Plans are Useless, but Planning is Indispensable
by Frank L. Williams
President Dwight D. Eisenhower, a five-star general who was Supreme Commander of the Allied Expeditionary Force in Europe during World War II, is quoted as saying, “In preparing for battle I have always found that plans are useless, but planning is indispensable.”
While this quote seems to contradict itself at first glance, in reality it rings true.
From a communication perspective, planning brings focus and clarity. During the communication planning process, we align communication strategies with organizational goals. We conduct research, refine messages, identify key audiences, and determine how to communicate our messages to those audiences. We develop budgets and timelines, assign tasks, and execute the plan.
So why do I agree with President Eisenhower’s assertion that “plans are useless, but planning is indispensable?”
The statement that “no plan survives first contact with the enemy,” attributed to Prussian military strategist Helmuth von Moltke, illustrates the point. In a combat setting, circumstances change the moment the action begins. The same principle applies in business and communication.
A good planning process involves anticipating and planning for contingencies. When reality on the ground gets in the way of your carefully scripted plan of action, you must be able to adapt. Anticipating and planning for the unexpected enables you to adapt as circumstances change.
I recently finished reading “Extreme Ownership,” an excellent leadership book authored by Navy SEALS Jocko Willink and Leif Babin. In a chapter on planning, Babin underscores the importance of planning for likely contingencies through each phase of an operation and continually checking and questioning the plan against emerging information to ensure it still fits the situation.
Make a “What if?” list for your organization. This list should include the unexpected and even the unthinkable. Next, decide what you’ll do if each item on the list were to become a reality. Finally, determine how you will strategically communicate if something on your “What if?” list comes true.
Would you benefit from engaging a strategic partner to help develop your “What if?” list and plan for contingencies? Drop us a line!
