No battle plan survives contact with the enemy.

(Helmuth von Moltke the Elder). Or as Mike Tyson put it:  โ€œ๐—˜๐˜ƒ๐—ฒ๐—ฟ๐˜†๐—ผ๐—ป๐—ฒ ๐—ต๐—ฎ๐˜€ ๐—ฎ ๐—ฝ๐—น๐—ฎ๐—ปโ€ฆ ๐˜‚๐—ป๐˜๐—ถ๐—น ๐˜๐—ต๐—ฒ๐˜† ๐—ด๐—ฒ๐˜ ๐—ฝ๐˜‚๐—ป๐—ฐ๐—ต๐—ฒ๐—ฑ ๐—ถ๐—ป ๐˜๐—ต๐—ฒ ๐—ณ๐—ฎ๐—ฐ๐—ฒ.โ€  

When I first heard this, it resonated.  

In big meetings, things move.
You have to adapt. Think on your feet.

But over time Iโ€™ve seen it misused.  
Not as insightโ€ฆ but as an excuse not to prepare.  

I still remember the first time I heard that excuse put forward.  I hated it!

Because I had strong conviction that the people who were best at adapting and โ€œtap dancing" in meetings werenโ€™t just winging it.  

Theyโ€™d done the work.
They'd done their prep.

Theyโ€™ve thought through scenarios.  
Pressure-tested their thinking.  
Played conversations out in advance.
Anticipated likely pushback.  
Clearly thought about where they would - and wouldn't - compromise.

And they'd learned from previous experiences.  
And their preparation had surfaced that learning.
  
Thatโ€™s what gives them range in the moment.

๐—ง๐—ต๐—ฒ ๐—บ๐—ผ๐—ฟ๐—ฒ ๐˜๐—ต๐—ฒ๐˜† ๐—ฝ๐—น๐—ฎ๐—ป, ๐˜๐—ต๐—ฒ ๐—ฏ๐—ฒ๐˜๐˜๐—ฒ๐—ฟ ๐˜๐—ต๐—ฒ๐˜†'๐—ฟ๐—ฒ ๐—ฎ๐—ฏ๐—น๐—ฒ ๐˜๐—ผ ๐—ฎ๐—ฑ๐—ฎ๐—ฝ๐˜ ๐˜„๐—ต๐—ฒ๐—ป ๐˜๐—ต๐—ถ๐—ป๐—ด๐˜€ ๐—ฑ๐—ผ๐—ป'๐˜ ๐—ด๐—ผ ๐—ฎ๐—ฐ๐—ฐ๐—ผ๐—ฟ๐—ฑ๐—ถ๐—ป๐—ด ๐˜๐—ผ ๐˜๐—ต๐—ฒ๐—ถ๐—ฟ ๐—ฝ๐—น๐—ฎ๐—ป.

Adaptability isnโ€™t the opposite of preparation.  
Itโ€™s the result of it.

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