October 19, 2023 | By David M. Wagner

“Everything takes longer than you think.”

This might as well be my fiancée’s mantra. I hear it every time we have plans to go somewhere.

And every time, she wants to leave much earlier than I do.

I hate being too early. I don’t want to impose on our hosts, or show up before the restaurant opens, or kill a bunch of time waiting for an event to start.

But here’s the thing…even though we leave sooner than I’d like, we’re never too early. Why? Because my fiancée is right (she better be reading this!): everything takes longer than I hope it will.

The Consequences of Coming Up Short

It’s tempting to lean optimistic with plans and strategies. Who wouldn’t want to support a program that promises big results fast and cheap?

But falling short of those pledges can create big problems.

Funders and other supporters may lose their faith in us if our efforts fall way behind schedule, way over budget, or way below the outcomes we hoped for. It might look like we don’t have the capacity to deliver the results we promised. At worse, we might appear dishonest.

Reputation issues aside, leaders and staff usually bear the brunt of playing catch-up or trying to “pull a rabbit out of the hat.” The stress of unrealistic expectations will quickly erode your workplace culture.

“Then a Miracle Occurs”

More often than not, programs and strategies fall short of ambitious plans not because of incompetence or deception – but because our plans were ambitious. Or simply a bit too optimistic.

Or maybe we gloss over some important details, like the mathematician in the famous Sidney Harris cartoon whose chalkboard proof includes the step, “Then a miracle occurs.”

There are two simple tricks to adding more realism to your plans.

First, talk to the people will carry out the work. They’re far more likely to know what’s involved and what’s reasonable to expect than anyone else. Be they staff, volunteers, partners, or vendors, be sure to ask:

• How long will this take?

• How much effort/cost is required?

• What else might we have to do?

• What will you need to be successful?

Second, talk to people who have done it before. Past results don’t always predict future outcomes. But they’re a heckuva lot better than relying on guesses and hope. Ask the same questions above, plus:

• What do most people forget?

• What could cause this plan to go sideways?

These steps aren’t magic. But using them to build a realistic plan will save your team from trying to pull a rabbit out of the hat to meet expectations. You’ll have a more credible plan to share with your partners. And you won’t show up late for dinner.

I’ve helped dozens of teams bring realism to their plans with techniques like these. If you’re ready to craft an executable strategy, set a free consultation with me to discuss the next steps.