Resources

Augment your FutureFit skills knowledge and develop your potential.

FutureFit Skills

Curiosity Resources

Dealing with Paradox Resources

Tolerance of Ambiguity Resources

Learning Agility Resources

Growth Mindset Resources

Design Thinking Resources

Sensemaking Resources

Creating Clarity Resources

Adaptability Resources

Cultural Adaptability Resources

Virtual Collaboration Resources

Change Resilience Resources

Resourcefulness Resources

Influence Without Authority Resources

Connectedness Resources

FAQ

The FFI assessment is NOT a personality assessment and it is not a psychometric assessment. It has been developed by integrating a range of validated instruments and behavioural assessments. The Future Fit Index is a self-assessment that assesses the fifteen critical skills – future fit skills – needed to be effective now and in the future world of work. Our detailed report provides respondents with awareness of their level of readiness across these skills, as well as suggested developmental pathways for each of the skills assessed.

This assessment and the report you will receive will help you become more aware of your readiness and behavioural preferences with regard to critical future world of work skills. You will also be more aware of the impact of your current readiness (and behaviors) with each skill. As you become more aware of these, you can then embark on learning journeys to develop the skills required.

You answer 150 questions using a 5 point scale from Strongly Disagree to Strongly Agree. It should take about 45-60 minutes to complete. Answer the questions truthfully without overthinking the answers. Do not overanalyse the questions. Be as honest as possible as it can be tempting to base your answers on an ideal version of yourself vs the real version of yourself.

The FFI assessment is a self-assessment. It can only be as accurate as your responses.

No one will see your report. The report is emailed directly to you and no one else. See our Privacy Policy to support the safeguard of your
information provided and the results of the assessment.

Curiosity

  1. Harvard Business Review Article Collection. Spotlight: Curiosity.  September/October. 2018
  2. Leslie, I. (2014). Curious: the desire to know and why your future depends on it.
  3. Kashdan, T. (2009). Curious? Discover the missing ingredient to a fulfilling life.
  4. www.thecuriousleader.com
  5. Leadership and the curiosity quotient – Management Issues, April 2015
  6. Bickett, David & Schweitzer, Jochen & Mastio, Emmanuel. (2019). Curiosity in leadership: A strategic paradox.
  7. Morgan, J. (2020)The Future Leader: 9 Skills and Mindsets to Succeed in the Next Decade

Dealing with Paradox

  1. HBR May 2016 Issue – “Both /And” Leadership by Wendy K. Smith ; Marianne W Lewis and Michael L. Tushman  
  2. The RBL Group – Leaders as Paradox Navigators – Dave Ulrich and Wayne Brockbank, April 2, 2019  
  3. Centre for Creative Leadership – How to manage paradox. www.ccl.org  
  4. INSEAD – Embracing the Paradoxes of Leadership  
  5. Paradox as a major challenge for global leadership: Useful strategies and practices for development of a paradoxical mindset in order to manage paradoxes in the 21st century – ResearchGate, Working Paper, June 2017  
  6. Fletcher, J & Olwyler, K (1997). Paradoxical Thinking: How to profit from you contradictions.  
  7. www.polaritymanagement.com for resources on Polarity Mapping 

Tolerance of Ambiguity

  1. Queensland University of Technology Business School – Embracing Ambiguity in the Workplace  
  2. Management Help – Free Library: How to deal with ambiguity – Guidelines and resources. www.managementhelp.org  
  3. LeadX – Thriving in ambiguity and change. www.leadx.org  
  4. Dubrin, A. (2018) Tolerating Ambiguity for Leadership and Professional Effectiveness. Staten Island, NY: Page Publishing 
  5. How to Deal With Ambiguity: Guidelines and Resources. www.managementhelp.org  
  6. Kets de Vries, M.F.R (2015). How to Manage Someone who Can’t Handle Ambiguity. Harvard Business Review.  
  7. Scott, D.A (2010). Grooming Leaders to Handle Ambiguity. Harvard Business Review.

