Avoiding Going the Wrong Way, Quickly

I have been in a few discussions over the years on the difference between “goals” and “a plan.” The objections typically hinge on someone setting forth a proposed direction as the first step. Certain members of the groups I have been in object to the proposed direction because it is not clear how to execute that plan. Or because they think the terminology is off.

I philosophically object to doing work if we have not yet set the direction. Whether you call that “goals,” “strategy,” “aspirations,” or anything else, I want to see how the thing I am doing is consistent with where we are headed. It’s like rowing a boat, if you have multiple rowers and one person who is trying to take the boat a different direction, everyone loses. If everyone is aligned on which direction we’re headed, I hope that even if some of us are a little bit off, we’ll get pretty close to our destination.

A quick note: if the direction we’ve set is “figure out which direction to go” I am 100% on board with not having a more specific direction. But once we have a list of possible directions, I feel very strongly that you should have the meeting to say “which of these do we agree are appropriate?” After that, any item on the list is fair game. Before that (but after you know your options), any work you do could be a waste of time.

If you have set your direction, the next step is to figure out how to get there. Some people are better at planning and seeing the issues that are likely to come up. Therefore, having those folks create a plan to execute is a perfect second step. There also may be resource limitations to consider, other projects aimed the same direction, personal interest of the people on the team, etc. In effect, your plan bridges from the direction you want to go to your options to head that way.

I am not philosophically opposed to winging it once we know the direction, though I prefer to create a plan first which incorporates all the moving pieces. When there are very few moving pieces, a plan could be skipped if the people executing the plan also are skilled planners. The more moving pieces there are, the more likely it becomes that there are two people doing overlapping things – but in the right direction.

The biggest challenge when you have a set of people who could be working on the thing, is getting as many effective things done as possible. I historically volunteer for the least popular important things. If someone has to do it, it’s important, and no one does, that’s the greatest missed opportunity. This is one of the advantages of having someone build a great plan that covers all the methods to move in the right direction.

Summarizing my key points:

• You need a direction before you start work or you might be wasting your time. Unless your direction is “figure out what direction to go.” Direction often requires input from people outside the project team.

• With a direction, someone who is good at planning and knows all the moving pieces should craft a plan. The plan should help us go as quickly and effectively as possible in the direction we have set.

• With those things done, it’s time to get to work. You can rest easy knowing that the work you put into executing that plan will have the best chance of moving you in the right direction.

If you don’t have a direction, good luck going the right way. If you have a direction but no plan, pick the things that are most important but least likely to be duplicated or made irrelevant by someone or something else.