Stephen Sunstrom’s leadership journey began in the United States Air Force, where he dedicated 20 years to service. He enlisted in 1996 and steadily rose through the ranks—from airman basic to master sergeant—taking on critical roles along the way. As a computer programmer, ceremonial guardsman, instructor, military training leader, and human resource manager, he gained a deep understanding of leadership, discipline, and strategy. His service extended to historic moments, including President Ronald Reagan’s state funeral in 2004 and the presidential inauguration of George W. Bush in 2005.
Transitioning from military to corporate leadership, Stephen quickly proved that his skills were just as valuable in the business world. In 2016, he joined Whataburger as a field organization and talent development manager, where he spent nearly five years refining leadership strategies in a fast-paced corporate environment. His expertise in human capital and organizational development led him to the Institute for Leadership and Strategic Foresight, where he played a crucial role in shaping leadership training programs. His impact was undeniable, and in 2024, he stepped into the role of CEO.
At the Institute for Leadership and Strategic Foresight, Stephen leads initiatives that help organizations strengthen their leadership and transform workplace culture. Based in San Antonio, the institute hosts three podcasts—Leaders and Futures, Creating Leaders of Character, and So Ya Wanna Be THE Chief—all designed to explore the evolving landscape of leadership.
“We start by conducting a workforce culture assessment,” says Stephen. “We gather employees’ insights on what’s working and identify concerns they may have. By providing this information to organizations, we help leaders take action and plan for the future.” His approach is rooted in real-world complexity, ensuring that leaders see beyond immediate challenges. “Linear thinking is useful for learning concepts,” he explains, “but the real world isn’t linear. Every decision affects interconnected systems, so leaders must consider second and third-order effects before taking action.”
Beyond his role as CEO, Stephen has dedicated his career to mentoring and educating future leaders. His contributions as an executive coach, curriculum developer, and talent strategist have earned him recognition for leadership and education excellence. His latest book, Leadership in Two Steps: Creating Success Through Impactful Relationships, published in February 2024, distills his leadership insights into practical lessons for professionals at all levels. “Strong leadership is built on impactful relationships,” he emphasizes. “It’s about uniting people into a cohesive, efficient team.” The book is now available on Amazon and through Barnes and Noble.
Lessons in Trust and Recognition
Throughout his career, Stephen encountered pivotal moments that fundamentally shaped his leadership philosophy. One such moment occurred when a supervisor asked him for feedback on a fellow employee. At the time, Stephen led the department but didn’t have direct supervisory responsibility over everyone. Assuming his insights would be used as general feedback during a performance review, he provided an honest assessment. However, what followed was unexpected—and deeply unsettling.
The employee returned from the meeting visibly upset. The supervisor had relayed Stephen’s feedback but twisted it, making it seem as though Stephen had outright criticized the employee’s performance. “The boss told me that you don’t think I’m doing a good job,” the employee said. Stephen was stunned. Not only had his words been distorted, but he had also been placed in the role of the antagonist. When he probed further, the employee confirmed, “He said, ‘Steve doesn’t think you are doing a good job and that you are lacking in these areas…’”
That moment solidified an essential leadership principle for Stephen: trust and respect between a leader and their team are non-negotiable. Without them, workplace dynamics crumble. The incident created an environment where employees prioritized self-preservation over collaboration. Instead of working toward shared goals, people began watching their backs, fearing misrepresentation. “I no longer trusted my boss after that,” Stephen reflects. “I didn’t know what he was trying to accomplish, but it was clear he had ulterior motives.”
Another defining moment came from a lack of recognition. Stephen had been excelling in his role, so much so that leadership sought to retain him by transitioning him to a different department within the organization. However, this seemingly positive move had unintended consequences. Prior to the transfer, Stephen had been slated to receive an award—a necessary stepping stone for promotion. But once the deal to keep him in the organization was finalized, the award was revoked.
When he questioned the decision, the response was blunt: “Since you’re staying, you no longer qualify for the award.” Perplexed, he clarified, “So, if I had moved anywhere else in the Air Force, I would have received the award, but because I did such a good job that you wanted to keep me, I’m now ineligible?” The answer was a simple, unapologetic, “Yes, that’s correct.”
