An ambassador enters a ceremonial hall. Cameras are on. Senior officials watch. Before a word is spoken, the ambassador’s walk has already conveyed a message.

Diplomacy is not conducted through words alone. Posture, movement, and manner of walking can communicate before a diplomat says anything.

Walking may seem too ordinary to deserve attention in diplomatic education. Yet, historically, the way diplomats entered a room, approached a monarch, or moved during ceremonies was an essential part of diplomatic representation.

At royal courts, an ambassador’s entrance could be an elaborate ceremonial performance. Every movement mattered: pace, posture, gestures, bows, and distance from the sovereign. Such ceremonies expressed personal dignity, political hierarchy, diplomatic status, and state prestige.

Graceful movement was part of aristocratic education. In Renaissance Italy, Baldassare Castiglione, in The Book of the Courtier (1528), introduced the concept of sprezzatura: making carefully cultivated achievements appear effortless and natural. Dancing and fencing helped develop posture, balance, coordination, and control.

Today, the diplomatic walk remains relevant, although its forms have changed. Consider an ambassador presenting credentials to a head of state. The ambassador crosses a ceremonial hall towards the president or monarch, observed by officials, dignitaries, and cameras. Before words are exchanged, physical presence is already part of the ceremony.

At international summits, heads of delegations may walk considerable distances towards the host leader under the gaze of cameras and observers. Every step becomes part of their public representation.

At formal diplomatic events, an ambassador’s name and country may be announced. The ambassador rises, approaches a senior dignitary, and offers a greeting. For those moments, even walking becomes an act of representation. Beyond ceremonies, the way diplomats enter negotiation rooms, approach podiums, attend receptions, or meet counterparts also matters.

How should a diplomat walk? There is no universal diplomatic gait. What appears confident in one cultural context may seem excessively assertive in another. What conveys solemnity at a formal ceremony may appear artificial at an informal gathering. The essential qualities are confidence, composure, naturalness, dignity, and sensitivity to the situation.

A diplomatic walk should not be theatrical. Ideally, it communicates professional presence without drawing unnecessary attention to walking itself. Here Castiglione’s sprezzatura remains relevant: cultivated movement appearing effortless and natural.

The lesson extends beyond diplomacy. Leaders, negotiators, executives, and anyone representing an organization can benefit from greater awareness of how they enter a room and approach others.

Sometimes, diplomacy begins with a walk.

One of the fundamental principles of modern experiential learning and practice-oriented training was recognised long ago, perhaps as early as two thousand years ago.

As a saying often attributed to Confucius puts it:

“I hear and I forget. I see and I remember. I do and I understand.”

Diplomatic judgement is the ability to determine not only what action is possible or desirable, but what action is appropriate, proportionate and strategically wise in a particular situation.

A good diplomat knows what can be said. A wise diplomat knows what should be said and what is better left unsaid

When we think or talk about strategy, we usually think big. A country has a foreign policy or economic strategy. A company has a financial or business strategy. There are strategies for conducting a war, entering a new market, or working with clients. Strategy is usually associated with big-picture thinking, important goals, and a relatively long time horizon.

But we also use the word on a much smaller scale. A football team has a strategy for a match. A tennis player has a strategy for playing an opponent. A boxer has a strategy for a fight. And these strategies may change during the match, set, or round.

So how far can we reduce the scale and still speak of strategy? Can there be a strategy for a five-minute conversation? For an unexpected encounter with someone? For opening a door? Even for saying “Hello”?

At first, this sounds absurd. Surely opening a door is an operation, not a strategy. Saying “Hello” is simply an action. Usually, yes. But imagine unexpectedly meeting an old colleague with whom you have a difficult relationship. In a few seconds, you have choices. Do you approach or wait? Smile or remain formal? Shake hands or simply nod? Stop for a conversation or keep moving?

Something meaningful may be at stake. There is uncertainty. There is a challenge. There are choices. And you need an approach. The encounter may last only thirty seconds, but the situation can still be strategic.

This suggests that the scale of strategy is not necessarily measured in years, kilometres, money, or numbers of people. Strategy does not always require a big situation. It requires a strategic situation.

And perhaps strategy begins when a meaningful goal meets a challenge, creates a choice, and calls for a deliberate approach. The action may be tiny. The thinking behind it may be strategic.

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