Planning: Turning Tomorrow's Intentions Into Today’s Action
Planning is bringing the future into the present. — Alan Lakein
The Meaning Behind Lakein’s Line
Alan Lakein, a pioneer of practical time management, framed planning as the art of importing tomorrow’s possibilities into today’s choices. In his book How to Get Control of Your Time and Your Life (1973), he argues that we act more wisely when the future is made vivid enough to shape the present. Rather than a static schedule, planning becomes a creative lens: you preview outcomes, surface constraints, and decide what matters now. In this sense, the future is not a distant horizon but a design material you work with today.
From Vision to If-Then Triggers
Turning a distant goal into a near-term behavior hinges on translating intentions into cues. Research on implementation intentions by Peter Gollwitzer (1999) shows that if-then plans (if it is 7 a.m., then I run) dramatically raise follow-through because they bind a future moment to a present trigger. Complementing this, Gabriele Oettingen’s mental contrasting (Rethinking Positive Thinking, 2014) pairs vivid goal imagery with likely obstacles, producing WOOP plans that pre-commit coping steps. Together, these methods pull the future into reach: the vision clarifies direction, while the if-then link makes action almost automatic.
Priorities That Pull the Future Forward
Because not all tasks carry equal future impact, prioritization translates foresight into leverage. The Eisenhower Matrix, often attributed to Dwight D. Eisenhower, separates the urgent from the important so that long-term value is not crowded out by noise. Lakein popularized ABC lists and a simple prompt—Lakein’s Question: What is the best use of my time right now?—to move high-impact items to the front of the line. By ranking tasks through the lens of desired outcomes, you let tomorrow’s standards govern today’s agenda.
Planning for Uncertainty and Surprise
When uncertainty looms, good planning rehearses multiple futures. Shell’s scenario planning, shaped by Pierre Wack in the 1970s, famously prepared the company for oil shocks by exploring plausible worlds before they arrived. Likewise, the premortem technique (Gary Klein, HBR 2007) asks teams to imagine a project has failed and then list the reasons, surfacing risks while fixes are still cheap. Checklists, as Atul Gawande argues in The Checklist Manifesto (2009), bring rare but critical contingencies into the present, ensuring we do not forget what the future will punish us for overlooking.
Execution Rhythms and Feedback Loops
To keep plans alive, organizations and individuals use short cycles that convert forecast into learning. OKRs, pioneered at Intel under Andy Grove and later spread by John Doerr, tie ambitious objectives to measurable key results reviewed frequently, so progress updates reshape next steps. Agile sprints operate similarly, embedding reflection and adaptation into the calendar. As Eisenhower quipped, plans may be worthless but planning is everything: the cadence of review is what steadily drags the future’s truth into present decisions.
Everyday Design: Friction, Cues, and Focus
In daily life, small design choices make the future actionable. The Pomodoro Technique (Francesco Cirillo, late 1980s) binds effort to 25-minute focus blocks, lowering the activation energy of hard tasks. Environmental tweaks—laying out running shoes, pinning a checklist to the door—externalize intentions. Research on prospective memory (McDaniel and Einstein, 2007) shows that well-placed cues help us remember to act at the right moment. Imagine a student planning for finals: by scheduling spaced reviews, pre-writing if-then study triggers, and using short focus sprints, they make exam success a present-tense routine.
Avoiding Overplanning and Staying Flexible
Finally, wise planning anticipates human blind spots. The planning fallacy (Kahneman and Tversky, 1979) and Hofstadter’s Law remind us that work often takes longer than expected, so buffers and slack are not luxuries but safeguards. Nassim Nicholas Taleb’s notion of antifragility (2012) suggests designing plans that benefit from volatility—modular work, small bets, and reversible steps. In practice, this means committing to direction while keeping tactics adjustable, ensuring that the future you invited into the present can still surprise you without breaking your stride.