Adam Fishman and I elaborate on how we look at the inevitable yearly planning exercises from an operative and leadership perspective. How to do a rolling planning instead of doing the depressing exercise of wasting everyone’s time for a month at the end of each year: Managing risks and the human component in planningThe typical mistakes you should avoidWhat to do if you don’t agree with a company's directionTimestamps: 04:20 Leah’s take: The operator’s perspective of yearly planning, fuzzy road mapping 07:30 Adam’s take: Conceptual thinking about planning, especially in the absence of a concrete strategy 13:20 Yearly planning and failures that are likely to happen 19:25 Resource planning and not taking care of “people” 23:15 Critical mistakes in planning 28:30 Spend some time to understand “what are your direct manager’s goals”, and overcommunicate as a manger 33:15 Calendar structure of annual planning when you own parts or the entire process 39:10 What do you do if you don’t agree with the company’s strategy? 42:50 30-60-90 day plan on how to get away from a company Leah on Linkedin / Twitter / Youtube