Article written by Elizabeth McCaw
The phrase “Hurry Up and Slow Down” may seem paradoxical at first, but it encapsulates a crucial duality that sport organizations often face in their operations. The “Hurry Up” concept relates to the urgency of addressing needs that demand immediate attention, while the “Slow Down” concept encourages taking the necessary time to plan strategically and ensure success in the long term. In sports organizations, where day-to-day demands often crowd out the space for big-picture planning, striking a balance between these two approaches is vital for sustainable success.
The Origins of the Concept
I first encountered this phrase during a webinar discussing the return to play amidst the COVID-19 pandemic. The panellist highlighted the importance of balancing two competing needs: the urgency to act quickly in response to ever-changing COVID protocols and the need to pause and plan thoughtfully to ensure the long-term success and safety of returning to play. This struck a chord with me and resonated deeply with my approach to operations in sports organizations.
In the fast-paced environment of sports organizations, we often get so wrapped up in the minutiae—registration, customer service, technical support, member management—that we lose sight of the bigger picture. A chaotic flow of daily activities makes it hard for any individual or team to step back and focus on strategic planning. Board members, staff, volunteers, and members alike often fail to understand the roles they should play in shaping the strategic direction of the organization. The result? Blurred lines, unclear goals, and, ultimately, a disjointed strategy.
The Importance of Strategic Planning
In my experience, only a handful of community sport organizations have boards that are solely focused on high-level strategy. More commonly, board meetings get sidetracked by on-field gossip, unjustified complaints that skipped the proper channels, or questions outside the board’s purview. This lack of a strategic focus means that resources are misallocated, opportunities are missed, and the organization’s overall performance suffers.
Without a clear strategy, organizations can easily veer off course. Teams and initiatives may lose alignment, and the ability to adapt to market changes or respond effectively to emerging challenges becomes a struggle. The result is inefficiency, poor decision-making, and a reduced likelihood of achieving organizational goals. That’s why it is essential for organizations to “slow down” and devote time to affirming their culture and strategy before rushing into the details of day-to-day operations.
Hurry Up Concept: Identify the Need and Urgency
The first step in the “Hurry Up” concept is identifying organizational needs. This could range from larger projects like upgrading a program registration system to smaller tasks like creating a communications plan or formalizing an RFP procedure. The next step is to rank these needs by their urgency and impact. Which items, if addressed, would yield the most significant improvements? Which ones are critical to focus on now, and which can wait?
Creating a visual list of needs and categorizing them based on priority will help you determine where to direct immediate resources and where you may need to wait for further analysis.
Slow Down Concept: Pause, Plan, Prepare
Pause
Before rushing to act on identified needs, take a moment to pause. The urgency may be real, but is it truly aligned with the needs of your members and stakeholders? Engaging in a quick pulse check with key stakeholders, conducting a focus group, or administering an environmental survey can help clarify if the urgency felt by decision-makers is shared by the broader community. The goal is to ensure that the sense of urgency is not a product of individual perspectives but a true organizational priority.
Plan
After pausing to gain clarity on the true needs, it’s time to plan. A Gap Analysis is an effective tool for identifying discrepancies between your current and desired state. By evaluating where you are now versus where you want to be, you can identify gaps and develop recommendations to bridge them.
Here’s how to structure a simple Gap Analysis table:
| Goal | Current State | Future State | Gaps | Recommendations |
| Example Goal | Current Situation | Desired Outcome | Identified Gaps | Actionable Steps |
The recommendations you generate from the Gap Analysis will form the foundation for your Action Plan.
Prepare
Before jumping headfirst into the action plan, preparation is key. Successful execution of any plan requires thoughtful preparation. Begin by assigning clear responsibilities: Who is responsible for each action step? Who will the stakeholders be? What resources, both internal and external, will be required to achieve the goals?
Additionally, consider the potential risks and challenges involved and develop a risk management strategy to mitigate them. Establish a project timeline with clear start and end dates, as well as a system for measuring success and evaluating progress. By preparing adequately, you create the necessary framework for the action plan to unfold effectively.
In sports organizations, there is an undeniable need to balance urgency with thoughtful planning.
The “Hurry Up and Slow Down” approach encourages organizations to quickly identify and address pressing needs, but it also underscores the importance of taking time to pause, reflect, and plan before rushing into action. By developing strategic priorities and ensuring clarity in roles and responsibilities, organizations can build a strong foundation for long-term success.
Ultimately, the key to thriving in a competitive and often chaotic environment is not just about responding swiftly to immediate challenges, but about ensuring that each action taken is purposeful and aligned with the broader organizational goals. Striking a balance between urgency and strategic foresight will enable sports organizations to navigate their ever-changing landscape with confidence and clarity.