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This chapter is excerpted from 'Negotiating With Agility'. At last, a concise, practical guide that shows managers how to create agility at the bargaining table through thoughtful planning and preparation in the weeks, months, and years before formal negotiations begin, and how to do that on top of your regular full-time job. This is the work that you don't have the luxury of doing during negotiations. It is either done in advance or it is not done. It is the foundation on which agility is built. Absent this effort, your organization will be saddled with unnecessary costs and inefficient work processes. And with the strength of an informed contract, management's relationship with its union should improve and the resulting collective bargaining agreement (CBA) can be expected to be well received by the union, its members, your supervisors, and your managers. Agility in labor agreement negotiations is the ability to recognize and respond in the moment to threats and opportunities, both anticipated and unexpected. Agility gives you the confidence to talk with a party you may or may not be able to trust, and have a conversation the outcome of which will significantly impact your company and future CBAs. Agility allows you to pivot.