Pub. 1 2019-2020 Issue 3

A s COVID-19 uncertainty spreads around the world at an exponential pace, the global com- munity is finding out that reacting quickly to the societal and economic disruptions that the virus creates, no matter how agile a reactor you are, is not good enough, and quite frankly, is simply not working. With disruptive changes moving so fast, everything seems to be uncertain, and that uncertainty can cause us all to “wait and see,” which is the exact opposite of what we should be doing now! The only way individu- als, entrepreneurs, business and government leaders can get ahead of the spread of the virus, and get con- trol of its speed and devastating impact, is to stop fo- cusing on reacting quickly, or “pivoting,” as some have called it, and start becoming anticipatory by separating the Hard Trends that will happen from the Soft Trends that might happen and can be changed. You cannot change a Hard Trend, but you can see it coming, and by knowing what will happen before it happens, you can create strategies to take advantage of that trend, giving you certainty and the confidence to make bold moves as you move ahead. Another major advantage of Hard Trends is that they allow you to identify the problems that are ahead and solve them before they occur. Pandemic Uncertainty Problem The coronavirus pandemic has leveled the playing field. The exponential uncertainty it brings with it has forced increasing numbers of people to live day-by- day as they try to protect what they have in an effort to combat what might happen as this highly unusual year unfolds. However, it is important to note that the exponential spread of COVID-19 as it doubles every three days is a Soft Trend, meaning that the exponential spread can be changed! Anticipatory government and business leaders saw the predictable exponential spread of the virus and the potential human and economic impact. They realized it was a Soft Trend that could be changed and took action to slow and eventually stop the spread by closing nonessential businesses and implementing strong social distancing measures in order to flatten the curve, save countless lives, and save millions, bil- lions, and even trillions of dollars. As we lock down, work remotely and do our best to remain healthy and safe, realize that everyone is hurt- ing, and with that, there are enormous new ways to make a bigger difference as you simultaneously grow your business. So how do you innovate when everyone’s mindset is to wait out the storm? You Go Opposite; take the road less traveled to take your organization from success to signifi - cance and turn this pandemic disruption into opportunity. Going Opposite I’ve written about this anticipatory principle in the past; I call it the Law of Opposites. By looking for a solution to a problem or a new opportunity in the exact oppo- site direction from where you are currently looking, you will see amazing solutions and opportunities that were outside of your view. From a strategic standpoint, when everyone goes one way, Anticipatory Leaders often go the other and take the road less traveled. There isn’t a better time to do this! The pandemic and lockdowns already are a road less traveled, one in which many will sit on the sidelines and wait and see what will happen. In many ways, the world seems to be hitting a pause button as the vast majority goes into a hold position. By doing so, they will not be ready for the identifiable certainty that the pandemic will end. Many might think that having a wait and see approach is less stressful, but the opposite is true. As you wait, you will see others moving ahead, intuitively know- ing that while others are moving ahead, you’re falling Go Opposite in the Face of Uncertainty By Daniel Burrus 12 Pub Yr 1 2019-2020 | Issue 3