Opportunity Favors Minds Ready Before the Moment
Created at: September 10, 2025
Opportunity does not waste time with those who are unprepared. — Idowu Koyenikan
The Brief Window of Advantage
Opportunity does not loiter; its windows close quickly. Koyenikan’s line reminds us that moments of possibility are inherently perishable, behaving more like departing trains than open fields. The implication is not harshness but physics: when the moment arrives, there is no time left to gather tools, learn fundamentals, or assemble teams. Instead, preparation must be banked in advance. Therefore, the real contest is not at the moment of chance, but in the quiet hours beforehand—when no one is watching and the payoff is uncertain. This shift in perspective reframes “being lucky” as the visible tip of an invisible routine.
Preparation as Luck’s True Engine
Building on this, past thinkers tied fortune to forethought. Louis Pasteur’s 1854 lecture declared, “In the fields of observation, chance favors only the prepared mind,” capturing how discovery rewards prior discipline. Similarly, the adage often attributed to Seneca—“Luck is what happens when preparation meets opportunity” (Letters to Lucilius, c. 65 AD)—compresses the same logic into a formula. Across centuries, the counsel is consistent: readiness converts randomness into advantage. Consequently, the impatient forward motion of opportunity is not a threat to the prepared; it is an accelerant.
Practice That Becomes Readiness
Translating principle into practice requires deliberate rehearsal. Anders Ericsson’s research on expertise (Peak, 2016) shows that targeted, feedback-rich practice builds mental representations that let performers recognize patterns and act swiftly. Under pressure, such preparation removes decision friction: a pilot runs checklists from muscle memory; a coder deploys a tested rollback plan rather than improvising. Crucially, readiness is not rote; it is flexible competence shaped by varied scenarios, prebriefs, and after-action reviews. Thus, when an opening appears, prepared individuals do not merely act faster—they choose better.
When Science and Training Met Crisis
Consider two modern illustrations. First, rapid COVID-19 vaccine development was possible because scientists had spent years refining mRNA platforms; Katalin Karikó and Drew Weissman’s foundational work (Nobel Prize in Physiology or Medicine, 2023) turned a global crisis into an actionable window. Second, during Apollo 13 (1970), NASA’s intensive simulations enabled engineers and astronauts to jury-rig life-saving procedures under extreme time pressure. In both cases, the “opportunity”—to save lives and missions—did not wait; previous preparation made decisive action feasible within narrow deadlines.
Designing Systems That Prime Success
Likewise, organizations operationalize preparedness through systems. Atul Gawande’s The Checklist Manifesto (2009) shows how well-designed checklists convert expertise into reliable performance, especially when minutes matter. Complementing this, Gary Klein’s “premortem” method (Harvard Business Review, 2007) invites teams to imagine failure in advance, surfacing risks before the clock starts. Runbooks, drills, and small-scale “fire drills” further harden responses. These tools do not slow opportunity; they shorten the distance between recognition and competent action.
Cultivating Readiness in Daily Life
Finally, personal readiness grows from daily choices. Stephen R. Covey’s “Quadrant II” focus (The 7 Habits of Highly Effective People, 1989) urges investment in important-but-not-urgent work—skills, relationships, documentation—that pays off when opportunities arrive. That investment benefits from strategic constraints: say no to misaligned tasks, preserve buffers in your schedule, and stage resources so they are instantly deployable. Over time, this quiet architecture ensures that when opportunity knocks—and it never knocks twice in the same way—you can open the door without scrambling.