It is possible that leaders resist “being strategic” when the competence is perceived as being irrelevant in a predominantly business-to-business client engagement role. As a “leader” of the client engagement the temptation is to deal with the immediate, the tactical issues and opportunities. This is what always seems more urgent and concrete. It is the important strategic matters that build sustainable relevance with a client.

While you concentrate on steering around potholes, you’ll miss windfall opportunities, not to mention any signals that the road you’re on is leading off a cliff.

According to Paul J. H. Schoemaker, founder and chairman at Decision Strategies International, adaptive strategic leaders, the kind who thrive in today’s uncertain environment, do specific things things well – things that are particularly pertinent, in my opinion, when it comes to foresight in the front end of the business:

Anticipate

Most of the focus at most companies is…