Future Timeframes

Many years ago I became exposed to the significance of future timeframes in the strategic thinking of effective leaders. Research evidence suggested that the highest levels of leadership in organizations required thinking and acting with longer time horizons for intended impacts. In seasoned leaders across cultures, intended impacts were often decades out, informing their current decisions and actions. By contrast to today’s Nike imperative of “just do it” these strategic decisions seem almost inconceivable by current standards. It can be daunting to convince one’s boss or one’s board “this will pay off in 10-20 years”. Far term thinking is conditioned by many factors to be sure. A strategic plan in an immediate crisis is near useless. The almost instant information juggernaut is seductive in suggesting all results can also be immediate. But the consequent courage, foresight, and expected adversity of a leader’s timeframe are all part of his or her strategic vision for the future. It is not for the weak of heart or the eager to please. The long view can open space for better immediate and creative options. Many organizational and social dilemmas are better understood and addressed if our strategic imperatives benefitted by a “now and then” rather than a “here and now” mindset