There’s something wonderfully reassuring about a plan. It’s like the company’s version of comfort food – dependable, structured, and hopefully satisfying in its execution. But here’s the thing: plans are rarely perfect. They exist in a world where things are constantly shifting, expectations are rarely met, and sometimes, people have better ideas.

I’ve seen it many times – a carefully crafted strategy, approved by the leadership team, signed off with a collective sigh of relief. Then, somewhere down the line, someone goes rogue. The result is often chaos, confusion, and a few too many “I thought we agreed…” conversations.

But let’s be clear – deviating from the plan isn’t always a bad thing. Sometimes, it’s necessary. But when you go off-piste, it has to be done with intention and communication. So, when should you stick to the plan, and when is it okay to break away? And perhaps more importantly, how do you go off plan without derailing the entire team?

Plans are imperfect, but they’re a start

The idea of a plan is comforting because it gives everyone a sense of direction. In business, especially, the plan is the roadmap that’s supposed to guide you through uncertainty. Whether it’s a sales strategy, a product launch, or a set of internal processes, the plan is meant to keep everyone on the same page, aligned with the goals, and (hopefully) moving in the right direction.

But, and it’s a big but, plans are almost never foolproof. In fact, I’d go as far as to say that a plan that’s rigid is more dangerous than no plan at all. The moment a strategy is set in stone, you create a situation where people are more focused on ticking boxes than achieving outcomes. And when things don’t go according to plan – as they often don’t – people can become paralysed.

So yes, a plan is a good start. But it’s not gospel. It’s a framework, a guide. And that’s where the trouble starts – because not everyone agrees on how much flexibility should be allowed.

The rogue operator: when deviation causes chaos

Let’s talk about the rogue operator – the person who sees the plan, understands the plan, but decides to take a different route. Their reasons might be entirely valid: the market shifted, a new opportunity arose, or maybe the original plan was missing something crucial.

On the surface, this sounds reasonable, even admirable. After all, you want people who are willing to think critically and adapt to the situation. But here’s where things often go wrong. The rogue operator doesn’t consult anyone. They don’t communicate their intentions, and suddenly, the rest of the team is left wondering why things aren’t adding up. You get inconsistencies, confusion, and a whole lot of finger-pointing.

I’ve seen teams where individual members, each with their own good intentions, went off in different directions. One person adjusts the process slightly to speed things up, while another tweaks the sales approach to better suit the market. Each decision makes sense in isolation, but together, they create a patchwork of conflicting actions that undermines the very purpose of the plan in the first place.

The lesson? Going off plan isn’t the problem. The problem is doing it without telling anyone.

When to go off plan

So, when should you actually go off plan? The short answer is: when the circumstances demand it. But the longer answer is a bit more nuanced.

You should deviate from the plan when:

• The plan isn’t working. This might seem obvious, but it’s surprisingly easy to miss. If the plan is clearly not delivering the desired results, it’s time to reconsider your approach.
• The environment has changed. External factors – like market shifts, new competitors, or regulatory changes – can make sticking to the original plan futile. In these cases, flexibility is not just recommended; it’s essential.
• You’ve found a better way. Sometimes, the plan was good, but a new idea or method comes along that’s objectively better. If there’s a clear improvement to be made, why stick to the old way just for the sake of it?

However, before you decide to jump ship, there’s a crucial step you should never skip: communication.

How to go off plan (without derailing everything)

There’s a right way and a wrong way to deviate from the plan. The wrong way is to act impulsively, in isolation, and without consulting your team. The right way is a bit more thoughtful. Here’s how you can go off plan while keeping things on track:

1. Check your reasoning. Are you deviating because you’ve found a genuine improvement, or is it just an easier shortcut? Be honest with yourself about why you’re considering a change.
2. Consult the team. This is the golden rule. Before making any adjustments, talk to your colleagues, particularly those who are directly impacted by the decision. Get their input and, if possible, their buy-in.
3. Measure the impact. Ask yourself: what are the potential consequences of going off plan? Will it affect other parts of the strategy? Will it cause confusion down the line? A good idea needs to be examined from all angles before it’s implemented.
4. Document the change. Once you’ve decided to deviate, make sure the new course of action is clearly communicated and documented. This keeps everyone aligned and prevents inconsistencies.
5. Keep the plan in view. Even when you deviate, the original plan should still serve as your anchor. The key is to adapt, not abandon. The plan is your reference point, and any changes should be made in relation to it, not in place of it.

Consistency is key

Deviating from the plan doesn’t mean everyone should be doing their own thing. Consistency is still crucial – whether you’re following the original strategy or a modified version. The moment people start pulling in different directions, you lose coherence, and that’s when things fall apart.

If you’re going to go off plan, make sure it’s done in a way that keeps everyone aligned. This means clear communication, documented changes, and a shared understanding of why the deviation is happening. And remember, just because you’re going off plan doesn’t mean you have to abandon it completely. Often, the best approach is a hybrid – sticking to the core strategy but allowing flexibility where needed.

Closing thoughts: the art of controlled deviation

In business, sticking to the plan can feel like the safe choice. But safety isn’t always the best strategy. Sometimes, you need to adapt, adjust, and yes, even deviate. The key is doing it with intention, consultation, and consistency.

Going off plan isn’t a failure; it’s a sign that you’re paying attention to the world around you. But it has to be done thoughtfully. Otherwise, you risk turning a well-crafted strategy into a free-for-all. The art of deviation, then, is knowing when to break away – and, crucially, how to do it without losing your way entirely.