Mastermind Groups

mastermindgroupNapoleon Hill wrote about the mastermind group principle as: “The coordination of knowledge and effort of two or more people, who work toward a definite purpose, in the spirit of harmony.” Using the power of a certified coach and the group dynamics we are forming our first Mastermind Group.

Our Mastermind Groups are 8-weeks of group coaching designed to transform your career, business, and personal life with lasting results. Participants will have immediate access to our members-only group and BONUS content.

  • Do you struggle to make decisions?

  • Do you want to transform your life and achieve lasting success?

  • Do you find it difficult to motivate yourself and others?

  • Do you lack confidence or have trouble influencing others?

  • Are you struggling to make progress in your career or business?

  • Are you having challenges, communicating effectively with your team?

  • Do you feel you are lacking in tools to stay organized and focused?

If you answered “yes” to any of the above questions, you are not alone. Business owners, entrepreneurs and leaders around the world just like you experience these problems every day.

Here are what’s included:

  • 8 weeks of live group coaching via video link with Dr. Philip A. Foster

  • Access to recorded video sessions.

  • Access to an exclusive, members-only community where you will receive ongoing support and guidance.

  • Access to Dr. Philip Foster 2 times during the 8 weeks for personal coaching.

  • Access to tools and support materials to help solidify your coaching process.

This is not your typical coaching program and it is not for everyone. This is a LIVE group coaching program where Dr. Philip A. Foster will be able to answer your specific questions and offer personalized advice. There is a limited number of openings so that I can provide you with one-on-one support and guidance to overcome real-life challenges.

You will have access to 8 live group coaching sessions where you can ask me anything related to your specific situation. No other coaching program offers this level of personalized coaching.

Support and Accountability

The number one reason people fail to achieve their goals is that they don’t surround themselves with supportive and like-minded people. Even well-meaning family and friends can deter your new motivation and enthusiasm with their lack of understanding, negativity and limiting beliefs.

Being a part of a supportive Mastermind group is so important.  Your new friends can support, motivate and keep you accountable until you reach your goals. They can also help you stay on track whenever you feel overwhelmed. When you join our Mastermind group, you will get instance access to a like-minded community of supportive people who are all on the same journey as you.

Support beyond the program

Once you have completed your 8-week program, you will continue to have access to our private group where you will continue to receive support and accountability from others in the program. Even after the 8-week program is completed, you can continue to post questions in the community, network with other members, access all the materials and recordings online and get feedback and advice whenever you need it. Unexpected problems and frustration are a lot easier to face and deal with when you know that you know that you have a whole community of supportive people you can turn to.

Who Should Join our Mastermind Group?

Our Mastermind Group has been specifically designed to help:

  • Executives who want to fast track their career, get promoted to higher paying positions or become leaders in their own companies.

  • Business Owners who want to become superstar performers who motivate themselves and their teams to achieve their business goals and objectives.

  • Senior Level Managers who want to become better leaders that inspire real change and higher performance from their employees and teams in their organizations.

Anyone wanting to master and experience real transformation in their career, business, and personal life.

Who is Dr. Philip A. Foster?


Dr. Philip Foster is a Master Certified Coach with over 15 years of professional experience in coaching and over 24 years of experience in business and leadership. With clients around the globe, Dr. Foster empowers individuals by quickly cutting through the noise and developing innovative and lasting solutions. Dr. Foster is known as an encourager, motivator and powerful accountability partner. Through his deep desire to help individuals grown and become more than they knew possible; he builds robust partnerships with his clients.

Mastermind Registration

  • 8 weeks of live group coaching via video link with Dr. Philip A. Foster

  • Access to recorded video sessions.

  • Access to an exclusive, members-only community where you will receive ongoing support and guidance.

  • Access to Dr. Philip Foster 2 times during the 8 weeks for personal coaching.

  • Access to tools and support materials to help solidify your coaching process.

