Craig Groeschel

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?

Someone to hire that's available, a piece of property to buy, a product to launch.

The way you're going to do it is you're going to create margin.

What is margin?

Margin is simply this.

Margin is the difference between what you have and what you need.

That's what it is.

It's you need this much, you have this much, this is the margin.