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How to Lead a Quest

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How to Lead a Quest

A Handbook for Pioneering Executives

Wiley,

15 min read
10 take-aways
Audio & text

What's inside?

“Motivation design” consultant Jason Fox shows how to balance everyday, quick-fix thinking with long-term strategy.

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Editorial Rating

9

Qualities

  • Innovative
  • Applicable

Recommendation

The future is an uncertain, complex place full of unknown dangers and opportunities. Traveling there, says “motivation design” consultant Jason Fox, is like undertaking the heroic quests of myth and legend. You won’t be hunting the lost ark or a dragon’s hoard – the prize is your organization’s continued relevance in a world of constant change and sudden disruption. Fox’s manual teaches you how to imagine a multitude of possible futures and prepare for any of them. In detail, Fox shows how to brainstorm visions of the future, test your hypotheses about what’s to come and cultivate your colleagues’ pioneer spirit. And especially if you like whimsy, you may have some fun with this book: It’s full of quirky drawings, and Fox replaces the usual jargon with attention-getting coinages like “the Inevitable Kraken of Doom.” getAbstract recommends Fox’s unique approach to the self-employed, entrepreneurs and executives seeking to be ready for the future.

Summary

Tomorrowland

Conventional wisdom says the best formula for business growth is to envision a “clear goal” for the future and to work to make that vision a reality. But the conventional wisdom is more likely a ticket to irrelevance. That’s because you’re doing business in an environment of constant and accelerating change. When the future arrives, your clear goal may no longer make sense. A more effective approach is to embrace change and uncertainty by launching “quests” in which you imagine many possible futures. When you determine which of these scenarios seem likely to occur, “augment” your strategy to adapt to them.

The Business Life Cycle

Start-up businesses are dynamic because they naturally expect and accept uncertainty. In the start-up phase, you pursue “hunches,” explore new pathways, learn from experience and adapt quickly. If things go well, your company grows.

Unfortunately, when things go well, start-up leaders become reluctant to tamper with success. As the leader of a growing company, you’re likely to focus on improving the efficiency of your winning formula – perhaps by automating certain functions and establishing improved systems and ...

About the Author

“Motivational design specialist,” conference speaker and consultant Dr. Jason Fox also wrote The Game Changer.

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    M. V. 6 years ago
    I will definitely share this summary and learnings with other colleagues. This is a stimulating and thought-provoking perspective to embed within our units.
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    A. 6 years ago
    Ok so the idea is to make uncertainty your friend and be agile in your journey.
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    A. A. 6 years ago
    I take exception to the suggestions to slay the 'Going it Alone' dragon and question if it really is a dragon. A pioneer would, by definition, be alone in an uncertain and un-treaded-before terrain. One needs to promote a culture of recognizing, respecting, listening to and rallying behind the star-players, and keep team egos/ training needs/ organizational politics in check, if a pioneering organization is to really succeed.