Episode 8: Futurist Andy Hines intersects purpose, work, tech

 

 

 

     

 

 

Foresight is a key characteristic of leaders of the future. In this episode well-known author and futurist Dr. Andy Hines discusses how leaders can incorporate various futuring strategies to bring people into the future with optimism and a mindset of abundance. Andy is assistant professor and program coordinator for the University of Houston’s graduate program in foresight. His openness to the possibilities of the future and his commitment to practicing what he preachers, make him a maverick across industries—from exploring the future of RV parks to communities large and small to the future of waste. Tune in!

We hope you will rate and review our podcast to demonstrate your support!

“If you’re a technology innovator, you ignore people at your own peril.“  
Andy Hines
Futurist

About Andy

               

Dr. Andy Hines is Program Coordinator and Lecturer at the University of Houston’s Graduate Program in Foresight, bringing together the experience he earned as an organizational, consulting, and academic futurist. He is also speaking, workshopping, and consulting through his firm Hinesight. Before that, he was Managing Director of Social Technologies/Innovaro, and served as an Adjunct Professor with the university since 2004. Hines enjoyed earlier careers as a consulting and organizational futurist.

Hines is motivated by a professional hunger to make foresight practical and useful, and he believes that foresight can help deliver the insight that is so needed in today’s organizations and the world. His goal, he says, is to infect as many change agents as possible with this message. Thus, he has honed a skill set designed to make foresight more actionable in organizations. His dissertation focused on “The Role of an Organizational Futurist in Integrating Foresight into Organizations.”

In this pursuit, he has authored five books:

 

Show Notes

Hi, I’m Dr. Connie, your host of the Rural Futures Podcast, and joining me today for conversation is Dr. Andy Hines. He’s assistant professor and program coordinator for the University of Houston’s Graduate Program in Foresight and is also speaking, work shopping, and consulting through his firm, Hinesight which I think is a clever name, Andy. That, I mean that was pretty darn good. His 25 plus years of professional futuristic experience includes a decades experience working inside first the Kellogg Company and later, Dow Chemical, and consulting work with Coates and Jarratt, Inc. and Social Technologies Innovaro. Okay Andy, so that’s a little intro about you, tell us a little bit more about who Dr. Andy Hines is.

Well first of all, thanks for giving me the opportunity to talk about the future, that’s always a lot of fun for me. For my background, basically I’ve worked in different aspects of introducing people to the future saying look, there’s a way that we can think about a plan for what we’re gonna prepare for, influence our future in a more systematic way with a few simple tools and concepts. And so I’ve looked for different venues and opportunities and ways not only to introduce people to the future, but then to help them actually do something about it. One of the benefits of working in different spots, different organizations and with different kinds of folks is you get a sense, oh, you know how does that effective translation take place? How do we translate the future into something that we can do about it today?

Well and you do that through a lot of different avenues, just like your bio said. I mean obviously consulting, but also teaching, a lot of writing and really prolific in this space in terms of being a futurist and really helping others develop this sort of strategic foresight ability that we now know leaders need, in this day and age. So could you define for our audience strategic foresight and future-ing to help them understand the lens you approach this through?

Well, the simplest way to think about it is I started out as a history undergrad and we have all these tools and approaches for studying the past, and I said well why can’t we do the same thing for the future? And there is a lot we can learn from history, that at the same time part of what we’re trying to understand when we look to the future is not necessarily continuity and patterns, that’s part of it. But where are the disruptions, major surprises that might influence the future? One of the things that we’ve learned is that most people have a view of the future that you know tomorrow’s gonna be much like today, and don’t really want to think about the potential surprises and that’s kind of where the futurists come in. We are pretty good at identifying those potential disruptors.

Absolutely, what do you see as some of those surprises right now that maybe other people are not seeing?

