In the course of events, Kindred of the city usually end up wanting to accomplish certain things. Our goals are many and varied, and so are our methods. But through experience I have come to find that certain methods are simply more likely than others to lead to success. It is in my own best interest to share this knowledge, as I have become the go to man when things go wrong - and so, the fewer things that go wrong, the more free time I will have. Here, then, I compile an informal list of guidelines for planning and executing successful actions.

1. Choosing to Act:

Before you even begin to formulate a plan of action, it is important to have some idea as to the answers to these questions.

• What exactly do I want to accomplish? Theoretically, all plans of action begin with a goal and grow from there. This seems to be true by definition, but it is surprising how many plans are formed without any clearly defined objective in mind. This is akin to trying to form a pearl without a grain of sand at its center.
• If I am successful, what will the consequences be? It is easy to look only at the immediate benefits of success without considering the long-term detriments. The difference between Kindred and humans is that we will inevitably live to reap the full crop of what we sow.
• If I fail, what will the consequences be? The worst ideas are those which discount the possibility of failure. Remember that trying and failing differs substantially in its consequences from not trying at all.
• If I do not act, what will the consequences be? Sometimes a problem is not worth the trouble of solving it. On the other hand, a wait-and-see approach can be disastrous. If the consequences for failure are better than or even the same as the consequences for inaction, then now is the time to act regardless of outcome.
2. Planning:

As you form a plan, consider these additional factors.

• How many things can go wrong? Every plan consists of one or more steps. Recognize each step as presenting a different possibility for difficulty.
• What will I do when they go wrong? For every thing that must be done, try to think of three ways to do it. Assume the worst possible outcome at each step. Is it possible to come out no worse that you went in, even in the case of total catastrophe?
• Is there a simpler way to do this? Cleverness is the means by which we discover that we can hang ourselves. Choose methods that accomplish your goal directly and immediately, with little collateral effect.
3. Forming a Team:

Your plan may require the skills and support of others. As you choose who to bring along, consider these factors.

• Do I need a person? A well formed plan produces its own headcount. How many people will you need in the best case? How many people can you cover for in the worst case? More people always means more danger - weigh the benefits carefully against the risks.
• Is this the right person? When you have the luxury of doing so it is always better to choose your team around the needs of your plan, rather than forming your plan around the abilities of your team. Do not be ashamed to turn away a helping hand. If a person is unsuited for the task at hand, the best way they can help is to not interfere.
• Who is leading? As Kindred and as human beings we are fond of our freedom. During an action of consequence this freedom must be secondary to achieving success. One person should make decisions, and the others should not act on their own initiative. Both leader and followers need to have trust in each other. On the one hand, the followers must trust the leader to make good decisions. On the other hand, the leader must trust the followers to abide by the decisions he makes. If you cannot trust a person in this way, do not form a team with him in it, and do not join a team he forms.
4. In Action:

Once the plan has begun its execution, these additional considerations come into play.

• What if there are unexpected difficulties? It is our fate as human beings to be eternally surprised by the vagaries of the universe. A plan cannot account for every possibility. Fortunately, it does not have to. A plan is not a rail, but a path. So long as you can return to the path, deviation is not only acceptable but often beneficial.
• What if there are unexpected consequences? Unanticipated consequences can turn a success into a mitigated success, and a success with enough mitigation is a failure. Constantly evaluate the consequences of your actions as the situation evolves, and do not hesitate to abandon a plan with a good chance of achieving its goals if the incidental cost becomes too high.
5. After Action:

A plan ends when it succeeds or when it is no longer worthwhile to succeed. The planner's responsibilities do not end with the plan. Instead, follow up with these questions:

• Did I succeed? Sometimes it is not immediately evident that your goals were not actually met. It is your responsibility to substantiate claims of success, because others rely on the truth of these claims. If you failed, do not hide this truth. A failure may be shameful, but a hidden failure is deadly.
• What can I learn? In almost every action certain things go well and others go poorly. Remembering which was which will greatly improve the quality of future plans. Making a mistake once is learning; making it twice is inexcusable.

In Conclusion:

My goal in writing this document was not to shame or to admonish, but to teach and to benefit the community. Nobody can be successful in every case, least of all myself. But a little common sense - for in the end, that is all I have to offer - can lead to a minimization of costly and avoidable failures. If I can encapsulate all these ideas into a single statement, it is this: Trust instinct over intellect. These are all things we know on some level - the only trick is remembering them at the right moment.

Norton Eastwick, Deputy
October 3, 2003