Learning Agility

  1. LEARNING AGILITY: A CONSTRUCT WHOSE TIME HAS COME Kenneth P. De Meuse, Guangrong Dai, and George S. Hallenbeck. Korn/Ferry Leadership and Talent Consulting, Minneapolis, MN Consulting Psychology Journal: Practice and Research © 2010 American Psychological Association 2010, Vol. 62, No. 2, 119–130 
  2. Learning About Learning Agility By: Adam Mitchinson and Robert Morris Center for Creative Leadership  
  3. Johansen,B.(2017). The new Leadership Literacies. Institute For The Future (www.iftf.org 
  4. Flaum,J.P & Winkler,B. (2015). Improve Your Ability to Learn. Harvard Business Review. 
  5. FYI – For Learning Agility. Korn Ferry. www 
  6. Hoff, D.F. & Burke, W.W. (2017). Learning Agility: The Key to Leader Potential  
  7. Hallenbeck,G.(2018). Learning Agility: Unlock the Lessons of Experience. Centre for Creative Leadership 

Growth Mindset

  1. Carol Dweck, Ph.D. NY: Random (2006). Mindset: The New Psychology of Success House (www.atrandom.com) ISBN 1400062756 
  2. Western Governors University. What is a Growth Mindset? 8 Steps to develop one.  
  3. Growth Mindset in a Continuous Learning Culture. (2017). Bersin  
  4. Dweck,C. (2016). What Having a Growth Mindset Actually Means. HBR Women at Work.  
  5. Mindset Resources. www.mindsetworks.com 
  6. Tan,S.(2016). A Strategy for Applying the Growth Mindset Concept to Your Business. www.business.com 
  7. Growth Mindset Report. (2018) Neuroleadership Institute.  

Design Thinking

  1. See the Design Thinking Tools at www.ideo.org  
  2. Design Thinking Toolfor Taking Action – https://dschool.stanford.edu/resources 
  3. Design Thinking Resources. www.designkit.org  
  4. Design Thinking. www.tutorialspoint.com  
  5. Design Thinking Explained. www.mitsloan.mit.edu  
  6. Human-Centered Design Toolkit: An Open-Source Toolkit To Inspire New Solutions in the Developing Worldby IDEO.  
  7. Brown,T.(2009). Change by Design: How Design Thinking Transforms Organisations and Inspires Innovation. 

Sensemaking

  1. Leadership and Sensemaking.(2017). H.k. Maphinda. Stellenbosch University  
  2. The Secret Ingredient for Great Leadership: Sensemaking. Deborah Ancona  
  3. Sensemaking in Crisis and Challenge : Inspirations and Insights from Weick (1988). Journal of Management Studies: 47: 3 May 2010 
  4. Marshall,T.E.(2011). Sensemaking. ResearchGate 
  5. Simplifying SenseMaking. (2018). Deakin University  
  6. Rutledge, M.(2009).Sensemaking as a Tool in Working with Complexity. OD Practitioner, Vol 41, No. 2 
  7. Hamman,M. (2019). Design for a New Kind of Leadership and a New Kind of Leader.  

Creating Clarity

  1. Solomon, L.(2016) Translate, Motivate, Activate: A Leader’s Guide to Mobilizing Change 
  2. Ashkenas,R. & Manville,B.(2019). You Don’t Have to Be CEO to be a Visionary Leader. Harvard Business Review. 
  3. The Mobilization Framework https://trainingmag.com/what-mobilization/ 
  4. Leadership That matters Today: What Matters in Leadership in Disruptive Times. Korn Ferry  
  5. Charged Up: The Value of Discretionary Energy in the Workplace and How to Harness it to Achieve Superior Performance. Korn Ferry  
  6. Clarity: Visioning and Mobilizing for Collaborative Leadership. Turning Point 
  7. The Case for Clarity: A Key Leadership Quality. Working Resources– Executive Coaching and Leadership Consulting 

Adaptability

  1. 14 Signs of an Adaptable Person.  www.forbes.com  
  2. Reeves,M. & Deimler,M.(2011). Adaptability: The New Competitive Advantage. Harvard Business Review  
  3. 4 Ways to Boost your Adaptability Skills. Drexel University – Goodwin College of Professional Studies.  
  4. Adapting to Change: Adaptable Leaders Have These 3 Types of Flexibility. Center for Creative Leadership   
  5. Adaptable Leadership: What it Takes to Be a Quick-Change Artist, Center for Creative Leadership  
  6. Yukl,G. & Mahsud,R. (2010). Why Flexible and Adaptable Leadership is Essential. American Psychological Association.  

