Beyond Planning: The Key to Prevention Execution
You’ve seen it happen—a prevention effort with solid training, resources, and infrastructure somehow falls flat. Despite careful planning, the impact just doesn’t last. Why? Because preparation alone isn’t enough. Success in prevention isn’t just about what we know—it’s about how we execute.
This is something I learned firsthand in the Army.
As an infantry team leader and member of our company’s recon sniper team, I spent a year in Iraq running missions. One thing became clear: plans don’t survive first contact. No matter how much we trained or how well we planned, the reality on the ground was always unpredictable.
Success wasn’t about having the perfect strategy on paper—it was about having the tactical capacity to adapt, problem-solve in the moment, and execute under pressure.
And honestly? The same thing happens in prevention work.
We develop evidence-based plans, map out strategies, and prepare for every scenario we can think of—but then reality hits. A coalition loses momentum, a key partner drops out, or a community resists the intervention.
That’s where Tactical Capacity comes in. It’s the missing link between planning and impact.
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Why Preparation Alone Doesn’t Guarantee Success
For decades, prevention efforts have relied on Traditional Capacity, which focuses on:
Training & Knowledge – Ensuring professionals understand prevention strategies.
Infrastructure & Resources – Securing funding, personnel, and tools.
Coalitions & Partnerships – Bringing key stakeholders together.
Planning & Strategy Development – Creating comprehensive, evidence-based plans.
These are critical foundations—but they don’t ensure execution.
I remember one night in Iraq when my team was tasked with a high-stakes mission—a raid on a suspected enemy stronghold. We had the intel, the plan, the gear, and the team—everything should’ve gone smoothly. But as soon as we hit the ground, everything changed:
The terrain was different than expected.
Our communication was spotty.
New threats emerged that weren’t in the briefing.
At that moment, our ability to execute mattered more than the plan itself. We had to think fast, adjust tactics, and stay focused on the mission’s goal.
That’s exactly what happens in prevention.
You can have the best training, the best resources, the best coalition partners—but if you’re not prepared to adjust in the moment, engage continuously, and sustain momentum, your work won’t have the impact it could.
That’s why Tactical Capacity is the game-changer. It’s what separates prevention efforts that stall from those that succeed.
Resilient Leadership: The Fuel Behind Tactical Capacity
There’s another key piece here that’s often overlooked—Resilient Leadership.
Tactical Capacity isn’t just about processes—it’s about the people behind them.
The best strategies and contingency plans won’t matter if the people leading the work don’t have the resilience to keep going when things get tough.
I learned this lesson over and over in the Army. Some missions were straightforward. Others? Not so much.
I remember a night when we were running a reconnaissance mission outside the wire. Everything was going according to plan—until it wasn’t. One of our vehicles hit an IED. The situation instantly changed from reconnaissance to casualty evacuation.
This is where leadership mattered most.
We didn’t have time to go back and re-plan—we had to act. Fast. We had to adapt, stay focused, and execute the new mission without hesitation.
Resilient leadership means:
Staying clear-headed under pressure.
Making tough calls without losing sight of the mission.
Keeping your team engaged—even when things aren’t going well.
Why This Matters for Prevention
You might not be in a combat zone, but prevention work can be just as unpredictable.
Funding gets cut.
Key partners leave.
Communities push back against strategies that should work.
Burnout hits.
If we as prevention leaders don’t have resilience, how can we expect the teams we lead to stay committed?
That’s why building resilient leaders is just as important as building Tactical Capacity.
How to Build Tactical Capacity & Resilient Leadership
If we want prevention work to create lasting change, we need to go beyond planning and focus on execution. Here’s how:
Train for Real-World Execution.
Don’t just talk about challenges—simulate them. Practice decision-making under pressure.
Build Adaptability Into Your Plans.
Assume that something will go wrong. Plan for it.
Keep People Engaged—Even When It’s Hard.
Resilient leaders know how to motivate teams past obstacles.
Measure Impact, Not Just Activity.
Ask: What’s actually changing? Instead of just tracking events, track results.
Foster a Culture of Resilience.
Prevention is tough work. Equip teams with the mindset to push forward despite setbacks.
Traditional Capacity lays the foundation. But Tactical Capacity and Resilient Leadership are what bring prevention efforts to life.
So, let’s ask ourselves:
Are we just planning prevention work, or are we leading teams that make it happen?
Let’s shift from planning to execution and create real, lasting change.
