Anticipate Leadership Quotes

It is not blindly pushing your own agenda that will enrich the world. It’s is your ability and willingness to understand, appreciate, anticipate, address, serve and support the lives of others that will.

The history of the failure of war can almost be summed up in two words: too late.

Effective anticipatory governance is not possible without leadership teams and boards appreciating the range of potential responses to the respective levels of uncertainty.

We develop trust when we show that we are reliable, by doing what we say we are going to do to take care of that treasure, and then stepping it up by doing more, by anticipating problems and handling them before they even happen.

Part of knowing how to be prepared comes from being self-aware—being able to anticipate what you’ll need (or screw up) and planning accordingly. I know I am rarely, if ever, the smartest person in the room. And that’s totally OK. What’s not OK is (1) not recognizing that and (2) not coming ready to participate in a meaningful way.

When you chart the course of your church toward growth, start with one basic assumption: your efforts to grow are going to create many, many problems. Expect them, anticipate them, and welcome them as God’s instructors.

It is not blindly pushing your own agenda that will really create rich opportunities in your life, career, business – and in the world. It’s is your ability to understand, appreciate, anticipate, address, add value to that of others that will.

Afrikaans was the language of the white minority in South Africa, and the forced learning of it created resentment among blacks. Even so, Nelson Mandela made it a point to learn this language in prison in anticipation that it would help him lead the whole of South Africa.

Now, this not only means seeing the troops are fed, clothed and housed properly (the easy part), but more importantly, training them to perfection, anticipating their problems and needs while actively anticipating and eliminating problems before they occur. Among other attributes,

I leave you with the image of the leader with outstretched hands, who chooses a life of downward mobility. It is the image of the praying leader, the vulnerable leader, and the trusting leader. May that image fill your hearts with hope, courage, and confidence as you anticipate the new century.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

In the future, we should anticipate seeing more hybrid wars where conventional warfare, irregular warfare, asymmetric warfare, and information warfare all blend together, creating a very complex and challenging situation to the combatants; therefore it will require military forces to posses hybrid capabilities, which might help deal with hybrid threats.

The fears of militarization Holbrooke had expressed in his final, desperate memos, had come to pass on a scale he could have never anticipated. President Trump had concentrated ever more power in the Pentagon, granting it nearly unilateral authority in areas of policy once orchestrated across multiple agencies, including the State Department. In Iraq and Syria, the White House quietly delegated more decisions on troop deployments to the military. In Yemen and Somalia, field commanders were given authority to launch raids without White House approval. In Afghanistan, Trump granted the secretary of defense, General James Mattis, sweeping authority to set troop levels. In public statements, the White House downplayed the move, saying the Pentagon still had to adhere to the broad strokes of policies set by the White House. But in practice, the fate of thousands of troops in a diplomatic tinderbox of a conflict had, for the first time in recent history, been placed solely in military hands. Diplomats were no longer losing the argument on Afghanistan: they weren’t in it. In early 2018, the military began publicly rolling out a new surge: in the following months, up to a thousand new troops would join the fourteen thousand already in place. Back home, the White House itself was crowded with military voices. A few months into the Trump administration, at least ten of twenty-five senior leadership positions on the president’s National Security Council were held by current or retired military officials. As the churn of firings and hirings continued, that number grew to include the White House chief of staff, a position given to former general John Kelly. At the same time, the White House ended the practice of “detailing” State Department officers to the National Security Council. There would now be fewer diplomatic voices in the policy process, by design.

FOCUS ON GENERATING REVENUE THE DOJ FOUND THAT virtually every branch and tributary of the city’s bureaucracy—the mayor, city council, city manager, finance director, municipal court judge, municipal court prosecutor, court clerk, assistant clerks, police chief—all were enmeshed in an unending race to raise revenue through municipal fines and fees:            City officials routinely urge Chief [Tom] Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD [police department] could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

It is quite unfathomable why the EU leadership fails to anticipate these potentially catastrophic possibilities, and fails to respond to popular concerns with more moderate immigration policies. One possible explanation for these perverse policies that has been put forward by highly regarded scholars, such as Samuel Huntington, is that the current leadership of the EU is composed of left-wing authoritarians who are enemies of the Western liberal tradition. According to Huntington, “Multiculturalism is in its essence anti-European... "and opposes its civilization. The official repression of dissent and pursuance of unpopular policies by undemocratic means suggests that such ideologues wish to turn the EU into a centrally controlled empire similar to the Soviet Union. If that is the case, then their current policies make a good deal of sense, in that they flood the continent with people who have lived under autocratic regimes and never lived in democratic republics. Such people may well be willing to tolerate repressive regimes provided they can maintain a moderate standard of living and their own traditional religious practices. As Hunnngton points out, imperial regimes often promote ethnic conflict among their minority citizens to strengthen the power of the central authority, with the not unrealistic claim that a powerful central authority is essential to maintain civil order. But if that is the case, then Europe will be transformed into an authoritarian and illiberal multiethnic empire, undemocratic, economically crippled and culturally retrograde. Is it any wonder that so many see Europe as committing suicide and its end coming "not with a bang, but a whimper?