To Register – CLICK HERE


Proceed with caution when rolling back programs like work-from-home

Removing programs designed to foster openness can be tricky—even destructive.

by Dr. Philip A. Foster

Proceed with caution when rolling back programs like work-from-home
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As an evangelist for open organizations and an ambassador for open principles, I am fully aware of the challenges organizations go through when they’re trying to effect lasting change. Changing deep-rooted organizational culture should not be taken lightly. It’s something people should weigh very carefully, debate fully, and then embrace wholly.

Once your organization “steps through the gate” and adopts an open mindset, reversing the flow of power that’s unleashed is difficult. Organizations that embrace openness shift their attention from costs to the value side of doing business. In other words, they begin seeing employees as assets capable of delivering value to the organization rather than as cost centers that must be strictly managed.

Because open organizations are built on trust, accountability, transparency, and empowerment, actually reversing course and creating closed environments can be detrimental to an organization’s long-term success. Certainly, in the short-run, we know that up-ending an open ecosystem diminishes morale, trust, and (even more so) productivity. As a result, organizations that tighten their workers’ freedoms ultimately lose market share—and their best employees.

Take, for instance, the 2013 case of Yahoo ending their work-from-home policy for more than 500 employees. Public fallout and ridicule from the decision was deafening. While the number of employees who ultimately left Yahoo as a result of the decision is a bit sketchy, we know that many were not very happy with the decision. We can also look toward noted remote-work pioneer IBM, who recently announced to more than 5,500 marketing employees that it was moving away from remote-work and had decided to “co-locate” its U.S. marketing department of about 2,600 people to one of six different locations: Boston, New York, Raleigh, Atlanta, Austin, and San Francisco. This means that individuals who normally worked remotely or from another office must now move closer to one of the six offices—or resign. This move has many employees furious. They’re abandoning work on long-term projects and looking for others jobs.

No take-backs

In my book, The Open Organization, 2nd Edition, I write about leadership intervention within the confines of an open organization. We know that in the context of an open ecosystem when leadership intervenes in decisions made by their followers, they begin to erode the spirit of openness and thereby create anger and diminish trust. This is not to say that leadership intervention is unwarranted or should be avoided at all costs. This means that when a leader intervenes or holds veto over a group decision, that it should be done sparingly and the leaders must be prepared to fully explain the reason for their override. Leadership’s role in the context of an open system is protecting its First Principles and the governance models that define its openness.

When we “walk back” freedoms we give to people, we begin to break down the morale of the organization. This affects productivity and the overall happiness of the workers. As we have seen with IBM, many employees noted that they stopped focusing on long-term projects, as they were concerned with their job stability. When we remove these freedoms from our workers—when we’re clearly focused on costs rather than value—we end up creating an exodus.

We saw this happen when Zappos adopted holacracy. We watched it happen when Yahoo ended work-from-home and we are beginning to watch valuable and talented employees leave IBM.

Sending the wrong message

When we move an organization from the freedom of open to a more rigid, inflexible structure, we send the wrong message to our employees.

In the case of the work-from-home policies being taken away, we’re really communicating that we are not going to trust employees to do their work unless they’re located some place where we can monitor them. While I readily admit that working from home is not for everyone, for those who thrive in this environment, taking it away is tantamount to a demotion.

Fix what’s really broken

When I read about organizations that are walking back their work-from-home policies, I can’t help but think that it was their policies and not their people that were broken.

Stay the course. Fix real problems. Trust your employees to do the right thing.

While I understand that Yahoo and IBM are ending work-from-home policies in an effort to increase productivity, collaboration, and innovation, the resulting effect appears too frequently to be the opposite of what they set out to do. In the end, it is not the collaboration or even innovation that is broken. What we are really experiencing is an organization with ineffective processes and policies for remote work. Bringing employees back into the office will not fix the problems these organizations are experiencing. While there are many reasons why a work-from-home policy might fail, here are few of the more common ones:

Organizations fail to properly onboard individuals for remote work. Working from home is not for everyone. It requires focus, organization and technological skills among others. Organizations that properly onboard remote workers will make sure that the new hire understands the organization’s missions, vision, and processes. They communicate these often.

