Washington Business Spring 2017 | Washington Business | Page 21

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In your experience, what are the most common concerns or
issues facing today’s business and government leaders?
Two come to mind immediately. First, government leaders are trying
to figure out how to do more with less. This is especially profound at
the local level where, in many states, state support is shrinking while
resident needs and expectations are increasing. And, both business
and government leaders are concerned about how to attract and keep
the next generation workforce.
One common thread for many employers, particularly in
manufacturing, is they are looking at large-scale, near-term
retirements within their workforce, yet they do not have a
plan in place to fill those jobs. What fundamentals would
you suggest employers in this position implement in the
short-term to address this issue?
Not to be glib, but if they haven’t already started their strategy to
fill those jobs, they’re probably not going to do it well. Filling a
talent pipeline takes three to five years just for knowledge transfer.
That assumes you have all the right people on the bench, ready to
start working. So, for some employers it will be too late and their
options will be to sell or shut their operations. For employers who
have a longer time horizon, say seven to 10 years, I’d get as specific
as possible with the skills you need — maybe use a WorkKeys
assessment or something similar — and then find a supportive
high school, community college, or college faculty or staff who
will work with you every step of the way. This is not a part-time
thing you do on the side; this
takes concerted effort.
Your work involves moving
business leaders, local
governments and others to
leave their comfort zone and
change strategies to prepare
for 20 to 40 years ahead.
That task can sound daunting.
How do you convince them
that planning that far ahead is
doable and necessary?
It is daunting! Our human
anatomy, our brains, are not wired
to think ahead. The brain literally
has to be loosened up, like any other muscle or capacity, to do this
work. Once people get loosened up, I find that two things motivate
them to think a generation into the future: To avoid suffering
— when they see the effect on their kids and grandkids of doing
nothing, they realize that doing nothing is not an option. And, when
they see examples of other communities or organizations that have
implemented foresight, they can see how it works.
You’ve said “the heart is where shift happens.” What
does that mean for those you advise and how does that
perspective help you coach current and future leaders on
the bigger roles they play in the community at large?
When people see that the actions they take, or don’t take, today
will impact their children and grandchildren, they get interested in
foresight. Right now, a lot of people are worried that we’re leaving
an ugly legacy to our kids, and they very badly want to choose a
different legacy.
“When people see that the actions they
take, or don’t take, today will impact
their children and grandchildren, they get
interested in foresight.”
rebecca ryan at a glance
Education: Ryan has a certificate in Strategic Foresight from University of Houston and a
Bachelor’s of Arts in both Economics and International Relations from Drake University. She also
attended Kozgaz University, Budapest, Hungary; and the Institut fur European Studiern in Freiburg,
Germany.
Accolades: Thought Leader, CPA Practice Advisor; Top 100 Most Influential People, Accounting
Today; Communicator of the Year, Women in Communication; Woman of Influence, Business
Journal of Greater Milwaukee; Entrepreneur of the Year, U.S. Association for Small Business and
Entrepreneurship; and Most Powerful Women in Public Accounting, CPA Practice Advisor.
spring 2017
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