Foresight: The Essential Skill of First Adapters

If you're struggling to move the needle in your leadership and feel the quiet fear—the one no one talks about—of being replaced or becoming irrelevant, you're not alone.

You've achieved a lot, but in the back of your mind, you sense there's another level you haven’t unlocked yet.

You find yourself quietly asking, “Am I still making the impact I need to stay ahead?”

In today’s world, where the stakes are constantly rising, staying relevant and indispensable isn’t just about working harder—it’s about mastering foresight.

Foresight is the key skill that allows First Adapters to navigate uncertainty, outthink competitors, and stay ahead by seeing the game before it plays out.

It’s about being able to see beyond the immediate challenges and anticipate what’s coming next. This is what sets First Adapters apart.

First Adapters as your Chief Leverage Officer.

A First Adapter isn’t someone you’ll find waiting outside a store for the latest gadget; they’re your chief leverage officer—skilled in outmaneuvering, outthinking, and outperforming the competition. They’ve honed their foresight to see opportunities that others miss and to do what others claim can’t be done.

First Adapters are always thinking several steps ahead on their gameboard, mastering the strategic math required to win.

Here’s how they do it:

• They anticipate the unfolding of events in a meeting before they happen.
• They predict a competitor’s next move long before it’s made.
• They forecast potential actions by organizational rivals and are always prepared with a counter-strategy.
• They understand and predict how their teams will react to changes, positioning themselves to lead decisively.

Playing a Game of Games: The 5 Gameboards

First Adapters excel by shifting from reactive postures to proactive engagement. They move beyond simply reacting to challenges—they create outcomes through collaboration, resource multiplication, and transformative strategies. They understand that leadership is not about survival—it’s about playing at higher levels of the game.

There are 5 levels of gameboards.

Here’s how they progress through the different levels of strategic play:

• Reactive: When the circumstances you encounter dictate the behavior, you are caught in a reactive mode. A reactive brain (fight, flight, or freeze) focuses on immediate threats and the inner guidance system is to regain safety. Many emotional traps keep leaders stuck, constantly fighting fires instead of seeing the bigger picture.
• Perspective-Taking: At this level, you have stepped up a level and seen other perspectives. It doesn’t mean you act from the others' perspective but you know they exist in contrast to simply being on the reactive gameboard. You also express your point of view, usually independent of other's opinions. Many negotiations stall out on this perspective-taking gameboard.
• Collaborative Gameboard: First Adapters know that moving to the next level requires collaborating with others to generate value. They engage in partnerships, alliances, and collective problem-solving to develop solutions that enhance outcomes for everyone involved. This is the first step toward proactive engagement, where teams move to high performance and leaders begin to shape the game rather than simply react to it.
• Multiplying Gameboard: At this level, leverage is key for First Adapters. They focus on maximizing returns from every resource available. They use foresight to amplify their impact, increasing efficiency and effectiveness without increasing effort. This is where the power of strategic foresight really begins to shine—by seeing how resources can be multiplied and leveraged for greater outcomes.
• Game-Changing Gameboard: The pinnacle level of play is where First Adapters transform the entire game. Here, they are no longer simply responding to the environment—they are reshaping the landscape itself. They redefine the rules and objectives, pioneering new paradigms that shift entire industries. At this level, First Adapters see what others don’t, creating transformative changes, and positioning themselves as leaders who set the course for the future.

Foresight isn’t just about seeing what’s ahead—it’s about knowing which level of the game you’re playing and how to move to the next.

First Adapters use their foresight to navigate across these game levels, staying ahead by outmaneuvering challenges, collaborating strategically, and creating new rules for success.

The following diagram displays the action and provides a set of questions within the different levels. At the top three levels asking the questions in the boxes can elevate your thinking and gameboard.

How First Adapters Win Through Foresight

First Adapters actively connect the dots with their finely tuned pattern recognition skills. They don’t just observe the present—they leverage their insights to outthink and outmaneuver the competition.

Foresight is their secret weapon for staying one step ahead, guiding them through the different levels of the Game of Games.

The basic cause-effect belief of the First Adapters: "If you do X, then Y will happen, so let’s prepare for that and then the next step is … ," typifies their approach.

This proactive mentality isn’t just for high-stakes environments; you can start practicing it right now in everyday situations.

Chances are, you're already employing similar foresight skills without realizing it.

Consider driving: you navigate safely because you're continuously predicting traffic patterns and other drivers' actions.

Game of Games Levels

In the "Game of Games" framework, I previously outlined different levels of engagement and influence, each representing a stage of personal and professional growth.

Now, let's focus on the specific actions required to progress from one level to the next, transforming how you interact with and impact your environment:

• Reactive to Perspective: Start by identifying triggers that cause reactive behaviors. Pay attention to your emotional responses and strive to understand your own perspective more clearly. This means shifting from defending your position to exploring and articulating what is actually right in any given situation.
• Perspective to Collaborative: Once you're aware of your own views, the next step is to open up to others' perspectives. This involves moving beyond merely managing conflicts or differences, to actively engaging in dialogues that seek out and value diverse viewpoints. The goal here is to achieve outcomes that are mutually beneficial, rather than winning an argument.
• Collaborative to Multiplying: With a collaborative approach in place, look for opportunities to leverage resources more effectively. This means seeing beyond the immediate uses of your assets and thinking strategically about how to amplify outcomes with the same or fewer resources.
• Multiplying to Game-Changing: At this highest level, your focus should be on transformative actions that redefine the playing field. It’s about leading change, setting new standards, and introducing innovations that shift how things are done in your field or industry.