There is a lack of connectivity between the remote worker and the organization. Staying connected is extremely important. Communication should be conducted via video conferencing (face-to-face), and in person at on-site meetings. Companies offering work-from-home policies should remain purposeful in their desire to keep connected with their distributed workforce. Out of sight should not be out of mind.

Companies don’t properly and consistently instill their culture in their workforce. The organization must continually instill cultural values in their employees. They can do this by clearly articulating the company purpose, values, and mission.

Organizations do not give the employees the autonomy and empowerment they need to get their work done efficiently. This inhibits productivity and certainly gives the impression that the employees are goofing.

Proceed with caution

Organizations that are contemplating ending open organization programs (such as work-from-home, flexible hours, and others) should proceed with caution. The moment the organization empowers employees, they open a Pandora’s Box that’s difficult to close without damaging the fabric of the organization. Open ecosystems are extremely rewarding, and, when done right, are effective and innovative. Moving an organization to an open ecosystem is not to be taken lightly. For those that operate in an open modality, going backward is not always the right thing to do.

Stay the course. Fix real problems. Trust your employees to do the right thing.

This article originally published on Republished under Creative Commons License. 

cropped-img_0100-001Dr. Philip A. Foster is a Thought Leader focused on the Future of Work and the 21st Century Workplace. He is a prolific writer, International Lecturer and Best Selling Author of “The Open Organization” – now available on Amazon. He is an Ambassador to the community and holds a Doctorate in Strategic Leadership with emphasis in Strategic Foresight from Regent University, Virginia. You can contact him at

Death of the Computer Screen? Why Scenarios are Important.

hologramIn 2013 I wrote a scenario (see below) in which I painted a picture of the future of work. In the article, which later became a chapter in my book The Open Organization, I presented the idea that computers would be as small as a silver dollar coin and would operate by voice and hologram. Fast forward to 2017 and a C|Net article titled: World’s thinnest hologram will make screen size ‘irrelevant’. As a futurist, I am always excited when I see a scenario I wrote about coming true. Now, I cannot take credit for the idea of a Hologram by any stretch. In fact, the first time I even knew about what a Hologram even was would date back to 1977 and Star Wars: Episode IV – A New Hope. I was… well.. .young back then…and the now famous scene of R2D2 displaying a hologram of Princess Leigh is etched in history.
Predicting the future and its potentiality is fun… but it is not always easy. While I can spike the ball now – sometimes anticipating a preferred future is difficult and requires a lot of information to get close to .. well.. maybe in the neighborhood of right.
Developing Future Scenarios are not about predicting exactly what will happen – but offering a glimpse of what could happen and what we would do with this information if we thought it could come to pass. Foresight is about creating a mental image of a possibility and then creating responses to those mental images in hopes that it will better prepare us for disruptions and market penetration. Scenarios force us into “What IF” analysis of our potential future state. It helps us to navigate theoretically through options before we have to do it in reality.
This is why athletes, firefighters, police and even the military practice so much. So that they can be prepared for what ever eventuality the future hands us.

Embracing Open in the New Millennia

Imagine it is the year 2025. You walk into your home office and set your Smart Device (SD) on your desk. The SD, about the size of a silver dollar coin and as thick as a credit card, activates when placed on a flat surface. Sitting down, you lean forward and focus your attention on the holographic screen hovering above the SD. You say, “SD, date and time please.” In a clear voice your SD responds, “February 8th, 2025. The time is now 0900. Would you like to hear your appointments and tasks for today?” You briefly think to yourself how far computers have evolved in just a short period of time. In fact, you think, the constant we face is a world quickly changing before our eyes.

For the United States and much of Europe, the world has already begun to change as it relates to the way organizations interact with their employees. The field of employment has been shifting since the market crash early in the century. By the year 2040 it is estimated several emerging social and technological changes will greatly affect the way organizations view employment and human capital in the Westernized World.

