"A Plan is Just a Thought"

I recently finished reading Oliver Burkeman’s Four Thousand Weeks, a book that struck a chord with me on many levels. One passage, in particular, stood out:

"What we forget, or can't bear to confront, is that, in the words of the American meditation teacher Joseph Goldstein, 'A plan is just a thought.' We treat our plans as though they are a lasso thrown from the present around the future in order to bring it under our command. But all a plan is, all it could ever possibly be, is a present moment’s statement of intent."

As a project manager, serial planner, and stage 4 cancer survivor, this hit me like a ton of bricks. In my professional world, planning is essential. It’s how we organise chaos, manage risks, and drive projects to whatever arbitrary measure we may define as success. In my personal life, planning has always been my way of feeling in control of my goals, my future, even my health. But having migrated multiple times and having recently faced cancer, I’ve learned a brutal truth: no amount of planning could guarantee that my future would align with my expectations.

The insights from this book are particularly relevant for modern professionals, especially those in leadership roles.

1. Embrace Uncertainty and Imperfection

Burkeman challenges our obsession with control and certainty. At work, we often strive for precise timelines, flawless execution, and predictable outcomes. However, projects frequently encounter unexpected obstacles; be it technology changes, resource constraints, or evolving business requirements. The lesson here is to accept that uncertainty is part of the process. Rather than being paralysed by the need for perfect plans, we're better off embracing the imperfection, adapting to the change, and focusing on making the best decisions with the information and resources available at the time.

2. Plans Are Just Statements of Intent

Burkeman also highlights that "a plan is just a thought," a powerful concept which can be confronting to business leaders who'd rather see plans as rigid roadmaps. In reality, project plans, like all plans, are merely best guesses based on the present moment’s information. ITIL’s emphasis on continual service improvement resonates here. We'd do well to recognise that plans are fluid and that successful project managers are those who remain flexible, continuously assessing, adjusting, and improving as new information arises.

3. Focus on What Matters Most

Four Thousand Weeks emphasises the importance of focusing on meaningful work, rather than being consumed by busyness for its own sake. It’s easy to get caught up in managing minor tasks, chasing metrics, or reacting to every issue. Instead, try to align with ITIL’s principle of delivering maximum value to customers through efficient processes, but always ask, "Does this matter for the perceived success of this project/task/deliverable?"

4. Let Go of the Illusion of Total Control

ITIL emphasises structure and best practices, but Burkeman’s point about the unpredictability of life reminds us that no framework guarantees success. As a project manager, you need to embrace that certain aspects of projects, such as stakeholder behaviour or market conditions, will always be beyond your control. Letting go of the need for total control allows you to navigate challenges with more creativity and less stress, responding to real-time developments as needed.

Four Thousand Weeks encourages us to embrace adaptability, prioritise meaningful work, and accept that while plans, frameworks and the like may seem essential, ultimately they’re only tools for navigating an unpredictable future, not blueprints for certainty.

No Guarantees

Surviving a life-threatening illness is the ultimate reminder that life is unpredictable. You plan, you fight, you hope... and still, there are no guarantees. It’s not that planning isn’t important; in fact, planning is crucial for giving life structure and meaning. It helps us live with intention and exercise responsibility. But what Burkeman and Goldstein so aptly remind us is that a plan is just a thought. It’s not a binding contract with the universe.

This has been a hard-learned lesson. Life didn’t exactly follow my plans, but I could still respond, adapt, and keep moving forward. Whether it's in managing big ticket projects for my family, employers or clients, or navigating the unpredictable currents of the post-cancer truth that any day, no matter what I do, everything can come to an abrupt end, I've accepted that the only thing I have is the present. We can make our best statements of intent, but ultimately, we need to loosen our grip on the outcome.

Instead of feeling burdened by the need to control the future, I now see planning as an act of present mindfulness, not as an anxiety-ridden attempt to tame what could come to pass. As Burkeman puts it, "the future is under no obligation to comply." And at least for me, that’s okay. In fact, it's liberating.

What we do have, however, is the power to act wisely in this moment to adapt, to learn, and to course-correct. Whether we’re managing complex projects or living our lives, the most we can do is our best. The outcome isn’t ours to control. The only thing we can truly command is how we show up today.

So, here’s to making plans and recognising them for what they are... just thoughts.

Cheers.