The belief that order must be intentionally generated and imposed upon society by institutional authorities continues to prevail. This centrally-directed model is premised upon what F.A. Hayek called “the fatal conceit,” namely, the proposition “that man is able to shape the world according to his wishes,”3 or what David Ehrenfeld labeled “the arrogance of humanism.”4That such practices have usually failed to produce their anticipated results has generally led not to a questioning of the model itself, but to the conclusion that failed policies have suffered only from inadequate leadership, or a lack of sufficient information, or a failure to better articulate rules. Once such deficiencies have been remedied, it has been supposed, new programs can be implemented which, reflective of this mechanistic outlook, will permit government officials to “fine tune” or “jump start” the economy, or “grow” jobs, or produce a “quick fix” for the ailing government school system. Even as modern society manifests its collapse in the form of violent crime, economic dislocation, seemingly endless warfare, inter-group hostilities, the decay of cities, a growing disaffection with institutions, and a general sense that nothing “works right” anymore, faith in the traditional model continues to drive the pyramidal systems. Most people still cling to the belief that there is something that can be done by political institutions to change such conditions: a new piece of legislation can be enacted, a judicial ruling can be ordered, or a new agency regulation can be promulgated. When a government-run program ends in disaster, the mechanistic mantra is invariably invoked: “we will find out what went wrong and fix it so that this doesn’t happen again.” That the traditional model itself, which is grounded in the state’s power to control the lives and property of individuals to desired ends, may be the principal contributor to such social disorder goes largely unexplored.

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

One strategy we used to anticipate these was to have every manager write down all the surprises that tended to crop up in his or her line of work. By drawing from their own experiences, managers usually came up with quite a comprehensive list.

Ripple Leaders equip and guide their people to achieve the mission by anticipating challenges and bridging the gap between what's available and what's needed.

So my deputy director was right; we really were screwed, and it was as painful as anticipated. We had tasted the poison of our political system, and I had taken all the hits I anticipated, but I also felt great relief because the FBI and I were finished with Hillary Clinton and her emails. If only.

There are circumstances which can only be created and remedied in a crucible of fury, fire, and destruction like the serotinous cones of the Jack Pine and Lodgepole Pine trees. Only after exposed to extreme heat and enormous pressures will the cone open to begin anew and flourish amongst the cleansed but desolate landscape. Also, like the unpredictable restrained power of a dormant volcano storing it's potential energy over long periods of time gives way to this planets most enchanting display of scenic beauty to stark nightmarish backdrops. Egos are like wildfires to me because they start small but uncontrolled they will get out-of-hand and devour without prejudice. However, egotistical people are part of life and the best defense is a good offense with fire breaks dug in advance anticipation and left in place for when the right conditions present themselves where you must decide to fight that fire or be consumed by it.

Leaders stay informed of current events, and they should anticipate challenges based on those events.

Any government can balance the books by not investing very much. By 1997 the NHS was in such a wretched state that hospitals were being compared unfavourably with those in Eastern Europe. In London, theatres issued warnings to audiences, urging them to leave much more time than they might anticipate to get to the venue, because public transport had become so unreliable

the deluge of information available today, the velocity of disruption and the acceleration of innovation are hard to comprehend or anticipate. They constitute a source of constant surprise. In such a context, it is a leader’s ability to continually learn, adapt and challenge his or her own conceptual and operating models of success that will distinguish the next generation of successful business leaders. Therefore, the first imperative of the business impact made by the fourth industrial revolution is the urgent need to look at oneself as a business leader and at one’s own organization. Is there evidence of the organization and leadership capacity to learn and change? Is there a track record of prototyping and investment decision-making at a fast pace? Does the culture accept innovation and failure?

