This is why embracing a what-could-possibly-go-right mindset is so necessary for creating positive change. Thinking in terms of best possible outcomes doesn’t mean you ignore potential negative outcomes. It means you avoid those outcomes by envisioning the future you want and steering toward it.

Most critically, these roles tend to be self-reinforcing. Organizations using fear-based future narratives often develop risk-averse cultures that further reinforce defensive positioning. Conversely, organizations with aspirational future narratives tend to attract optimistic, innovation-minded talent that strengthens their future-positive culture.

1. Optimism, obsession, self-belief, raw horsepower and personal connections are how things get started.


2. Cohesive teams, the right combination of calmness and urgency, and unreasonable commitment are how things get finished. Long-term orientation is in short supply; try not to worry about what people think in the short