Leaders and staff in high-tech organizations like to plan and think ahead. This is an important activity – and it brings with it some unique challenges: there is the risk of not being fully present to the here and now.

Last year, I started hiking on the Appalachian Trail. While some people hike the entire 2,200 miles in one trip, my approach is to do it in shorter segments of up to a week. (As a side note and potential future topic, one of the highlights of being on the trail is to meet the “through hikers” – the people who hike the entire trail in one stretch over three to six months. Many of them have developed a remarkable level of presence – they are fully present in the here and now.)

There are many great resources for how to plan (and pack) for those hikes – and even more resources for those who want to be “through-hikers.” There are even different “philosophies” to packing, such as to pack extremely light or mail stuff to yourself to the next post office so that you can pick it up there. One of the best parts about all these planning and packing suggestions is that they make great conversations for the hikers: “How light is your pack?” or “Have you seen this new combo tool that combines a match with a rope and fits into the left boot?” (Okay, I’m making up the second one).

The planning is one of the greatest parts about the whole experience – and, at the same time, overrated.

Over the many weekends I have spent talking to folks on the trail, there is one common theme to all the plans that folks made: as soon as the plans hit reality, they usually came apart. The key to a successful hike is not the best laid-out plan. A much better indicator for success is the ability to improvise and address something in the moment.

In a technical workforce, you will likely experience a desire to think things through – and to make great plans. Don’t get me wrong, those plans are important. I am not suggesting that you stop making plans. Yet, what is at least just as important is the ability to deal with a curveball on the spot.

Is your team ready to think on their feet when unexpected questions come up during a presentation? (Or do you risk losing a potential customer because you try to stick to the script?)

Are your folks able to handle an awkward moment in a conversation when a customer shares something that’s more personal than you’re used to? (Or do you miss the opportunity to build a stronger relationship?)

When a project doesn’t quite go according to plan, how quick are you able to recover? (Do you spend more time and resources on planning – in addition to having wasted time on the previous project plan that didn’t work?)

Do you deal with conflict powerfully and in a way that restores relationships? (Or do you shy away from conflict because you’re concerned that your brain goes into “fight or flight” mode?)

Practice being in the moment – improvise.

Make it Real

This week, notice situations that you should have planned for. Instead of creating a plan on how to tackle it next time, start a conversation. It might help to articulate that you are unsure where this is heading: “I’m not yet sure where this is heading” or “Even though this is not fully thought through, let’s explore.”