In this short video David Trafford and Peter Boggis discuss the competing commitments leaders face when confronting the default future of their organisation.
When leaders confront the default future of their organisation, they also confront their own personal default future. If they choose to take their organisation on a different trajectory it’s natural for them to think about what it will mean for them personally. In some cases this can lead to competing commitments, where doing the best thing for their organisation can put their personal future at risk. And equally, doing what’s best for them personally can put the future of their organisation at risk.
Default future thinking is therefore not restricted to organisations: it’s equally relevant to individuals. Each of us has a default future – the place we’ll end up if we take no action other than what we currently have planned. For some people this is perfectly acceptable, particularly if they are prepared to accept whatever life offers. Others will inevitably want to take more control and do everything they can to map out a trajectory to a better future.
In the video David and Peter give examples of leaders who confronted the default future of their organisations and in doing so changed their own default futures.
If corporate strategy is about taking an organisation beyond its default future, and personal strategy – though it’s rarely called this – is about changing your personal trajectory, then is it possible to achieve the former without the latter? David and Peter think not.
Watch David and Peter’s video.
For further information see:
The ‘Beyond Default’ Leader