In his book, ‘On Becoming a Leader,’ Warren Bennis argues that a wise tree climber begins from the top, not the bottom. This argument seems to go against the grain. Against the conventional wisdom that you can only climb a tree from the bottom. Why does Warren argue this way? I suppose it is because when you cast your eye from the apex downwards, it is possible to know the distance you are to cover, identify whether there are any missing branches, and generally identify any missing links. This perspective also gives the tree climber the proper perspective to planning how to get to the top, know what resources are required, the amount of time needed, etc.
Planning from the future to the present is one of the greatest hallmarks of outstanding leadership. This is the essence of strategic leadership. It is the essence of visionary leaders. Strategic foresight is based on the principle of planning from the future back to the present, not the typical approach of planning from the present towards the future. This approach (sometimes called backcasting) helps strategic leaders to get a mental picture of the preferred future.
This picture then allows reflection on the current state of affairs. This reflection allows organisations to align their strategies and other human and financial resources to the picture of that exciting future. Strategic leaders, so to speak, visit the future, take a good look, and then go back and tell their people what they have seen. They then inspiringly enlist their support.
Although someone might rightly argue that the future is unpredictable and therefore no need to bother about it. We are reminded that what we call the future yesterday is our today! How well or poorly we prepare for that future determines our quality today!
Unfortunately, most organisations where we serve as leaders have not fully embraced the principle of foresight as an essential component of strategic planning. Often, leaders are forced to react rather than respond to changing circumstances. A “knee-jerk” reaction to issues becomes the default response. Adhocracy tends to thrive, overshadowing the need for a well-predicted plan for the future.
How have you climbed your tree as a leader? From the top or the bottom?