Lessons From Long Distance Running: Preparation

This is part of the series "Lessons from Change Management Strategies and Long Distance Running."

Image by Idea go

When I decided to run the 25K race at my friend's invitation, it seemed like a great idea. But having never run such a distance I knew serious preparation was essential. So I began to read up on what marathoners do to prepare (granted this was just over half a marathon).

Depending on a number of factors, preparation may need to begin several months in advance. The runner must develop muscle, flexibility, and endurance. This happens with a steady regimen of targeted exercise, practice runs, and a healthy diet among other things. In my case, I needed lots of preparation!

Similarly, an organization embarking on a major change initiative should begin early to develop change muscle and flexibility. They can't afford to get off the starting line without some preliminary work that will help them finish the course. Unfortunately, many organizations kick off their change efforts ill prepared!

Often, organizations trade off a relatively small investment in time and energy in early preparation in exchange for action now. This is partially because preparation work may seem non-value added. It's like stretching. Only experienced runners know the value of stretching. But for most of us, stretching only seems to take away valuable and limited time from the actual running!

Preparation does not need to be costly or time consuming; nor should it be confused with ra-ra sessions or kumbaya or group hugs! A solid investment in preparation should yield tangible and felt outcomes. It could make the difference between failure and success.

Preparation should address leadership alignment, team clarity around why the project is necessary, what the scope is, what the objective and targets are for the project, etc. Those things are often assumed to be understood just because someone has shown them on a presentation. My experience and that of many change agents I've worked with indicates that's rarely the case!

What is required for preparation for different projects will depend on the nature of the project itself but here is a short list you might try on your next project or maybe even to evaluate a current project.

1. There is a clear leader championing the change initiative
2. Key executive are in agreement about the purpose of the initiative
3. Leaders are devoting the time and energy to oversee the initiative
4. There is a good understanding of the impact of the change on the different stakeholders
5. The implementation team is aligned about the purpose of the initiative, the goals of the project, the roles and responsibilities of people involved, the roadmap to get to the finish line, and the requirements for success.
6. The implementation team has developed the working relationship necessary (trust, communications, etc.) to problem solve and manage conflict effectively
7. There is a plan to create the acceptance required for the change to be successful

This is not an exhaustive list of course, but I'm only illustrating the kind of preparation that might help. I am often called in to help teams and initiatives that are already running into trouble (team issues, delayed implementation, overspent budgets, organizational resistance, etc.). Almost without exception, these problems could be avoided with early preparation. My experience is that the small and simple things in preparation make a big difference in execution. And that matters!

So, I discovered I should have prepared better. I finished the race, but my time was not excellent, and I was in serious pain for a few days. I've learned a lot about what to do differently next time. Organizations could benefit a great deal from learning from past change initiatives and preparing differently for future ones.