“Leaders Make the Future: Ten New Leadership Skills for an Uncertain World,” written by Bob Johansen, focuses on preparing leaders for an increasingly volatile, uncertain, complex, and ambiguous (VUCA) world. Johansen identifies ten critical leadership skills that will help leaders navigate and succeed amidst the rapid technological advancements and shifting societal paradigms.

Key Point:
Johansen describes the “Maker Instinct” as a blend of innovation and creative drive. This instinct compels leaders to build, create, and bring into existence meaningful innovations.

Example:
He highlights the example of entrepreneurs in the Silicon Valley, who follow their passions to disrupt traditional industries and innovate.

Actionable Advice:
A person can harness their Maker Instinct by setting aside specific “innovation time” each week to brainstorm and develop new ideas. This proactive structuring encourages ongoing creative development.

Key Point:
In the face of VUCA environments, clarity becomes essential. Leaders must possess the skill to cut through the noise and provide clear direction.

Example:
Johansen cites Jeff Bezos’ memo-writing technique at Amazon. Instead of PowerPoint presentations, team members write detailed memos that promote clarity in communication.

Actionable Advice:
Leaders should adopt clear communication practices, such as mandating detailed written briefs that outline objectives and expected outcomes before meetings.

Key Point:
Dilemma flipping involves reframing problems in such a way that their opportunities can be discovered and utilized.

Example:
An example is provided with Netflix’s decision to pivot from a DVD rental service to a streaming platform. Instead of viewing the decline of DVD rentals as a problem, they saw it as an opportunity to innovate.

Actionable Advice:
Adopt a mindset of viewing problems as potential opportunities by conducting regular team workshops focused on reframing current challenges.

Key Point:
Leaders must continuously learn by immersing themselves in new experiences and environments.

Example:
Johansen refers to how global organizations send their leaders on international assignments to gain a broader perspective and understanding of different markets.

Actionable Advice:
Actively seek out new learning experiences by engaging in cross-functional team projects or participating in industry conferences and workshops.

Key Point:
This skill is about understanding and respecting life systems. Leaders need to appreciate the interconnections within ecosystems to make sustainable choices.

Example:
Patagonia’s business model, which focuses on sustainable practices and environmental responsibility, serves as a model of bio-empathy in action.

Actionable Advice:
Promote sustainability within your organization by setting up green initiatives, such as recycling programs or using eco-friendly materials in product development.

Key Point:
In polarized environments, the ability to depolarize and find common ground is crucial. Leaders must bring together diverse viewpoints to foster collaboration.

Example:
Johansen mentions Nelson Mandela’s efforts in post-apartheid South Africa to unite a deeply divided nation.

Actionable Advice:
Cultivate an inclusive environment by facilitating regular discussions where team members can voice differing opinions without fear of backlash, promoting mutual understanding.

Key Point:
“Quiet Transparency” involves being open and honest, while also being mindful and strategic in communication.

Example:
Ray Dalio’s principles at Bridgewater Associates emphasize radical transparency, where all meetings are recorded, and all employees have access to these recordings.

Actionable Advice:
Implement transparency practices by encouraging open feedback loops, such as anonymous feedback tools or regular open forums with leadership.

Key Point:
Leaders must rapidly prototype and test new ideas to respond quickly to changing circumstances.

Example:
Google’s approach to developing new projects through rapid iteration and pilot testing, such as their beta launches of products like Google Glass.

Actionable Advice:
Adopt a rapid prototyping approach by setting up dedicated innovation labs where new ideas can be quickly tested and iterated upon, allowing for failure as a learning process.

Key Point:
The ability to organize and leverage decentralized networks and communities for collective action is another essential skill.

Example:
Johansen illustrates this with the example of the Arab Spring, where social media played a pivotal role in organizing protests and mobilizing people.

Actionable Advice:
Build and engage with communities through social media platforms, using these networks to crowdsource ideas and solve problems collectively.

Key Point:
The idea of “commons creating” pertains to building shared resources that communities can collectively use and benefit from.

Example:
Wikipedia is cited as an open platform that exemplifies the successful creation of a digital commons, enabling users worldwide to contribute and access knowledge freely.

Actionable Advice:
Initiate projects within your organization that create shared resources, such as knowledge databases or open-source tools that encourage collaboration and mutual benefit.

Bob Johansen’s “Leaders Make the Future” equips current and future leaders with ten vital skills to navigate the complex and unpredictable terrains of modern organizational landscapes. By embracing these skills—Maker Instinct, Clarity, Dilemma Flipping, Immersive Learning Ability, Bio-empathy, Constructive Depolarization, Quiet Transparency, Rapid Prototyping, Smart-Mob Organizing, and Commons Creating—leaders can not only anticipate changes but also harness them for innovation and growth. The actionable advice paired with each skill ensures that these concepts are not just theoretical but can be pragmatically applied to foster effective leadership in an uncertain world.