One of the ways I think that foresight has changed is now there’s so much information out there about not only the present, but the future as well. It’s a little bit less about, we call it finding the hidden gem, I mean somebody has probably found it, somebody has probably written about it, and so a lot of what we do now is kinda sift through and synthesize that world of information and try to come up with what we think are those major themes, so and certainly artificial intelligence is one that again, it’s a really big deal the impact of automation on jobs, it’s a big deal. A lot of people are talking about it. Even we have automated vehicles, so there’s a lot of interesting technologies that are coming and part of our job is to kind of help translate that, like what does that mean for what we should do in our job?

Well what I appreciate about being a futurist is, a lot of people are talking about technology and some of those disruptive technologies, but I happen to know from our pre-convo that you know we’re also looking at the people’s side of future-ing. What does it mean to live with more purpose? What does it mean to and want to frame your own future as an individual? And how does that shape the future itself, in terms of technology now enabling people to live where they wanna live, create the life that they want, and not just working in a job anymore, forever, but, really creating this life of purpose? So what’re you finding around this whole concept of these Winnebago Warriors? (laughing) I think is the term you used in our pre-convo. Tell us a little bit more what you’re finding in some, these population patterns.

Yeah, sure, so first thing is, I’ve looked at technology a lot for the last 30 years and there is a graveyard of really cool, innovative technology concepts that failed to kind of pass the we’ll call it the people test. That is ultimately a technology has to be used by people in order to kind of survive, right? So, if you’re a technology innovator, you ignore people at your own peril, so it’s really the interplay of how does technology meet a social or people need? And those two things have to come together and as we explore the future, one might argue that it’s actually that people social needs that are actually the more compelling and interesting. You talk about automating jobs, there’s less need for people to do jobs. So what are we gonna do, you brought up a good point, that it sort of causes us to reflect on what is our purpose?

Right.

Now for many, almost centuries now, our purpose has been to work. And we say, this is a pretty extraordinary change that we’re living through, as we start to question that may not need to be our primary purpose anymore. And so, you combine that with some technologies that say, many of us can work from wherever we want using technology much like we’re using here today. For me to be in the same room with you virtually from Houston, so then this is if we can work from wherever we want, where do we choose to live? Doesn’t have to necessarily be close to our job anymore. And we look for a kinda weak signals of change and one of those that we’ve found, we call them the Winnebago Warriors, and it’s this some people have said, well why settle anywhere at all? Let’s go to where we want, let’s spend some time in different parts of the country, get to know different cultures and we don’t need those permanent routes.

Well and let’s just, yeah, create this life experience we’ll make a little money along the way, we’re gonna figure that out, but now that we can be completely mobile why buy a home? Is that now the American Dream, anymore? To own a home with a picket fence and two point five kids and a dog orr is it, you know what, I just wanna go do some really cool stuff (laughing) and create this experience that really calls me? And find my purpose differently, because we know that through research purpose, adds about seven years to people’s lives. But we also know in the US, after people retire they tend to have health challenges or even we lose them, because they’ve lost their sense of purpose because it’s been so tied to their job. How do you see some of that flowing in terms of what it means for people, but also locations? We talk about this a lot with the rural future, like, could this be a positive thing for the rural future? If we have people that are connected or do we have to kind of even rethink that a little bit, to make sure people can create that life in those rural communities?

Yes, I think one of the really interesting strategic questions will start with the rural area, but it’s also true of urban, is historically or even recently one of the big factors is, can we get Amazon to put a headquarters or put a branch in our area and you know what do we have to give away to get the big company to come and provide its jobs. Like, that’s been a lot of focus of economic development rural and urban. And again, if we believe this trend towards automation and less reliance on work, it sort of creates a different set of criteria for what’s the identity of our community? Not only ourselves, right? The more progressive schools are helping children think about, it’s gonna be a multiple career world and really think through what are the skill sets, what do I want to do, like preparing individuals for many changes. And I think it may be a community can think of itself the same way, like what’s our identity what do we want to be known for and recognize and that too, may change over time. Can we develop a robust sense of community that can evolve along with the changing times? So the quick example we talked a little bit yesterday easy one to think about, let’s look at what happened in Detroit, right? Along with a lot of the other declining industrial cities, who have gone through a major identity crisis and are now trying to rethink, who should we be? How do we get people to come back and what people do we want to come back? And I think that kind of a process of thinking through who we are, who we want to be, is really the right one and not just assume it’s we wanna be the site of a major big company so we can have jobs, may not be who we are.