The state leadership and the Jewish Agency feared for Israel’s character as a European pioneering society if Oriental immigration was to continue unchecked. The expected demographic change that would result from mass immigration from Oriental countries was at the heart of this fear. Such preoccupations were enhanced by the fact that, following the destruction of most of European Jewry, North Africa had become the main reservoir for new immigrants.107 As Yaron Tsur argues, this fear was partially material for the political decision makers. The Labor establishment was afraid that the new immigrants would strengthen the ranks of the Revisionist opposition.108 Yet fear of Levantinization was not simply a matter of quantitative aspects of Mizrachi immigration; it was also associated with qualitative aspects of what Ashkenazi officials imagined to be a “Levantine” way of life. In closed forums, they quite openly discussed the anticipated negative consequences for Israeli state building. During the discussions regarding selection guidelines for 1953, Giora Josephthal, the head of the Klitah (Absorption) Department of the Jewish Agency, stated, for instance: “I say that this land is in danger, its ethical and social existence are in danger because of this Aliyah [from Oriental countries]. . . . They say that life in Israel will obtain a Levantine character, I am convinced that some of us are already afraid of the immigrants.

It is always changing and accepting this will help us to adapt better. In the future, our technology will help us to communicate even better than we do now, travel faster and advance us in ways that we never knew could exist. If we anticipate this now, we can hit the ground running when this takes place and have an action plan ready to go.

IN A WAY no one could have anticipated at the time, the military training and discipline required to win World War II became an accelerated course in how to prepare a young generation to run a large, modern, and complex industrial society. Nearly every veteran, however painful the military experience may have been, seems to be grateful for the discipline and leadership training they were exposed to at such a formative age.

A survey conducted by the University of Michigan in 2005 identifies a range of barriers to execution, first among which is the “past/habits” of the organization.38 In most cases the underlying problem was attributed to “leadership.” The respondents’ view was that the solution was to focus on alignment. The survey’s author questions this, suggesting that although we put a lot of effort into developing and communicating strategy, “what we do not do is anticipate that things will change.”39

Focus on Generating Revenue The City budgets for sizeable increases in municipal fines and fees each year, exhorts police and court staff to deliver those revenue increases, and closely monitors whether those increases are achieved. City officials routinely urge Chief Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

Several forms of thinking play a crucial role in preparing and readying us for conflict, violence or crisis.  These include the “if – then or when-then thinking; when X happens, then I will do… Y”. Positive self-talk and visualizing the situation are positive tools that develop patterns in your mind (like any other form of training) in an effort to anticipate threats as we explore the situation, make an situational assessment and plan  an adaptable response to a predator we can’t fully anticipate. We need to become students of human behavior, both normal and aberrant, to rapidly recognize the difference between the two and be ready to instantly respond correctly and accurately.  Inherent in this understands the various dimensions of aberrant behavior between deviant, dangerous, suspicious, under the influence, and psychiatric.

How much time and energy should companies invest in infrastructure and planning early on in anticipation of success? Spend too much and you waste precious time that could have been spent learning. Spend too little and you may fail to take advantage of early success and cede market leadership to a fast follower.

Eloquent speakers, communication experts, seasoned actors, and musicians all understand the transforming power of the pause. They know all too well that strategic silence and a well-placed whisper can speak louder than words in delivering a memorable presentation. It captures people's attention . . . creating eager anticipation for your next words.

To guess is no good, but to anticipate is GREAT.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

Gallio submits a request to the Prefect of the Province of Judaea, in writing, to bring in a disciple from the leadership group. He doesn’t care which one, probably Peter. The way Cassius Gallio sees it he can play Peter off against Judas: the two former colleagues in separate rooms, neither of them sure what the other may confess. Then in the same room, to wonder how much pain the other can bear. Not that the interviews need descend into violence. The anticipation of pain is often enough. Pilate refuses Gallio’s request, also in writing. He’s covering his back. Pilate has seen no evidence to incriminate the disciples, and this is the Middle East. The zealots in the mountains are unpredictable, and in this particular region a riot could start a war. Cassius Gallio should avoid inflaming the situation, and an arrest would be a negative at this time.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

A leader who can see beyond their own interests, who has walked in the shoes of others, and who can anticipate the broader impact of their decisions is one who will serve with integrity, vision, and compassion. - Leadership, Accountability, and the Cost of Anger: A Reflection on What Truly Defines Progress (Medium Story)

For me, both empathy and understanding are critical. A leader who can anticipate the broader impact of their decisions is one who will serve with integrity, vision, and compassion. - Leadership, Accountability, and the Cost of Anger: A Reflection on What Truly Defines Progress (Medium Story)

When Xi Jinping took command in 2012, some of us anticipated that he might turn foreign policy in a more conciliatory direction by centralizing the policy process and curbing the scrum of interest groups that had characterized Hu Jintao’s oligarchy. Xi’s personal authority was, and is, more than sufficient to restrain the various groups that had been promoting their own interests by overreaching under Hu’s collective leadership.

Companies that do not anticipate the conditions of the VUCA world are on a direct path to losing their competitiveness.