Your SD speaks again, “You have an incoming call from Jeff and Dustin.” You turn your attention back to the hologram and tell your SD, “display call.” The hologram shifts to the images of your colleagues. You met Jeff and Dustin in your doctoral program a few years ago and the three of you formed a successful strategic alliance. Today you are meeting to discuss a proposal the three of you are working on. Your alliance with your colleagues has opened the door for all of you to compete with much larger organization on projects that you would have otherwise avoided.

The Great Shift

Since the late 1980s, Americans have begun working longer and foregoing their retirement. As a result of this trend we are beginning to see an increase in what we now call the Graying of the American worker. We are seeing an increase in job-sharing, consulting, coaching and even strategist positions growing among the Boomer population as Generation X begins taking over the reins of leadership. While the working population of the United States is growing older, fertility rates are also dropping amongst American women which ultimately will create a deficit in human capital available to replace an existing workforce. If that weren’t difficult enough on businesses trying to fill positions, legal immigration is on the decline in America creating even greater deficits in available workers. As a result of all these sociodemographic trends, we are beginning to see demand and acceptance of more flexible, freelance and collaborative opportunities in an increasingly less secure globalized world.

Emerging social and technological changes are forcing companies to move toward the use of short-term, temporary and independent contractors and consultants. With advances in technology and availability of WiFi in nearly every location, employees no longer need to pay to drive to an office setting every day nor will organizations need to continue supporting expensive centralized office space. In fact these advances in technology open the door for workers who are no longer limited by geography thereby permitting them to live anywhere they choose. Smaller offices and fewer employees working in those locations permit businesses to focus on finding and keeping essential employees while outsourcing the remaining positions to independent contractors. With these changes, businesses will be better able to shrink overall expenses and employees will gradually no longer see themselves as being employed by a single company. Employees are now able to work anytime and anywhere they choose as long as they are able to meet their job objectives.

The future of employment appears focused more on an individual’s talent. In fact, it is estimated that most jobs of the future will require higher education, advanced skills and high-tech training. The twenty-first century organization will require an ability to share ideas, knowledge, resources and skills across organizational, generational, and cultural boundaries from within and outside of the organizational system.

The year 2025 is closer than you may realize. Technological and social changes are moving at an alarming rate and while many may see the opening scenario as fantasy, the trends say otherwise. Collaboration will breed a greater competitive advantage, create influence and consolidate resources and expertise within a given organization and in a future that requires less human capital to produce a product or service. Now is the time for organization to begin examining the impact of a shrinking workforce. The Open Organization will likely be the formal response to the much anticipated deficit in human capital. Organizations will become flatter and there will be a greater level of shared information and even evaluations will come from co-workers rather than the traditional top-down leadership review. In fact, we very well could be witnessing the end of much of the hierarchies we’ve grown accustomed to since the early 1800s.

This shift in organizational structure will take time to adopt yet it is believed that these structures will be the most effective way to obtain a competitive advantage in the future. However, organizations may experience managerial resistance in adopting new organizational structures. Success is reliant on the commitment of the organizations leadership. It is necessary for organizations to address the fears of management and leadership in an effort to overcome delays in adoption.

The days of an abundant workforce are coming to a close. This shift in demographics will require organizations to view their structures far beyond the traditional business school training. Experts claim that there is a lack of future-readiness in the United State of employers and employment. Great challenges are ahead of us and the best way to address them is take the long-view and plan ahead for a new economy, new organizational structures, and a mobile diverse workforce like we’ve never seen before. These changes will require rethinking the view of hierarchies, traditional employment, and what it means to be self-employed. Technology will play a key role in the adoption and success of the organization of the future.

The conference call with your colleagues went well and as their holographic images fade, you sit back and smile. “SD,” you say, “Open RFP Alpha457.” Your SD responds, “Opened. What would you like to do?” You begin to dictate to your SD and so another day in this new world economy begins. You smile and remember a time when you used to work in a cubical and you think to yourself, “I’ve surely come a long way from those early days in the working world.”