I think communities themselves also need a purpose now. So, what’s your purpose for being and existing we say that about companies, we say that about people, but also translates into communities, because like you just said, how do you want people to experience living here? Why would they wanna choose this? Do we also need to rethink about maybe people will only be here a short time? And maybe then they wanna go have another experience, right? And so, it may not be a lifelong let’s have everybody live here for 40, 50 years. Maybe we should be building more RV parks, instead of homes. (laughing)

That’s such a great idea. (laughing) That’s such a great idea, one of the things that I’ve been talkin’ about publicly about millennials, which I’m kinda sick of talking about millennials, but you kinda have to do it, right? Is that they don’t wanna stay at the same job for 20 years and work their way up the ladder. I brought up the idea, well why not make sort of a deal that says look, you come work for us for three to five years go outside, go somewhere else, get the experience you want, stay in touch, and maybe you can come back in 15 or 20 years when you’re ready and then you can become our leader, so have a strategy that says, we know you want to go out there, instead of fighting that, let’s enable it. Now could a community do the same thing? Like, yeah, could we have a piece of our community that acknowledges, not everybody wants to stay in one place forever, but you know we’ll keep the lights on while you go somewhere else and you’re always welcome to come back.

Absolutely.

It’s not a failure if we haven’t kept somebody in the same space for 20 years. So I think I love that idea of stop by and come on back.

Well and we all learn when we go have different, new experiences, right? And so, we can bring such a richness back to those companies like that model you’re talking about, or even those communities. It takes a different frame of mind, but also leadership skills that are very growth oriented and different as well. And I’m a proud alum of your program in Houston, your certification for strategic foresight and that’s where we met and I was just so impressed by all these companies that are there, trying to really think about what the future needs to look like. And I also always have to add I was the only person from a university there at the time, so I’m hoping more universities get on board with what you’re doing down there, because I think it’s so critical. The other part you really touch a lot on is leadership and the importance of not only having this plan and being able to put this sort of framework together about the future, but also leading that. Would you tell us a little bit more about leadership now and how you see that evolving in the future to make these types of things happen?

Yeah, we think that the combination of foresight and leadership makes a whole lot of sense. If you think about what does a leader really all about? A leader is about bringing people into a future that is typically a little bit different, right? I mean, the real challenge of leadership is persuading people to come on a journey that involves change. And we have said, right when people join us for the first day, we say, look you are going to experience resistance to change, because it is a natural human phenomenon. Let’s have five minutes of complaining about it right now and then let’s just stop it, right. I mean, because complaining about people resisting change is it’s complaining about the sun going up and down, I mean that’s the way it is. So we do spend a lot of time thinking about how can we embrace it, work with it, and sort of bring it on our side so to speak. And that’s really what a leader has to do. How do I get people to change? And make that case to them in a way that seems favorable to them, right? And so I think that’s a lot of what we do is try to paint the picture of how the future could be better, here’s what the path looks like, so we try to make the future not a scary, unknown place. But, we shed some light on it. Say here are the possibilities, here’s what it looks like, it’s not that scary, come on the journey with us. I think that’s a lot of what foresight can bring to the leadership, is really some tools to help leaders do the difficult job of bringing people into a different future.

And speaking of those tools, what are some practical tools that you help leaders understand that they can use to kind of frame up the desired futures and those different scenarios that they might wanna think about in more detail and really choose to pursue, once they have a better understanding of what’s possible?