The decision effectively halted his promotion prospects, and at the time, Stephen was understandably frustrated. However, in retrospect, he sees it as a transformative experience. “That situation taught me the importance of recognizing people’s efforts,” he says. “I had always valued recognition, but this made me put extra emphasis on it.” While the award would have been nice, the lesson it imparted proved far more valuable. It reinforced that acknowledgment and appreciation are powerful motivators—something he now prioritizes in his leadership approach.
The Essential Trio—HR, Talent Development, and Operations
Stephen firmly believes that an organization cannot thrive without three critical areas: Human Resources, Talent Development, and Operations. Each plays a unique yet interconnected role. Operations cannot function effectively without people, and HR is responsible for ensuring the right talent is in place, from recruitment to offboarding. Without a solid talent development strategy, leaders risk stagnation, failing to equip their teams with the evolving skills necessary for growth.
One of the most significant shifts in leadership comes as individuals progress through their careers. “You may start out making widgets,” Stephen explains, “but over time, you’re no longer the one making them—you’re teaching others to do it.” That transition requires a completely different skill set. Eventually, leaders move into strategic roles where their focus shifts to optimizing processes and long-term planning. Understanding and embracing these shifts is crucial to effective leadership.
Stephen’s time in the Air Force, particularly in training and development, deepened his leadership insights. Having led teams for years, he was confident in his approach. However, in his new role, he facilitated leadership development discussions with peers, adapting to different personalities in each class while ensuring key learning objectives were met. “That role definitely shaped how I lead today,” he reflects. Over four years, he learned from hundreds of students across various Air Force units. Together, they explored leadership theories, sharing real-world applications and insights.
Two critical takeaways emerged from that experience. The first was the importance of continuous learning. Leadership is not static; methods that work with one team may not be effective with another. “As the saying goes, ‘When the only tool you have is a hammer, everything looks like a nail,’” Stephen notes. Leaders must continually refine their approaches, expanding their toolbox to meet evolving challenges.
The second takeaway was the value of diverse perspectives. Engaging with students from different backgrounds exposed Stephen to alternative ways of thinking. Previously, he viewed leadership concepts through a singular lens—his own experience. But by hearing how others interpreted and applied these concepts, he developed a more nuanced, multidimensional understanding. “Before that role, I saw things one-dimensionally,” he admits. “Afterward, I could step into different perspectives and ask, ‘How would they approach this?’ That ability to consider multiple viewpoints led to better decision-making.”
The Two-Step Leadership Formula
Through years of delivering leadership training and distilling countless lessons, Stephen uncovered a universal truth—leadership, regardless of its complexities, could be simplified into just two steps. This realization became the foundation of his book, Leadership in Two Steps.
“With over three million websites covering leadership, I knew I had to simplify the concept and remove the mystery surrounding it,” Stephen explains. His goal was clear: to make leadership accessible to everyone, whether they were aspiring leaders or seasoned executives in the C-suite. The same two steps are applied at every level.
His book is a candid exploration of leadership successes and failures—because, as he believes, failure is an essential part of leadership growth. “If we haven’t failed, we aren’t challenging the status quo, and we aren’t growing as leaders,” he asserts. The entire philosophy behind Leadership in Two Steps is centered on this principle of continuous growth.
A crucial aspect of effective leadership is guiding teams into the future. Leaders must not only recognize the importance of change but also understand when maintaining the status quo is necessary. This requires foresight—the ability to anticipate and prepare for the future rather than react to it. Leaders who lack this skill find themselves constantly putting out fires, making decisions based on the past or present rather than shaping the future.
However, those with foresight can anticipate shifts in culture, industry trends, and organizational needs, allowing them to communicate changes with clarity and purpose. “Without foresight, organizations operate in a state of perpetual reaction,” Stephen warns. “But with it, they become proactive architects of their own future.”
A Future-Focused Leadership Institute
At the Institute for Leadership and Strategic Foresight, foresight isn’t just a concept—it’s embedded into every aspect of leadership development. Unlike traditional leadership programs that focus solely on current challenges, the institute prioritizes forward-thinking strategies, ensuring leaders are equipped to shape the future rather than simply adapt to it.