As the story begins to illustrates, the twenty-first century organization will require an ability to share power, authority, ideas, knowledge, resources and skills across organizational, generational and cultural boundaries within and outside of the organizational system for the purpose of achieving desired goals. The world will continue to become smaller as technology advances and organizations grow in diversity of individuals from differing cultures and geographical locales. Organizational decision-making styles will grow in influence by generational and cultural attributes of the individuals from with the organizational system.


cropped-img_0100-001Dr. Philip A. Foster is a Thought Leader focused on the Future of Work and the 21st Century Workplace. He is a prolific writer, International Lecturer and Best Selling Author of “The Open Organization” – now available on Amazon. He is an Ambassador to the community and holds a Doctorate in Strategic Leadership with emphasis in Strategic Foresight from Regent University, Virginia. You can contact him at

Maker Me… Welcome to the Maker Economy

A recent Forbes Article caught my eye: 3D Printing In-Stores Is Very Close and Retailers Need to Address Itprint-970-80. I have been writing and thinking about the impact of 3D printing for some time. At the 2014 International Leadership Associations Annual conference and later at a Global Conference in Panama City, Panama I spoke on the future of work and more specifically my book The Open Organization. My discussion focused on the nature of organizational structures. I outlined the scenario that was pushing us toward more open flat organizational structures. One scenario I presented was focused on the idea that we will become a maker society. Springing off the emerging 3D printing, I challenged the audiences to imagine a world in which we were able to print products we ordered off Amazon or other retail websites from our desk on our 3D printers. For larger products I posed the idea that we might pick up our order from a corner store – much like going to the local drugstore to get our film developed. I talked about how this would disrupt manufacturing, logistics, and retail itself. I surmised how this could produce new products and services not yet imagined as a result of the maker society. New cottage industries of 3D print shop drive through pickup windows and one hour delivery could possibly emerge form this era. Perhaps we will see companies begin to switch from manufacturing products to producing and distributing raw materials we could purchase for a host of items. The Maker Economy could end much of retail as we have grown to know it. Already, malls around the U.S. are shuttering their doors and windows as they can no longer compete with the likes of Amazon and Walmart. Retailers who imagine a new reality will be left as other fade into retail history [Think Block Buster and Sears].

The Maker Economy will disrupt business and government in the way we view laws, img_0112negotiate tariffs and how we identify and engage an already fractured workforce. When dealing with laws, suppose we used a 3D printer to print a pair of Adidas Shoes – Who will actually own the product? Who could own the data produced from 3D scanning your body? Would the website selling the design own it or could they sell your specific dimensions to other retailers? Imagine targeted advertising that now depicts you wearing the product that the designer is trying to sell you on.

We want the obvious answer to be that the end consumer would own the product and their data. But, what if printing a shoe or uploading your 3D scanned files signified your agreement to lose control of your data or to even “borrow” or lease the shoe for the life of the shoe itself and that once the item has reached its normal end-of-life it must be returned for recycling? Imagine how this could affect not-for-profits that collect and distribute old cloths. Or – what if the designer of the shoe could sell advertisement space on the product you just printed? All of these questions and more come to mind.

The dawn of the Creator Economy is upon us. With the election of Donald Trump many have surmised that we will see a manufacturing renaissance in the United States. I would argue that we will, but it won’t be what we might have imagined it to be. As 3D printing improves, the manufacturing in the US will likely hold another 10 to 20 years before the Maker Economy hits full swing. With the emergence of 3D printing, we will see the carbon footprint of manufacturing decrease as they switch to support a mostly raw materials output. We will also see technologies and techniques related to recycling improve and become mainstream. Intellectual property laws will need to be re-imagined to protect the branding of products produced by individuals. Prototyping will also change the speed at which products reach markets. Houses, cars and everyday objects will be readily accessible anywhere in the world in which the end producer has access to bioprinter_500x360the Internet and a 3D printer. 3D scanning will revolutionize the knock-off counterfeit industry. Mining and extraction of raw materials will increase as we source raw materials for our 3D printers. Cottage recycling industries will take on the status quo and we will find new ways to improve the economy. 3D printing will revolutionize health care. We will see technologies increase whereby we can start to grow replacement parts that are built from our own DNA thereby ending organ rejection and waiting lists. Pharmaceuticals will also be challenged in this new era of Maker Me. The Maker Economy is sure to shake up the world. Now is the time to plan for change and to minimize its impact.

