Now more than ever, organizations need leaders at all levels who can think strategically. This practical and engaging session teaches techniques to help see through confusion, anticipate next developments, avoid negative unintended consequences, and make wise decisions that hold up in uncertainty and volatility. You will sharpen skills in forecasting, enhance a personal scanning system, learn how to pick major impacts and early signals from a flood of information, reduce uncertainty to manageable levels, and create intelligence and innovation by structured collaboration. A real-life, high-stakes recreation of an organization's response to an unexpected situation will cap off an engaging day of learning.
Leaders who implement the 'field-tested' tools from this course will be immediately more valuable to their organization and be identified as ready for greater responsibility.
Bob Treadway is a globally praised advisor on forecasting, strategy, and leadership development who believes that foresight and anticipation strongly enhance a leader's effectiveness and value. He's served as top-rated leadership faculty for industry programs in financial services, agriculture, food, information security, and government. His clients include Berkshire Hathaway, Motorola, Hilton, the Federal Reserve, Gillette, ExxonMobil, American Express, Syngenta, US Gypsum, and the National League of Cities.
Mr. Treadway assists his clients in developing long-ranged thinking, forecasting the environments of tomorrow, forming robust strategies, and taking action on what's ahead.
He has advised trade negotiators on the long-term future, financial examiners on how to evaluate strategy, telecommunications companies on the uses for unlimited broadband, and wealthy foundations on how to get the greatest return on their philanthropy. While he is called on to make forecasting presentations for a wide range of organizations and industries, leaders often comment on his skillful instruction that allows them to become better forecasters on their own.
How to Build Your Executive Scanning System.
Implication Thinking. The Swiss Army Knife of anticipation, problem-solving, decision-making, persuasion, and strategy development.
Strategic thinking tools: effective questions, models, and team practices.
How C-level executives see around corners. 3 examples.
What to do when you don't have all the information (...and you never do).
4 Ranges of Uncertainty and how to use them.
Lessons learned from corporate decision-making at Starbucks in a potential pandemic. Application to today's situation. Scenarios, triggers, contingency (B, C, D) planning.
Learn how to apply tools using a 'real-life' corporate case study