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Just three weeks away from moving into our new office here in Raleigh, we've learned a lot of lessons about planning in a very hands-on sort of way. The hand-drawn timeline that we started with (thanks to our wonderful general contractor) appears almost laughable in hindsight, and yet if we hadn't begun there, it's likely that we would be three months away from move-in rather than three weeks.

We plan for the expected, but the unexpected so easily and so often wrecks our plans. It's why most folks don't plan. They view it as a futile exercise in an increasingly complex and chaotic world. Increasing uncertainty doesn't render planning any less useful than seat belts and airbags are in a crash. Not knowing what to expect in the future screams for the preparedness of planning.

In the 1985 comedy film Brewster's Millions Monty Brewster (Richard Prior) discovers that his deceased great uncle, Rupert Horn, has left him his entire fortune but with several conditions. Brewster can either take $1 million up front, or spend $30 million within 30 days to...

Just yesterday, following a conversation with a client, I experienced an all too familiar tug, not unlike the one an alcoholic might feel at a cocktail party, when the smell of alcohol is rich in the air and that drink is but an order away. During our conversation I learned that Amazon AMZN was now up 21% for the year so far. The broad stock market is up 5.7% by comparison

The financial services industry, like the medical industry, the marketing industry, and the automotive industry, all have their their unique shorthand terms and abbreviations that are clear to insiders, but confuse and obscure understanding for outsiders. It's called 'the curse of knowledge.' Jane Kennedy defines the curse of knowledge as "a cognitive bias that occurs when an individual, communicating with other individuals, unknowingly assumes that the others have the background to understand."