Craig Groeschel

And so it's not that long-term thinking is bad.

is just not as realistic as it used to be.

It's more impossible to think five years in the future because you can't accurately visualize five years in the future as well as you could a couple of decades ago.

And so,

When we started, we made these five-year plans.

And it took me about three rounds, like 15 years, to recognize they never worked.

And the funny thing is, they were never even close.

So what I did is I thought, I'm not gonna plan

as thoroughly, but I'm gonna prepare more deeply.

And so yes, you do plan, but do not over plan.

And when you do, I say keep your plans on pencil, keep them flexible.

And so instead of mostly long-term planning, do this.

Prepare for future opportunities you can't predict.

Prepare for opportunities you can't predict.

Yeah, also plan for bad things you can't predict as well.

But the truth of the matter is, if you're trying to make a five-year plan, the odds of getting anywhere close are almost one in a million.

So if you're going to plan and say there's going to be challenges coming and there's going to be opportunities coming, and the most...

Strategic and important things we do, organization, are things we did not predict.

They were opportunities that we saw and we seized.

And so how are you going to be ready for those opportunities?