“We aren’t teaching frameworks that were relevant 40 or 50 years ago. Leadership is evolving, and so should the methodologies we use to develop leaders and organizations,” Stephen explains. A prime example of this innovation is the SEATED Model of Conflict Resolution, a method he recently developed to address conflict in a structured, forward-thinking way.
The institute begins its work by helping clients envision the future they want to create. From there, they provide customized guidance, whether through on-site support, leadership courses, coaching, or other strategic solutions tailored to each organization’s unique needs.
Leadership development at the institute follows a comprehensive process. Leaders first assess their current and future states, analyzing organizational gaps and crafting a roadmap for progress. Throughout this journey, they receive coaching and support designed to refine their critical thinking and help them identify essential skills, tools, frameworks, and technologies.
For organizations that prefer a hands-on approach, the institute facilitates entire strategy sessions. These sessions challenge assumptions, disrupt conventional thinking, and use a variety of foresight tools—including the nine leadership practices of foresight—to shape a desired future. The process doesn’t stop at planning; the institute provides ongoing coaching, guidance, and accountability to ensure these strategies lead to tangible change.
After mapping potential futures, leaders and organizations undergo stress tests to evaluate whether their plans are robust enough to achieve the desired outcomes. By integrating foresight into leadership development, the institute ensures that organizations aren’t just reacting to the future—they are actively designing it.
Leading with Foresight
Effective leadership is, at its core, about people. It’s about recognizing that every individual brings a unique perspective shaped by their experiences, and it’s about fostering meaningful relationships—both within an organization and with its clients. Leaders who prioritize people over processes create workplaces where individuals can grow, innovate, and achieve their fullest potential.
Great leaders don’t just react to change; they anticipate it. They create roadmaps for the future, guiding their teams through uncertainty with clarity and confidence. By understanding the subtle signs of change, they can prepare for shifts before they happen, ensuring organizations don’t just survive but thrive.
Recently, the Institute for Leadership and Strategic Foresight collaborated with local governments and higher education institutions to apply various foresight frameworks. One notable project involved assisting a university in envisioning its future. The institute analyzed trends in education, student expectations, and career market demands. They examined regulatory changes and emerging industry needs to stress-test different scenarios. As a result, the university implemented hybrid and cross-functional courses, optimized talent recruitment strategies, and leveraged advanced technology to detect future trends—ensuring their students were prepared for the evolving job market.
A Personal Mission to Transform Leadership
Stephen’s passion for leadership wasn’t born in a boardroom—it was shaped by real-world experiences. Early in his career, he heard countless stories from friends frustrated by ineffective leaders. “They would tell me that as long as they didn’t have to talk to their boss, they were having a good day,” he recalls. The disconnect between leaders and their teams was a recurring theme, and it became clear that leadership was a widespread challenge, not just an isolated issue.
As Stephen transitioned into the training and development field, these stories became even more common. He wanted to make a difference—not just by discussing leadership theories but by equipping individuals with practical tools to become better leaders themselves. “I knew I couldn’t change their bosses, but I could help them lead their own teams differently,” he explains.
His motivation grew even stronger as his children prepared to enter the workforce. He wanted to ensure they—and future generations—would have leaders who inspired rather than discouraged. This drive led to his book, Leadership in Two Steps, a resource designed to make leadership accessible to all. “Too many people think leadership is unattainable, but I want to show them it’s within reach,” he says. His ultimate goal? To replace negativity and victimhood with empowerment and success.
Shaping the Future of Leadership and Foresight
Looking ahead, the Institute for Leadership and Strategic Foresight has ambitious plans. One major goal is expanding its research efforts to address pressing societal challenges. By studying emerging trends and regulatory changes, the institute aims to provide actionable insights that leaders can implement—creating sustainable solutions that outlast fleeting trends.
A key component of this vision is developing future leaders. The institute believes in investing in the next generation, equipping young professionals with leadership and foresight skills early in their careers. “If we start teaching leadership and foresight concepts now, future leaders will have a strong foundation long before they step into executive roles,” Stephen emphasizes.
By integrating foresight into daily decision-making, the institute hopes to shift leadership from reactive to proactive. Their mission is clear: to prepare today’s leaders to mentor and empower the next generation, ensuring a seamless transfer of knowledge and a more sustainable future for leadership across industries.
For More Info: https://leadershipandforesight.org/