Sure, I think the fundamental concept that we talk about is, the idea that the future consists of multiple possibilities, that we just call it alternative futures. That is, even though we may be able to someday plug all the data in the world, all the variables into this huge super brain and hopefully press the button and out comes the answer, our view of that is that there are just too many factors to get the future right. But what we can do is, talk about the major kinda plot lines or stories about how the future could be different and that we’ve proven over time we can do. We may not know which, exactly which one’s gonna play out or exactly how it’s gonna look. We can definitely provide organizations with a preview of what the future might look like, such that as it arises that you start to see that future merging, you’re not surprised. We say the worst thing that can happen regarding the future is when you’re caught unprepared. You hadn’t seen it coming, we were blindsided, just that’s disaster, right? The idea of alternative futures is saying like, we want you to be ready, agile, prepared to respond, if you will, no matter how the future emerges. I think that would be one key tool that we think is important.

(Music Transition)

Let me put it this way, I think we create this line that there’s leaders and followers and I think the mega trend in that space is the blurring of the leader, follower line that we may be leading one moment and following the next. And kind of shifting or passing around that leadership role is really I think where we’re heading. And that does require that one is out in the field doing things and experiencing, if I’m trying to lead a group of people to a certain place, do I really understand what they’re going through? Do I know what their daily life is about? And can I experience that and really be a more effective leader from that perspective? So I’m not somewhere up in a hill, thinking big thoughts. I’m right in amongst the daily hubbub, kind of coming at it from that perspective. So I think that’s one of the changes that we might see coming in the leadership space.

Agreed, I mean I think, a lot of leadership was developed in that industrial age as well and so, it’s now an area that needs some fresh disruption itself. So I even have to question sometimes this whole idea, why would I want somebody else to lead me? (laughing) I mean, why would I want that? I mean I think if I’m really wanting to develop my own personal future, which I would hope more people would want, to take control of, I really have to question that whole concept of leadership and the way that you’re talking about it. That traditional context, just seeing. And I like to talk a lot about developing your own inner leader, your self-leadership, as well. And working in these sort of networks and working very differently, I think for people to want to live their life in a different way, much like we’ve talked about, how do we get away from still the more traditional command and control style, which is still very prevalent? And be okay with people in their independence and the way that they wanna live? And create these new models for the future.

It’s interesting in doing project work, especially with larger organizations and it can be private, as well as public, government agencies or education if they were involved, but they’re not, right? A lot of times, well you know, we can get this senior leadership if we can get them on board and we can get them involved and I agree that there is a point for that, but my experience is most of the work of change, the actual work of changing an organization doesn’t come from the top. It comes from somewhere between the middle and top, right? That’s the group that we need to be targeting. Who is actually going to lead the charge in real life? Like, who’s actually gonna implement this stuff? And I would much rather work with the implementers, the doers who are going to actually have to do it, and I’m not trying to knock senior leadership, but I mean, I think we have this almost this worship of you need to get the leaders onboard and a lot of times the leaders, they may set direction, and they may less, but they’re not actually doing it.

Right.

My own bias is to get with those leaders who are out in the field making the future happen, whether it’s an entrepreneur from the outside or it’s an intrapreneur from the inside. I think we can translate our foresight tools and say, all right, let’s do this. And then in a sense you present the le fait accompli to leadership. Like, we’ve not just talked about it, we’ve actually created this future. Here’s what it looks like. Here’s how we do it. Forgiveness rather than permission kind of approach. Let’s not worry about whether every single senior leader’s on board, let’s get enough support that we need and let’s go make the future happen and show ’em.

Well and that’s what we love to say about the Rural Future’s Podcast, is it’s for doers. It’s for doers, just people out there bein’ a maverick in some ways and creating the future, that one day at a time. But, really looking to create the future that they want and that they see is possible.

(Music Transition)

As we’ve talked about strategic foresight and future-ing, and as I’ve told you, I use a lot of your material for citations. (laughing) Because you have this great content, that really substantiates strategic foresight and future-ing, as a discipline. One lady thought I actually was looking at the stars trying to (laughing) figure this out. I’m like, no, nope, there’s actually tools and there’s strategies that we use, but you know this whole mix of methodology and mindset, I think is something too that in your materials comes out very clearly, I think. And a lot of prolific futurists really talk about, so blending that mindset and methodology, I think is such an important part of that. I know you have this huge network of alumni now, that have graduated from your program. What do you see your alumni doing as a result of work you’re doing at Houston? And also, in your consulting practice?

