Adapting to Challenges When Conditions Change: Lessons from a Marathon

In October 2007, I lined up with thousands of others in Chicago to run my first marathon. We expected the cool, crisp air of an autumn day. But instead, we were greeted by a sudden and unseasonal heatwave, with temperatures soaring to over 90°F. It was brutal. Before the race hit the halfway point, first responders and firefighters struggled to assist countless runners suffering from dehydration and heat exhaustion. The conditions were so extreme that the organizers had to cancel the race mid-course, directing runners to stop if they hadn’t yet passed a certain point. For many, it was a harsh lesson in the importance of adapting expectations and strategies when conditions change unexpectedly.

Reflecting on this experience, I realized how similar this is to what we often see in business. Like marathoners who have trained for months, sometimes years, companies invest vast resource time, money, and effort into strategies and plans. Yet, when unforeseen challenges arise, like market disruptions or employee burnout, the tendency is to push through instead of pivoting. Why? Because, much like the marathon, we’ve already invested so much that to change course feels like admitting defeat.

This phenomenon is known as the sunk cost fallacy. In behavioral economics, the sunk cost fallacy explains why we’re often reluctant to abandon a path we’ve heavily invested in, even when it’s no longer viable. Like marathoners who press on despite clear physical limits, organizations sometimes double down on a struggling strategy instead of adjusting to new conditions.

But just as in that Chicago marathon, where continuing posed real risks to our health, a failure to adapt in business can lead to serious repercussions: employee burnout, diminishing productivity, and missed opportunities for growth. The heat was a clear signal to reassess and adjust. When the environment changes, our strategies must, too.

In Chicago, runners pushed through the heat, driven by their commitment and the hope of finishing. Yet, without adaptation, this commitment came with serious risks. In business, sticking to a strategy that no longer serves the company can lead to burnout, disengagement, and talent loss. Ignoring these “heatwaves” in our organizations can be dangerous. Pushing forward isn’t always the right choice, no matter how much we’ve already invested.

While the choice to adapt in the face of change can be challenging, it’s also a powerful asset. Leaders who stay tuned to both external and internal conditions can make smarter decisions. Instead of viewing adaptation as a setback, we should see it as part of the process—a chance to refocus and prioritize.

The marathon taught me that conditions can change at any time, often without warning, and that the willingness to adjust is essential to survival and success. When the heat rises, figuratively or literally, we need to recognize that a new strategy may be the only way to reach the finish line safely.

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