STRATA STRATEGY

Strata committees rarely meet on calm seas. A failed lift on a Tuesday night. A special levy debate that has split the building in two. An ageing roof and a quote that just came in $80,000 over budget. Limited resources. Heightened visibility. Volunteer committees. Ageing assets. All at once.

This is the environment strata managers and committee chairs operate in every week. It is also the environment where good leaders separate from average ones. The difference rarely comes down to who knows the most. It comes down to who can think clearly when the room expects an answer right now.

That is what Strategic Resilience means. Not endurance. Not coping. The ability to slow a situation down, see what really matters, create options, and guide other people toward a better decision than the one they were about to make.

Three moves I will be unpacking on stage at QStrata 2026:

(i) Slow it down. The highest-pressure decisions deserve the most pause, not the least. Most poor strategic calls are made in the first thirty seconds. The best ones are made in the fourth or fifth minute. The leader's job is to buy the room those minutes.

(ii) See what matters. Pressure narrows attention. Strategy widens it. In any committee meeting there are usually only two or three things the decision turns on. Everything else is noise dressed up as detail. Naming the real question is half the work done.

(iii) Create options. Plan B is the strategy your ego didn't want but your future needed. If a committee has only one option on the table, they do not have a decision. They have a vote on someone else's preference.

Strata professionals sit at the intersection of compliance, community, and care. The pressure does not lift. The thinking has to.

I am looking forward to working through this with hundreds of strata leaders at SeaWorld Resort on Friday 5 June.