Yeah, I think one of the other key tools that kind of informs what people do with our work is we spend a lot of time sensitizing people about how do you recognize a signal of change? So we call it horizon scanning.

Right.

One of the things that all of us do is we’re always on the lookout for something that makes us go, hmm. And if you find yourself when you’re looking over however you get your daily information feed and you kinda go hmm. Like, we pay strict attention. So, we really have a method of doing that more systematically, but that’s the kinda thing we look for. When you see kind of a break in the pattern that makes us kinda give that funny head hmm. And make that funny sound, we go ah-ha, something has challenged our way of thinking and we need to make note of that. So a lot of what futurists do, our alums do, in the real world, once they’re outside of our academic program, is work in very much the typical organizations that I’m sure many of your listeners are in, inside a large organization, we often have little units of folks that are really trying to stimulate a whole organization to think about the future. So, for instance we’re working with the consumer products company right now that’s looking at the future of waste. What’re we gonna do with all that trash? The landfills are closing down, they’re filling up. Recycling is a little bit in trouble, because we can’t figure out how to make it economical. So what futurists do is we really try to think ahead to the future kind of problems and issues and say, look, now’s the time for us to think about this issue, where we have some, we have some wiggle room. We have some space to act. You don’t want to wait until the last landfills close to think about where we’re gonna put all this stuff.

Yeah, I mean, and do you think about the prolific growth of online shopping and delivery, and all the waste that creates, it’s just a totally different concept of how do we make this more sustainable over time? I don’t see that slowing down. What are the changes we need to make as a society to still support, especially as jobs go away, Andy, as we see this decrease in jobs people still like to buy stuff and use stuff. How does this whole economic model change? How do consumer patterns and behavior change? And how do we bring that to the forefront to create those preferred futures that affect communities, businesses, and people?

Yeah, I mean we shouldn’t scare people that jobs are going away, I remember I was talking about this with my daughter who’s going first year freshman, she’s like, I don’t know what to think. Look, we’ve got time, kinda the change that we’re talking about, where work becomes sort of less central to our identity. I mean, this is a decades long, this is a big process. It’s not gonna change overnight. Another thing that we’ve learned, even though we hear a lot about super rapid change again is that people will tend to slow that down. Even though, yes, we could automate all the jobs we won’t, right away, right? We have to integrate that into social policy, so even though we can see the end point, we know it may take a little longer than you think to get there. So, people are still at the center of this. So I’m actually working on a book called After Capitalism and it’s trying to look at the longer term future. Now keep in mind it’s definitely the longer term future of what does a world look like where we don’t have to go to work every day? Now the good news is, we’re still gonna be as wealthy and maybe even wealthier than ever before.

I’m so excited about your book. I mean, I think this’ll be great to see a long term view on some of this and like we’ve discussed, people don’t think you’re a little out there, you’re probably not doing this right. (laughing) So, I know you’ll have some really good stuff for us to all start thinking about. And I think “the sky is falling” is sometimes where this whole idea of futuring gets a little stuck. And that no, not everybody is gonna see their elimination of their jobs. Many times you’re really paying attention or if you’re talking to futurists, you can see these patterns emerging over time. These wild cards happen, but usually they’re not as sudden as people think, like you said, and new jobs will be created. New industries will be created. So, it’s not like the sky is falling, but also when I think about my grandparents generation and my parents generation, now ours. And specifically I guess I can refer to this in the United States, it’s amazing to see how well we live but still sort of take almost a negative view of that.