cropped-img_0100-001Dr. Philip A. Foster is a Thought Leader focused on the Future of Work and the 21st Century Workplace. He is a prolific writer, International Lecturer and Best Selling Author of “The Open Organization” – now available on Amazon. He is an Ambassador to the community and holds a Doctorate in Strategic Leadership with emphasis in Strategic Foresight from Regent University, Virginia. You can contact him at

Why we need open leaders more than ever.

Changing social and cultural conditions are giving rise to open leadership.

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Leadership is power. More specifically, leadership is the power to influence the actions of others. The mythology of leadership can certainly conjure images of not only the romantic but also the sinister side of the human condition. How we ultimately decide to engage in leadership determines its true nature.

Many modern understandings of leadership are born out of warfare, where leadership is the skillful execution of command-and-control thinking. For most of the modern era of business, then, we engaged leadership as some great man or woman arriving at the pinnacle of power and exerting this power through position. Such traditional leadership relies heavily on formal lines of authority through hierarchies and reporting relationships. Authority in these structures flows down through the vertical hierarchy and exists along formal lines in the chain of command.

Open leaders quickly discover that leadership is not about the power we exert to influence progress, but the power and confidence we distribute among the members of the organization.

However, in the late 20th century, something began to change. New technologies opened doors to globalism and thus more dispersed teams. The way we engaged human capital began to shift, forever changing the way people communicate with each other. People inside organizations began to feel empowered, and they demanded a sense of ownership of their successes (and failures). Leaders were no longer the sole owners of power. The 21st century leader leading the 21st century organization began to understand empowerment, collaboration, accountability, and clear communication were the essence of a new kind of power. These new leaders began sharing that power—and they implicitly trusted their followers.

As organizations continue becoming more open, even individuals without “leadership” titles feel empowered to drive change. These organizations remove the chains of hierarchy and untether workers to do their jobs in the ways they best see fit. History has exposed 20th century leaders’ tendencies to strangle agility through unilateral decision-making and unidirectional information flows. But the new century’s leader best defines an organization by the number of individuals it empowers to get something done. There’s power in numbers—and, frankly, one leader cannot be in all places at all times, making all the decisions.

So leaders are becoming open, too.



Where the leaders of old are focused on command-and-control positional power, an open leader cedes organizational control to others via new forms of organizational governance, new technologies, and other means of reducing friction, thereby enabling collective action in a more efficient manner. These leaders understand the power of trust, and believe followers will always show initiative, engagement, and independence. And this new brand of leadership requires a shift in tactics—from telling people what to do to showing them what to do and coaching them along the way. Open leaders quickly discover that leadership is not about the power we exert to influence progress, but the power and confidence we distribute among the members of the organization. The 21stcentury leader is focused on community and the edification of others. In the end, the open leader is not focused on self but is selfless.



The 20th century leader hordes and controls the flow of information throughout the organization. The open leader, however, seeks to engage an organization by sharing information and context (as well as authority) with members of a team. These leaders destroy fiefdoms, walk humbly, and share power like never before. The collective empowerment and engaged collaboration they inspire create agility, shared responsibility, ownership—and, above all, happiness. When members of an organization are empowered to do their jobs, they’re happier (and thus more productive) than their hierarchical counterparts.



Open leaders embrace uncertainty and trust their followers to do the right thing at the right time. They possess an ability to engage human capital at a higher level of efficiency than their traditional counterparts. Again: They don’t operate as command-and-control micromanagers. Elevating transparency, they don’t operate in hiding, and they do their best to keep decisions and actions out in the open, explaining the basis on which decisions get made and assuming employees have a high level grasp of situations within the organization. Open leaders operate from the premise that the organization’s human capital is more than capable of achieving success without their constant intervention.



