Community Tennis

Understand what drives the stakeholders and participants.

Recognizing those drivers isn’t just collaboration; it’s strategy.

It’s how you turn competing incentives into collective momentum.

Differences don’t have to be friction; they can be fuel if appropriately managed. Each perspective reflects a real pressure point and a real opportunity.

When leaders transcend any one perspective and focus on the imperatives shaping the future, they can begin to connect those views.

1. The right assortment.

2. The right quantities.

3. The right price.

4. Associates who want to take care of customers.

5. Associates who have been trained properly in terms of product knowledge.

6. The expectation that our associates will be there when the customers need them.

Together, these six things represent “excellent customer service.”

The best information isn’t in a spreadsheet; it’s in the customer walking out empty-handed. Growth comes from obsessively solving the problems of the people you failed to serve today.

• Bernie Marcus

“My hunger is not for success, it is for excellence. When you attain excellence, success naturally follows.”

• Mike Krzyzewski

Tennis must re-learn not only how to embrace the spotlight, but how to sustain it and the only credible way forward is to loosen up.

Strategy is the application of clarity over time. If clarity is vague, strategy is by default vague.

This is why your deck feels off. Sales calls stall. Buyers don't get it. Team is confused about priorities. Onboarding sucks. Activation lags. Customers churn quietly.

All or some of these that make you believe it's a go-to-market problem,

"what problem do you solve, for whom, and why does it matter?"

The structure works because it forces clarity: Here’s what the conventional wisdom says, here’s why I disagree, here’s what we should do instead.