Oh my God, I won’t be able to work anymore. What a horrible future, right? I mean, it depends on how you view it, right? Obviously it’s viewed as a problem, because it’s our income is tied to it. But if we could deal with that part of the problem, I don’t think a lot of the folks would think, boy if I don’t get to that factory today I am gonna be so upset, right? I mean, you were talking about mindset, so as futurists we’ve learned to kind see both sides of it and that’s part of what we have to help people with, to see that the future isn’t either all bad or all good. It’s a really kind of a complex mix, and we try to kind of shed some light on those possibilities and say which ones do we want? Which ones do we want to avoid?

Well and that’s what we really been trying to do here, because a lot of times at rural we hearand I’m not discounting the challenges of rural, because they’re many and they are greatbut we have to learn to find the opportunity within that as well. And really have I think those conversations around what is possible here. It’s not gonna be what it was, but what do we want it to be? And so, I think those are the conversations that we can continue to have and I think people like yourself add a new lens to this. I mean even what you brought up about Detroit, I also have to learn that it’s not just rural points or challenges. It’s not just urban, but there’s this intersection of rural and urban where we could lift all tides, all boats together if we really had some strategy around that and some foresight to think about the possibilities.

Absolutely and I think that sort of reframing is kind of a good way to think about the mindset that a lot of what futurists train folks to do is to look at a situation and come at it with a different perspective, right? Can we reframe this from oh, this looks like a horrible problem to see the possibilities and opportunities in it? Which doesn’t mean it’s easy. So we don’t wanna minimize, oh, we can make every problem go away, but a lot of times we get stuck in a certain frame of how we look at things. Part of our job is to come in and kinda jog that frame and say hey, challenge the assumptions, challenge the model and say, can we think about this in a different way?

Yeah, I so appreciate that process. I so appreciate futurists like yourself who are really I think expanding the field itself and adding that credibility, but also have that experience of helping companies and even communities think through this. And so, that marriage I think of what you do in your business world, you know, you’re an entrepreneur yourself and I think that’s so incredibly important to have in our higher educations system, so I’d like to touch on that just a little bit. How do you see higher education evolving in the future?

We did actually look at the future of higher education a couple years ago, from the perspective of the student. Which is kinda funny that it’s noticeably absent perspective, most of the work on the future of higher education is from the institutional perspective. What does the institution need to do? So we thought it’d be fun to just kinda say, what are students likely to want from the institutions? And so I think there’s always a small minority of institutions that are at the forefront of change, and they see it coming and they’re doing what they can and usually there’s a mass of any industry, higher education, doesn’t matter what the industry is, as change comes at it will tend to hold on tighter to what got it in trouble in the first place. So, I think the mega trend in higher education is sort of opening up the possibilities of learning. Tearing down the walls of this is a classroom, this is a curriculum, and it’s kinda saying, what do I need to learn and I don’t need to be kind of confined by what’s in the established curriculum, right? So that’s this mega trend that’s been sweeping across and part of the response of the established institutions say, oh let’s make it harder to get in to school. Let’s make the tests more rigorous. Let’s do all the stuff that’s made us great in the first place, right. It’s what we’ve built our reputation on, so let’s stick to our knitting even harder in the face of a change, except it’s going in the other direction. So I think there’s a lot of that going on.

You start to see a lot of our sister and brother universities, other institutions double down on what they’ve always done. Maybe make it more rigorous, how do we add to this experience in the same way we’ve done. Like you’re saying, rather than how do we disrupt ourselves. How do we think about that end user? And think about what they want and desire? You know we have an online high school, here at the University of Nebraska. Which is a great thing for us to have, because even with this whole population piece that we see all the shift, there’s more of our people questioning even sending their kids to traditional elementary schools or high schools. Because if they’re traveling if they’re a Winnebago Warrior, they want their kids to learn what life can look like beyond the traditional norm and standard. And so how do we create this mobility, not just for adults, but for whole families in some ways?