Where the powerful command-and-control 20th century leader is focused on some position of power, an open leader is more interested in the actual role an individual plays within the organization. When a leader is focused on an individual, they’re better able to coach and mentor members of a team. From this perspective, an open leader is focused on modeling behaviors and actions that are congruent with the organization’s vision and mission. In the end, an open leader is very much seen as a member of the team rather than the head of the team. This does not mean the leader abdicates a position of authority, but rather understates it in an effort to share power and empower individuals through autonomy to create results.



Open leaders are focused on granting authority to members of an organization. This process acknowledges the skills, abilities, and trust the leader has in the organization’s human capital, and thereby creates positive motivation and willingness for the entire team to take risks. Empowerment, in the end, is about helping followers believe in their own abilities. Followers who believe that they have personal power are more likely to undertake initiatives, set and achieve higher goals, and persist in the face of difficult circumstances. Ultimately the concept of an open organization is about inclusivity, where everyone belongs and individuality and differing opinions are essential to success. An open organization and its open leaders offer a sense of community, and members are motivated by the organization’s mission or purpose. This creates a sense of belonging to something bigger than the individual. Individuality creates happiness and job satisfaction among its members. In turn, higher degrees of efficiency and success are achieved.


We should all strive for the openness the 21st century leader requires. This requires self-examination, curiosity—and, above all, it’s ongoing process of change. Through new attitudes and habits, we move toward the discovery of what an open leader really is and does, and hopefully we begin to take on those ideals as we adapt our leadership styles to the 21st century.


Yes, leadership is power. How we use that power determines the success or failure of our organizations. Those who abuse power don’t last, but those who share power and celebrate others do. By reading this book, you are beginning to play an important role in the ongoing conversation of the open organization and its leadership. And at the conclusion of this volume, you’ll find additional resources and opportunities to connect with the open organization community, so that you too can chat, think, and grow with us. Welcome to the conversation—welcome to the journey!


This article originally published on and is the introduction to The Open Organization Leaders Manual, now available from Republished under Creative Commons License. 

cropped-img_0100-001Dr. Philip A. Foster is a Thought Leader focused on the Future of Work and the 21st Century Workplace. He is a prolific writer, International Lecturer and Best Selling Author of “The Open Organization” – now available on Amazon. He is an Ambassador to the community and holds a Doctorate in Strategic Leadership with emphasis in Strategic Foresight from Regent University, Virginia. You can contact him at

Futurist Alvin Toffler | 1928 – 2016

Guest Blogger: Jeff Suderman

AlvinToffler-22-1600x900This week the world lost a great mind when Alvin Toffler passed away at the age of 87.

Perhaps the greatest futurist of his time, Toffler is best known for his book Future Shock (1970). “His insatiable curiosity drove him to challenge common perceptions and offer keen insights into the trajectory of business and civilizations” (Toffler Associates). As a guru of the post-industrial age he is heralded for his anticipation of the transformation brought about by the rise of digital technology decades before it occurred.

In honor of his legacy, today’s blog contains 20 of his best quotes.