Cultural Adaptability

  1. Gambhir,V. (2019).Building Cultural Fluency. www.linkedin.com  
  2. Deal, Jennifer & Leslie, Jean & Dalton, Maxine & Ernst, Chris. (2003). CULTURAL ADAPTABILITY AND LEADING ACROSS CULTURES. Advances in Global Leadership. 3. 149-166. 10.1016/S1535-1203(02)03008-3. 
  3. Hyun,J. & Conant,D.(2019). Article: Cross-Cultural Management. 3 Ways to Improve Your Cultural Fluency. Harvard Business Review  
  4. Building Cultural Fluency. LinkedIn – May, 2019  
  5. Outlook 2020: Seek cultural adaptability, not fitment. www.peoplemattersglobal.com  
  6. Johnson, James & Lenartowicz, Tomasz & Apud, Salvador. (2006). Cross-cultural competence in international business: Toward a definition and a model. Journal of International Business Studies.  
  7. What is Cultural Adaptability and Why Do You Need It? www.theewgroup.com  

Virtual Collaboration

  1. Roy,R.S. (2012). Virtual Collaboration: The Skills Needed to Collaborate in a Virtual Fairmont State University, School of Business 
  2. Johansen,B.(2017). The new Leadership Literacies. Institute For The Future (www.iftf.org 
  3. 5 Tips for Virtual Collaboration. Forbes. June 2012 
  4. Dhawan,E. & Chamorro – Premuzic,T. (2018). How to Collaborate Effectively if Your Team is Remote. Harvard Business Review  
  5. Why Virtual Collaboration is Essential to Your Workforce. www.learn.g2.com   
  6. Diviné, Marc. (2013). Virtual collaboration : Proposition of a model, a measurement and a method supporting the management of virtual entities 
  7. Roy,S.(2012). Virtual Collaboration: The Skills Needed to Collaborate in a Virtual Environment. Journal of Internet Social Networking & Virtual Communities.  

Change Resilience

  1. 5 Ways to Build Resilience During Times of Change. www.habitsforwellbeing.com  
  2. Remaining Resilient Through Change www.insights.com   
  3. Taking Charge of Change – A personal guide for building resilience during change. University of Victoria  
  4. Change Capable Leadership – Center for Creative Leadership  
  5. Hougaard, R; Carter, J. & Mohan, M. (2020). Article: Managing Yourself. Build Your Resilience in the Face of a Crisis. Harvard Business Review  
  6. Hunter, Richard & Gray, Jason & McEwen, Bruce. (2018). The Neuroscience of Resilience. Journal of the Society for Social Work and Research.  
  7. The Psychology of Dealing With Change: How to be Resilient Through Change. psycom.net  

Resourcefulness

  1. Baldoni, J. (2010) The Importance of Resourcefulness.Harvard Business Review  
  2. Characteristics of Resourceful Leaders. www.inc.com   
  3. How Resourceful Leaders Think Differently. Forbes. www.forbes.com  
  4. Resourcefulness. www.matterapp.com  
  5. Kanungo,R.N. & Menon,S.T (2005) Managerial Resourcefulness: Measuring a Critical Component of Leadership Effectiveness 
  6. 6 Characteristics of Resourceful People That Bring Them Success. www.entrepreneur.com  
  7. Todd, D. / Dewett,T.(2019). Developing Resourcefulness: Developing Habits to Cultivate Resourcefulness.  

Influence Without Authority

  1. Influence Without Authority, by Allan. R. Cohen & David.l. Bradford  
  2. Learn to Lead Without Authority. www.managingamericans.com  
  3. Banham,R. (2017). 5 Strategies to Lead Without Authority  
  4. Influence Without Authority. Prime U: Leadership Development  
  5. Dellaert, M. & Davydov,S. (2017) Influencing: The Skill of Persuasion – Building Commitment and Getting Results. Center for Creative Leadership  
  6. Johnson,L.K. (2008). Exerting Influence Without Authority. Harvard Business Review  
  7. Toolkit: Influence Without Authority. Leadership Development Centre. www.idc.govy.nz  

Connectedness

  1. MaxwewllJohn.C. (2010) Everyone Communicates – Few Connect.  
  2. Worline,M; Dutton, J.E. & Hardin, A.E. (2017) Forming Stronger Bonds With People at Work. Harvard Business Review. 
  3. Connected Leadership: Leadership Development That Build a More Agile, Customer -Driven Business. Cirrus. www.cirrus-connect.com  
  4. Pillay,S. (2016). The Science Behind How Leaders Connect With Their Teams. Harvard Business Review  
  5. Giles,S.(2016). The Most Important Leadership Competencies, According to Leaders Around the World. Harvard Business Review.  
  6. Connecting With People – What it is and isn’t, and why you might find it hard. Harley Therapy Counselling Blog.  
  7. Pavlovich, Kathryn & Krahnke, Keiko. (2011). Empathy, Connectedness and Organisation. Journal of Business Ethics.