is our contention that any fewer skills takes away something critical, ignoring the key management literature, and any more is unnecessary. These are the key skills we need to practice in our daily lives, and help others to practice as well.

Toffler’s 3 Core Foresight Types Gallup’s 4 Core Leadership Domains Toffler + Gallup Eight Skills
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Anticipation (Probable Futures)

Innovation (Possible Futures)

Strategy-Planning (Preferable Futures)

 

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Strategic Thinking

Strategic Thinking

Strategic Thinking

Execution

Influence

Relating

.

Anticipation

Innovation

Strategy

Execution

Influence

Relating

Learning

Anticipation

Innovation

Strategy

Execution

Influence

Relating

Reviewing

Skills of course are not value free. Leaders must also have vision, and they pursue goals, which are expressions of values. In an evolutionary and developmental universe, a subset of our goals and values will be particularly adaptive. We have argued that pursuing the Eight Goals or Five E’s, discussed in Chapter 2 and 3, is particularly adaptive.

Taken together, we can call the Eight Skills and Eight Goals “The Eights.” Pursuing both of them can be called Adaptive Self-Leadership. When we decide what to do next, these skills and goals (values) are often in tension or competition with each other. We can’t practice, improve, or maximize all of them at the same time. So getting right balance among The Eights moment by moment, is a matter of art and practice. But having the right models help us pay attention to what matters in both the vision (goals, values) and work (skills) domains of your.

This Guide argues that evo devo foresight and The Eights, or if you prefer, empowerment foresight, the Five E’s and Eight Skills, are the best general models for knowing where to go and how to get there. If you use any of these models, they will clarify much, and take you very far. 

We’ll say more about leadership in future versions of the Guide. In the meantime, lead thyself well and far, fellow foresighter!

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