Navigating Wrong Turns

Last Sunday, I took on the challenge of running a marathon in Porto, Portugal—a city known for its beauty and warmth, much like the spirit I hoped to carry through the race. But as with many journeys, things didn’t go exactly as planned. Instead, they turned out to be a learning experience that offered some valuable insights, especially when it comes to navigating challenges in business and recognizing when to adjust or stop.

The race began with a small mistake: I joined the wrong corral, which put me behind the marathon runners. Not long after, I made a wrong turn, accidentally following the 10k runners rather than those in the marathon. By the time I corrected my course, I’d lost about 30 minutes and added an extra 4 kilometers to my journey. Yet, I kept pushing forward, recalibrating my pace and refocusing on the path ahead. I managed to run up to 23 kilometers, plus the extra 4 from the detour, reaching a total of 27 kilometers. But somewhere in that distance, I started to feel the toll of my mistakes. My energy waned, and my optimism began to fade. I knew I could push myself, but I also knew I’d reached a limit. So, at kilometer 27, I decided to stop.

The decision wasn’t easy—I had trained, I had invested time and effort, and I had visualized crossing that finish line. But sometimes, even with the best intentions, we have to step back and reassess, no matter how much we’ve put in. I called my husband, and we found a small snack place nearby to have a beer together, savoring the journey instead of the finish line I had imagined.

In the end, I didn’t achieve the goal I had set. But what I did gain was a powerful reminder that sometimes, knowing when to stop is as important as the willingness to start.

In business, we’re often confronted with similar challenges. A project might start off well but then veer off track due to unforeseen obstacles, changes in the market, or simply an initial miscalculation. Like my wrong turn on race day, these setbacks may be recoverable—or they may not. Often, leaders struggle with the “sunk cost” fallacy: the idea that because time, money, and effort have already been invested, the project must continue, even when signs suggest otherwise.

Much like my marathon experience, however, there comes a point when perseverance risks becoming costly persistence. Adjusting course after setbacks is essential, but it’s equally vital to know when to say, “Enough.” Recognizing this point requires humility, clear-eyed assessment, and the courage to let go of preconceived outcomes. It’s not about giving up; it’s about choosing a wiser path forward.

In my case, running 27 kilometers was a meaningful achievement, even if it wasn’t the 42 kilometers I had aimed for. In business, too, redefining success and celebrating progress—even when it falls short of initial goals—can help us stay resilient and focused on long-term goals. Sometimes, this might mean pivoting a project, and other times, it may mean stopping altogether to reallocate resources where they are most needed.

My Takeaways

- Wrong turns are part of the journey. Whether in a race or a project, errors and missteps can happen. Acknowledge them, correct course where possible, and keep moving forward with clarity.

- Don’t let sunk costs define your direction. Just because you’ve invested time and resources doesn’t mean you should keep going at any cost. Reassess periodically and make decisions based on present realities, not past investments.

- Recognize and celebrate progress. While I didn’t complete the marathon, I still felt accomplished running those 27 kilometers. In business, too, celebrate small victories along the way, even if they don’t meet the full measure of initial goals.

Life, like a marathon, isn’t always about reaching the finish line but about the lessons learned and experiences gained along the way. My experience in Porto reminded me that, in both running and business, resilience isn’t always about completing the original goal—it’s about knowing when to pivot, reassess, and celebrate the path we choose.