Shaping a Thriving Future Together
Tomorrow is uncertain, but it's crucial that we consider that future, particularly in the context of climate change. To do so, we need to think beyond our current stakeholders and circumstances and embrace open thinking, agility, and complexity.
Planning for the future shouldn't be limited to top-level teams in organizations. It's important for everyone to engage in planning, learning, and adapting to the world we live in. By actively participating in shaping the future, we can thrive on multiple levels. Conversely, when we're solely focused on survival, we struggle to envision what might lay ahead.
So, how does this impact organizations striving to navigate the future while operating in survival mode? As Executives, how can we encourage forward-thinking in a workforce consumed by immediate concerns?
Individuals and organizations are interconnected, and their future perspectives are intertwined. It's impossible to understand the organization's future without tapping into the experiences and aspirations of its people.
Everyone holds hopes for the future, and recognizing this provides a valuable starting point. Even if individuals can't fully focus on their aspirations at present, giving them an opportunity to share their stories in a separate, non-task-driven context may unveil pathways for progress. Conversations that extend beyond task-oriented activities are crucial, even if it feels like there's no room for them. Paradoxically, creating space for such conversations can enhance the flow of both present and future tasks. Key to this process is engaging with individuals, not just their roles.
Psychological safety plays a vital role in fostering engagement. By prioritizing people's well-being and creating an environment where they can speak without fear of judgment or making mistakes, Executives can cultivate openness and authentic engagement.
The conversations and decisions happening now shape the future, yet their long-term consequences remain unseen. Consequently, Executives may inadvertently focus on the wrong priorities. By intentionally directing conversations and decisions toward meaningful outcomes, one conversation at a time, they can generate a more impactful future.
The pandemic has prompted a shift from the individualistic focus of the past century towards valuing connection and social engagement. While the 20th century emphasized individual success, the silver lining of Covid-19 lies in reestablishing community bonds and engaging with people, teams, organizations, and communities on an emotional level. If executives succeed in fostering connection, they can bring about significant systemic change through small behaviors, decisions, and discussions.
This transformation will reverberate within and beyond organizations.
