In volleyball, a sport I was never good at but always wanted to be, there is a type of serve called a “spike”. A player on one side throws the ball high into the area, angles their arm, and scores a point by slamming the ball over the net into the opposing court. If done correctly, the ball is not returnable.

Spiking a volleyball across a court is akin to getting strategy over the line at a public organisation. Both rely on intensive prep work, an ability to perform on the spot, and an expert sense of timing.

Note, this is a just simple metaphor to help you approach strategy at your organisation. It’s important to caveat that these aren’t the only components to delivering strategy but combined and iterated upon, these three components can have a huge impact.

Let’s explore...

Prep

Volleyball, like all sports, requires hours of rigorous prep and behind-the-scenes training in order to improve your skills on the court. Strategy is no different.

To prep well for strategy, you want to be asking the perennial and difficult question: where are we at? This means having continuous conversations that allow you to pinpoint your organisation’s collective consciousness. Ask them what has been done before, what is the backstory? Why were previous strategies abandoned? What is everyone worried about – has this changed over time? What are the threats? What are the opportunities? Synthesise the practical obligations and appreciate the potential pushbacks that exist within your organisation.

By doing this prep work, you orient and immerse yourself into the backdrop of your organisation. This will not only help you develop relevant strategic choices that address your colleagues' concerns, but also gets you much needed “buy-in” for the long term. Picking up with key stakeholders at both the senior and working-level provides solid footing and contextual clarity; allowing you to hang your strategy onto something tangible.

Performance

A good volleyball spike also hinges on the ability to perform under pressure with people watching you. Whether you deliver your strategy through a paper, PowerPoint, workshop, or Board meeting, the performance of the strategy is as important as the content itself.

Part of what will help you perform in these situations is the “prep” work you did beforehand. By speaking to the right people and understanding the institutional challenges, you will be able to take an accurate temperature on how your strategic plan will be received in the room.

Strategy is as much about the substance of the good ideas you have on the page as it is about the stakeholders in the room and the person delivering it. Take time to practice the performance of delivery and how your ideas will sound to others. Confidence and composure will take you a long way.

Timing

Lastly, like a volleyball spike, timing your strategy correctly is the difference between falling flat or meaningfully changing the conversation at your organisation.

But what exactly should you look for to time your strategy delivery? For one, there is usually a strategy “moment” where internal stakeholders will be more receptive to new ideas. A few times I have entered conversations overly focused on the content and aesthetics of my slide deck, failing to notice there was a lack of appetite for change around me. No slide deck, no matter how stellar, can overcome that.

Instead, you want to look out for those key indicators of change buzzing around you. Hit the “ball” when people are clamouring for action and reform and then marry that moment with a well-timed, punchy strategy that adds value. You want to meet the rising tide of momentum, capitalise upon it, and get your ideas over the line.

To summarise:

Ultimately good strategy is about getting your “ball” over the court in order to advance the objectives of your organisation. These three tools can help you deliver your strategy:

  1. Prep – Take time to come to grips with what has happened at your organisation before this moment. Understand the context and the prior conversations.

  2. Performance – We all know it's not just what you say but how you say it. The performance of strategy delivery is no different.

  3. Timing – Time your strategy to sync up with a growing desire for change within your organisation.

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