  1. The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.
  2. Change is not merely necessary to life – it is life.
  3. Most managers were trained to be the thing they most despise — bureaucrats.
  4. Technology feeds on itself. Technology makes more technology possible.
  5. Knowledge is the most democratic source of power.
  6. You’ve got to think about big things while you’re doing small things, so that all the small things go in the right direction.
  7. One of the definitions of sanity is the ability to tell real from unreal. Soon we’ll need a new definition.
  8. Future shock is the shattering stress and disorientation that we induce in individuals by subjecting them to too much change in too short a time.
  9. You can use all the quantitative data you can get, but you still have to distrust it and use your own intelligence and judgment.
  10. Anyone nit-picking enough to write a letter of correction to an editor doubtless deserves the error that provoked it.
  11. If you don’t have a strategy, you’re part of someone else’s strategy.
  12. A library is a hospital for the mind.
  13. The future always comes too fast and in the wrong order.
  14. Individuals need life structure. A life lacking in comprehensible structure is an aimless wreck. The absence of structure breeds breakdown.
  15. It does little good to forecast the future of semiconductors or energy, or the future of the family (even one’s own family), if the forecast springs from the premise that everything else will remain unchanged. For nothing will remain unchanged. The future is fluid, not frozen. It is constructed by our shifting and changing daily decisions, and each event influences all others.
  16. The Law of Raspberry Jam: the wider any culture is spread, the thinner it gets.
  17. It is better to err on the side of daring than the side of caution.
  18. Parenthood remains the greatest single preserve of the amateur.
  19. Any decent society must generate a feeling of community. Community offsets loneliness. It gives people a vitally necessary sense of belonging. Yet today the institutions on which community depends are crumbling in all the techno-societies. The result is a spreading plague of loneliness.
  20. Science fiction is held in low regard as a branch of literature, and perhaps it deserves this critical contempt. But if we view it as a kind of sociology of the future, rather than as literature, science fiction has immense value as a mind-stretching force for the creation of the habit of anticipation. Our children should be studying Arthur C. Clarke, William Tenn, Robert Heinlein, Ray Bradbury and Robert Sheckley, not because these writers can tell them about rocket ships and time machines but, more important, because they can lead young minds through an imaginative exploration of the jungle of political, social, psychological, and ethical issues that will confront these children as adults.

Alvin Toffler | 1928 – 2016

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Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email:



Dr. Philip A. Foster is considered a Thought Leader in Business Operations, Organization and Strategic Leadership. He is a prolific writer, International Lecturer and Best Selling Author of “The Open Organization” – now available on Amazon. Philip is certified in both Leadership and coaching. He is the Founder and CEO of Maximum Change Consulting, serving clients from around the world. He holds a Doctorate in Strategic Leadership with emphasis in Strategic Foresight from Regent University, Virginia. You can contact him at

The Open Organization – 2nd Edition

OpenOrgCover2ndEditionIn 2014 I published what is thought to be the seminal work on the subject of Open Organizations. My goal was to present a text that provided a template for developing an Open Organization.

Nearly a year after my book was published, Jim Whitehurst CEO or Red Hat published his book The Open Organization. Igniting Passion and Performance. What I love about Jim’s book aside from the cool title is that he approached the subject from his perspective as a leader leading an Open Organization. Jim’s book put skin on the idea of Open. I would argue that Jim humanized the concepts. It is one thing to write about an organization from a case study perspective and an entirely new experience when the writer is living it out in real time.

Since the publication of my book, I have continued researching and writing on the subject of Open. I am proud to say that I am now an active member of the group as an Ambassadors and Open Evangelist. Because the idea of an Open Organization is still evolving I felt it time to produce a 2nd edition of my book and address some of the changes. While most of the text remains the same and changes were mostly mechanical in nature, there are four major changes in this edition. They are:

  1. The book is now in softback and the price is much more reasonable than the original text. $30.00 on Amazon.
  2. More detail was added to Chapter 4 under the heading of Meritocracy. I begin to address some of the early challenges researchers have noted in Meritocratic organizations.
  3. More detail was added under the heading of Holacracy in Chapter 4. Where in the early text I recognized Holacracy as a form of Open, I have since stepped back from that idea and no longer consider it to be a pure Open system.
  4. In this text I begin to more deeply address the concepts of a distributed workforce. The implication of a growing distributed workforce is central to the expansion of the 21st century workforce.

You might be wondering what comes next. I will continue to publish articles, blogs, and videos on the evolution of Open Organizations. I am also writing my next book which will focus in on some key elements of the 21st century organization.

To get a copy of The Open Organization 2nd Edition – visit Amazon HERE.


Dr. Philip A. Foster is considered a Thought Leader in Business Operations, Organization and Strategic Leadership. He is a prolific writer, International Lecturer and Best Selling Author of “The Open Organization” – now available on Amazon. Philip is certified in both Leadership and coaching. He is the Founder and CEO of Maximum Change Consulting, serving clients from around the world. He holds a Doctorate in Strategic Leadership with emphasis in Strategic Foresight from Regent University, Virginia. You can contact him at