If the strategy is designed to attain breakthrough marketplace leadership, it can't merely anticipate and adapt to industry change. Instead, the strategy must be designed to drive and direct the process of change, a bold goal.

We lack space here to discuss in detail the pros and cons of market forecasting. A great deal of brain power goes into this field, and undoubtedly some people can make money by being good stock-market analysts. But it is absurd to think that the general public can ever make money out of market forecasts. For who will buy when the general public, at a given signal, rushes to sell out at a profit? If you, the reader, expect to get rich over the years by following some system or leadership in market forecasting, you must be expecting to try to do what countless others are aiming at, and to be able to do it better than your numerous competitors in the market. There is no basis either in logic or in experience for assuming that any typical or average investor can anticipate market movements more successfully than the general public, of which he is himself a part. There is one aspect of the “timing” philosophy which seems to have escaped everyone’s notice. Timing is of great psychological importance to the speculator because he wants to make his profit in a hurry. The idea of waiting a year before his stock moves up is repugnant to him. But a waiting period, as such, is of no consequence to the investor. What advantage is there to him in having his money uninvested until he receives some (presumably) trustworthy signal that the time has come to buy? He enjoys an advantage only if by waiting he succeeds in buying later at a sufficiently lower price to offset his loss of dividend income. What this means is that timing is of no real value to the investor unless it coincides with pricing—that is, unless it enables him to repurchase his shares at substantially under his previous selling price.

DACA: Detect, Adapt, Choose, Adopt Here is a four-step process I call DACA for how to change your leadership style and adapt to the right situation: Step 1: Detect. The first step to any sort of change is to identify the imperative to change. In the military, before we set out to plan our next mission we first needed to understand the environment in which we operated. Specifically, we needed to discern between two types of unknowns. The first is known unknowns, such as our capabilities, enemy pattern of life, and likely or unlikely responses. The second type is unknown unknowns, and these are indicated by the weather, terrain, and—again—enemy behavior. The degree to which we could anticipate an enemy’s response dictated our approach, much like understanding the relationship dynamics, interests, and vested resources amongst stakeholders in a meeting.

Years later, one weary weekend visitor outlined the “Rules for Visiting the Kennedys”: Anticipate that each Kennedy will ask what you think of another Kennedy’s (a) dress, (b) hairdo, (c) backhand, (d) latest public achievement. Be sure to answer “terrific.” This should get you through dinner. Now for the football field. It’s “touch,” but it’s murder. If you don’t want to play, don’t come. If you do come, play, or you’ll be fed in the kitchen and no one will speak to you. Don’t let the girls fool you. Even pregnant, they can make you look silly. Above all, don’t suggest any plays, even if you played quarterback at school. The Kennedys have the signal-calling department sewed up, and all of them have A-pluses in leadership…. Run madly on every play, and make a lot of noise. Don’t appear to be having too much fun, though. They’ll accuse you of not taking the game seriously enough.

Blitzscaling organizations need organization, not just to coordinate their many resources and activities, but in order to maximize speed. The organization’s collective learning rate—especially within its leadership team—determines its ability to anticipate future trends, while the strength of its internal structure—especially in terms of its frontline teams—determines its ability to act quickly on those key insights and seize the competitive advantage.

Struggle had been his birthright, adversity his expectation. When his youthful dream of becoming the DeWitt Clinton of Illinois had been dashed with the spectacular demise of his internal improvement projects, he had fallen into depression. A period of doubt and self-assessment had followed his disappointing congressional term. Yet, neither of his two Senate losses had triggered personal doubt or depression. On the contrary, he considered both defeats positive steps in the advancement of the antislavery movement. By then, he was “so thoroughly interwoven in the issues before the people,” his law partner William Herndon observed, that “he had become part of them.” The inner voice that anticipated defeat had been stilled by the strength of his belief in the antislavery cause. When the returns came in, a jubilant fifty-two-year-old Lincoln learned that he had won.

At Cal State, the nation’s largest university system with nearly 450,000 students on 23 campuses, the chancellor is preparing this summer to withdraw official recognition from evangelical groups that are refusing to pledge not to discriminate on the basis of religion in the selection of their leaders. And at Vanderbilt, more than a dozen groups, most of them evangelical but one of them Catholic, have already lost their official standing over the same issue; one Christian group balked after a university official asked the students to cut the words “personal commitment to Jesus Christ” from their list of qualifications for leadership. At most universities that have begun requiring religious groups to sign nondiscrimination policies, Jewish, Muslim, Catholic and mainline Protestant groups have agreed, saying they do not discriminate and do not anticipate that the new policies will cause problems. Hillel, the largest Jewish student organization, says some chapters have even elected non-Jews to student boards.