Today’s news is tomorrow’s history. Is what we do today really what we want our history to be? Many leaders are grappling with this, as they navigate their way through the white water the world is experiencing. What do I read? How do I know what to pay attention to? There is such a plethora of information out there and the ability to discern has never been more important. Strategic agility is also crucial as a leader in these times, with the emphasis on agility.

‘Be focused on outcome but not attached to outcome’ - this infers knowing where you want to go, and realising the way may not be a straight line. There will no doubt be diversions on the path towards the outcome. The key will be to have the capacitants within yourself and within your organisation to make the choice that will best serve you, the organisation and the greater society at large.

Robert Fritz states, that having a clear vision is essential, and a deep understanding of current reality if one is to create what one truly wants. And the ability to manage the structural tension between the two, as you deal with the unknown is a skill that needs to be developed in leaders throughout the organisation.

What is evident when you read the papers, is that many people are being challenged with their structural thinking. The issue of sustainability, both financially and environmentally are often a result of creative tension, between personal values and ethical decisions and expectations of stakeholders. Leaders especially have expectations placed on them both explicitly and implicitly. Only you can decide what to do ultimately. But what is the history you want to leave behind. Vision-makers have wise choice-making strategies.

Tags: Today's news is tomorrow's history.