There is a really important role for, if you will, established traditional institutions to provide some kind of common core, right? So it’s not that every organization needs to be entrepreneurial and different and experimental. But it’s more like, what’s my niche in the ecosystem? And we do need some organizations that are providing call it the stability and continuity to compliment the innovators who are around the edges of the ecosystem. So I think we could totally see a healthy kind of higher education ecosystem that has both, right, it has some established institutions providing that kind of core knowledge and it has the innovators around the edges, who are providing kind of the new and interesting and experimental stuff. And I think those things can co-exist. Gotta kinda acknowledge that first, right? It doesn’t have to be one or the other, it’s both.

It’s kind of finding your niche and your purpose again. Like, why do we need to exist? (laughing)

Here we are right, right back at purpose.

That’s right, very full circle. I’ve got a personal question, I would love to know from you Dr. Hines, how do you keep your futurist brain fresh?

It certainly helps to have a group of really intelligent creative graduate students to have to teach. (laughing) So I think that definitely, that keeps you going. One of the things that’s really been fun for me in the last few years, is I’ve really, we’ve done a lot of work around the sustainability stuff. I mean, that’s just been a huge theme. And I’ve kinda taken that into my fun time, where now I’m doing composting, I’m out gardening, doing a lot of sort of nature stuff. And I just love it! And I love kinda practicing and seeing, how does natural systems work, but it’s just great to kinda unplug from the world of overload and just have some time to kinda refresh, reinvigorate, and kinda let it all soak in. And I find that we come back to our work a little more fresh and revitalized.

Well I love that you’re doing that in Houston. (laughing)

I know, right?

I think that’s just, that’s awesome. Because I think too, we can kinda see this weak signal right, where people are wanting to unplug. We’re on all the time, so how do we unplug? As somebody with both a hard science background and a human social science background, the intersection of those disciplines and those sciences I think is so critical in terms of creating you used that word ecosystem a lot, in this interview and in so many ways we can learn from nature and those natural systems. Not only on how to build different models in that future, but also how to take care of ourselves I think in ways that always existed and we need to reconnect with in some ways.

Yeah and we actually teach, part of our curriculum, we teach called personal futures planning and it’s basically taking the same principles that we use with organizations, or government agencies, whoever it might be that we’re working with and doing that ourselves. Maybe as I’ve gotten a little older and more reflective, I’ve really tried to think about am I practicing what I’m preaching? I’ve had the opportunity to work with a lot of different sectors, industries, and groups of people and I’ve learned a lot from them and now trying to apply that more in my personal life.

(Music Transition)

Okay Andy, obviously I could talk to you for hours, because I always learn so much from you, and we so appreciate you taking the time to be on. We know you’re very, very busy. But I’d love to know what your parting words of wisdom for our audience are.

Well, I would say that thinking about our own personal futures is, I can’t think of a better advice, because I think if we have our own sense of purpose that we talked about. Having that sense of purpose and some sense of direction, it really helps you when it comes time for those pivotal choices, where should I go left or right. Having that sense of purpose can help guide you, kind of along those choice points, right. So I think having our own sense of how we would like our journey to go and then when we bring that to our organizations, that’s gold for the organization. Having a bunch of folks who have a sense of what they wanna do, where they wanna go, I mean give me a group like that and I think we can conquer the world.

I love that! That’s a perfect, perfect note to end on and I really appreciate that you’re using that strategic foresight, not just to teach so many others, obviously you’re making a huge dent in the world, in this space, by the work you’re doing. Again, you’re walking that talk, you’re using it personally, and you’re seeing the fruits of that purposeful, planning and thinking about your own future. So, that’s very cool I think to think about how others could use those tools in their own lives and really make things happen for themselves. That they desire to have happen, not just letting things happen to them. Andy, one last question I have for you before we sign off is, where can people find you?

Sure, couple different places in the web. HoustonFutures, all one word. Is a site that describes the academic thing that we’re doing that week-long trainings and things like that. So there’s way you can kind of learn about how to do this. And then my own stuff, I have a little blog which is really fun by the way, I gotta say, I really enjoy putting together my weekly blog post, and that’s at andyhinesight.com.