In the diagram below consider these known iconic figures of different levels. It’s readily apparent that they operate differently.

This ability to connect deeper dots faster is what sets First Adapters apart. They are always moving ahead, strategizing several steps in advance, calculating moves and countermoves not just in business but across every aspect of leadership.

Their initial step in developing deeper foresight involves rigorously questioning conventional wisdom:

• "What am I assuming that might not be true?"
• "How can I use what I have more effectively?"
• "What could this situation become?"
• "Am I stuck in a rule that we are all acting on but not noticing, instead of creating new rules?"

Take, for instance, the tale of two shoe salespeople sent to a country where no one wears shoes:

• The first salesperson, upon noticing that no one wears shoes, calls the home office and decides to return home, defeated.
• The second salesperson sees the same situation as a golden opportunity and excitedly asks the home office to send as many shoes as possible.

Clearly, the second salesperson embodies the essence of a First Adapter—seeing potential where others see dead ends, transforming apparent obstacles into lucrative opportunities.

This kind of decisive foresight and gameboard mastery is what sets First Adapters apart. They don't just play the game—they redefine it.

Developing Foresight Across Game Levels

Foresight isn’t just about predicting the future; it’s about crafting better outcomes by recognizing and leveraging smarter patterns.

A key element in developing foresight is asking proactive questions like, "How can I take what exists and transform it into something better?"

This is the central core of a First Adapter—a proactive frame of mind that seeks to maximize potential in every situation.

Think of Jack Nicklaus, who faced a limited land issue when designing a golf course in the Cayman Islands. Instead of letting that constraint defeat him, he reimagined the golf ball itself, designing a lighter version that required less space. That’s foresight in action—rethinking the game to create a better outcome.

Foresight requires looking at situations dynamically—examining the past, present, and future to build a complete picture of what might come next.

First Adapters further develop their foresight by asking proactive questions like:

• "What level of the game am I playing right now?"
• "How can I shift from reacting to shaping?"
• "What’s the strategic move that amplifies my results?"

First Adapters master foresight by shifting across game levels, from reactive problem-solving to proactive, game-changing strategies. They see opportunities to multiply their results and redefine the entire playing field.

Think of Wayne Gretzky, who famously said, “I skate to where the puck is going to be.” First Adapters apply this principle to everything they do, anticipating the future and acting strategically rather than reactively. They don’t just play the game—they shape it.

Foresight in Action: Examples of First Adapters

Take a moment to reflect: Are you playing the game as it unfolds, or are you staying one step ahead and shaping the gameboard?

First Adapters like Richard Branson and Oprah Winfrey excel by connecting the dots faster and making game-changing decisions amidst uncertainty. They know how to navigate across different gameboards—from reactive to generative—always pushing the envelope to maximize every available resource.

Here’s how they think:

• They maximize the use of every resource, leveraging foresight to stretch what’s possible.
• They achieve ambitious goals by staying several steps ahead.
• They innovate continuously, turning constraints into creative solutions.
• They maintain high effectiveness with minimal exertion, playing smarter, not harder.
• They consistently pursue elegant, simple solutions that yield significant results.

In essence, First Adapters don’t just respond to the game—they create it. They have developed a foresight-driven approach that keeps them one step ahead of the competition, whether it's predicting market shifts, organizational dynamics, or competitor moves.

Final Thought: Foresight is the Ultimate Competitive Advantage

Foresight is no longer a luxury.

Ask yourself: Am I playing the game as it happens, or am I staying one step ahead, anticipating and mastering what’s next?

If you’re playing the game as it happens, you’re staying stuck in reaction mode. But if you want to move the needle, make an impact, and become indispensable, it’s time to develop foresight—master the strategic math of your gameboard, and you’ll never be caught off-guard again.

Bonus

As a bonus, consider the distribution and application of power across different levels of the gameboard. When you identify power moves, or anticipate them, use the diagram below to determine the level at which these strategies are being executed.

This understanding allows you to predict and respond more effectively to shifts in power dynamics.

Consider these questions as you strive to apply these insights in your professional life.

For further guidance on enhancing your strategic foresight and becoming a game-changing leader, consider reaching out for personalized advice.

Your ability to anticipate, adapt, and act decisively sets the foundation for your success and influence in any field.

About Steven Feinberg, PhD

Steven Feinberg, PhD., is a distinguished Neurostrategist, Executive Coach, and High Performance Team Builder, renowned for enhancing the capabilities of some of America's sharpest and smartest brains and businesses. His current work is on Mastering Your Game: unlocking the hidden game of patterns to excel. With an extensive portfolio of work with CEOs, senior executives, and business founders, he has contributed to the success of organizations ranging from billion-dollar Corporate 500s to vibrant entrepreneurial startups, including notable brands such as Apple, Nvidia, Google, Oracle, LinkedIn, Wells Fargo, and Xero, ranked the Number 1 innovation startup.

For over three decades, Dr. Feinberg also served as an adjunct faculty member at the University of San Francisco School of Management. Steven guest lectured at prestigious institutions like Stanford and Cal Poly. He is the author of the highly acclaimed Amazon bestsellers, "The Advantage-Makers” and "Do What Others Say Can’t Be Done: Play The Meta-Game”

With more than 40 years of direct experience in high-pressure, high-stakes business environments. Dr. Feinberg specializes in Mastering Your Game, to excel by transforming uncertainty into opportunities for high-velocity advancement, achieving remarkable impact for both individuals and teams.