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behind. The stress of waiting for months will mount, making it harder to start moving again. I’m sure you have heard the old saying: “an object at rest tends to stay at rest, while an object in motion tends to stay in motion.” Admittedly, it’s hard to move forward when you can’t see ahead. That’s why you should start with the opposite; observe what you can see instead of focusing on what you can’t see. Instead of looking at all the things you aren’t certain about, ask yourself: What are you certain about? Instead of looking at all the things you can’t do, ask yourself: What can you do now? Why not do the opposite while everyone else sits and waits? Redefine and Reinvent Everything! This is the perfect time to redefine and reinvent what you do and how you do it. Redefining and reinventing are core principles of Anticipatory Leaders, and as we see, current systems, such as how we deliver health care and the global supply chain, buckle under the load. The fault lines in our systems become highly visi- ble and the systems become ripe for reinvention. The fact is that every system is ripe for reinvention, and the best time to do it is now. When times are good, transformational change can be put off, but when the world and everyone in it is hurting, people are much more open to new, innovative ideas. It’s time to double down on redefining and reinventing your products, ser - vices and customer experiences before someone else does, and if you do this while helping others through the crisis, you will find a lot more help along the way! Focus on Becoming a Positive Disruptor The news, which has been quite dark lately, is focused on the virus, what it has done and is doing. It’s imper- ative to look beyond the news and to look ahead at what we do know! I would like you to consider becoming a positive disrup- tor, creating the transformations that need to happen to make the future better for everyone. This is not as hard as it seems, because perfection is impossible; everything can be improved. Everything has facets to it that can be changed for the better. A positive disrup- tor has the power to unite people and help humankind move forward in a positive and productive way. A New Beginning In this new year, new decade and global pandemic, where do you start? It’s simple; find certainty by identi - fying the Hard Trends that will happen and the related opportunities to move forward. Remember, trends by themselves do not have power until you attach them to an opportunity, which is when they burst into action- able light. And positive disruptors use Soft Trends to their advantage, because they can change them if they’re undesirable. When everyone is stuck in one mindset, go opposite! If you anticipate instead of reacting, redefine and reinvent instead of waiting, move forward instead of standing still, and focus on significance over success, you will put yourself and your organization much fur- ther ahead than ever before. In this time of unprecedented uncertainty, actively shaping your future by becoming an Anticipatory Leader has never been more important. Daniel Burrus is considered one of the world’s leading futurist speakers on global trends and disruptive innovation. The New York Times has referred to him as one of the top three business gurus in the highest demand as a speaker. He is a strategic advisor to executives from Fortune 500 companies, helping them to develop game-changing strategies based on his proven methodologies for capitalizing on technology innovations and their future impact. He is the author of seven books, including The New York Times and Wall Street Journal best-seller Flash Foresight, as well as the international best-seller Technotrends. His latest book, The Anticipatory Organization: Turn Disruption and Change Into Opportunity and Advantage, is an Amazon #1 Hot New Release for Business. In this new year, new decade and global pandemic, where do you start? It’s simple; find certainty by identifying the Hard Trends that will happen and the related opportunities to move forward. Remember, trends by themselves do not have power until you attach them to an opportunity, which is when they burst into actionable light. Pub Yr 1 2019-2020 | Issue 3 13 CFADA.ORG