Most leaders don’t avoid strategic work because they’re lazy or unaware; they avoid it because it forces visible decision-making amid uncertainty. In the moment, it feels slower than execution and more exposed. Under pressure, it’s safer to double down on what’s known than to wrestle with what needs to emerge. But markets don’t reward comfort. They penalize decision latency and different parts of the enterprise acting on different interpretations of reality. A recent global study found 90% of organizations are struggling to adapt quickly, and nearly half report poor coordination and ineffective strategic execution. That’s not a talent problem as much as a system problem: weak signal capture, unclear decision rights, or no rhythm for shared interpretation and direction. What makes this especially costly is the belief executives sometimes carry, quietly or openly admitting, I’m just not strategic.” Strategy isn’t a personality type. It’s a discipline shaped by practice, feedback, and the frames you use to interpret reality. Over time, you can build both proficiency and appetite for the work—not because it’s a fashionable executive-level trait, but because it’s how organizations anticipate and capitalize on trends instead of being managed by them. Challenges arising from the absence of an organizational strategy Research shows that only five percent of employees truly understand their company's strategy. When employees feel left out, they are less likely to support the company's goals, leading to disengagement and confusion about the company's direction. This lack of inclusion in strategic planning can lead to lower quality and creativity in the company's strategies and can contribute to a toxic culture that values certain groups or levels within the organization over others. Three studies conducted by Zenger Folkman found that a leader's strategic thinking is linked to career advancement. These studies, involving over 1300 leaders, found a significant correlation between executive leaders' promotions and their strategic thinking abilities. Leaders who lack strategic thinking skills may struggle to align themselves and influence others, making it challenging to achieve success in both personal and professional endeavors. Focusing solely on immediate tasks can lead to falling behind, especially in a highly competitive market. “Leadership is the capacity to translate vision into reality.” William Bennis 5 key strategic leadership competencies Leaders must be able to navigate complex scenarios and growing ambiguity. Critical thinking is essential for evaluating the core business factors and obstacles unique to a particular organization. It involves recognizing potential outcomes and having the foresight to guide both employees and the organization toward success. Strategic thinking is a crucial aspect of effective leadership, encompassing five key competencies that are often overlooked and not fully developed within organizational leadership: Scanning: This involves actively looking for subtle signals that may not seem significant at the moment but could have a profound impact on the business in the future. It requires a keen eye for detail and the ability to anticipate potential changes before they become apparent. Visioning: Clarifying the organization's shared purpose and aspirations is essential to building a cohesive, motivated team. Leaders must articulate a compelling vision that inspires others to work toward common goals, fostering unity and direction. Reframing: This competency involves challenging existing assumptions and encouraging fresh perspectives on future possibilities. By questioning conventional wisdom and embracing innovative ideas, leaders can unlock new opportunities and drive transformative change within the organization. Making sense: Engaging in a rigorous intellectual process of conceptualizing, applying, analyzing, synthesizing, and evaluating data is critical for effective decision-making. Leaders must possess strong analytical skills to make sense of complex information and draw meaningful insights to inform strategic choices. Systems thinking: Adopting a holistic approach to understanding how different components within a system interact and influence outcomes is essential for effective leadership. By recognizing the interconnectedness of various elements, leaders can identify leverage points and design interventions that yield desired results while minimizing unintended consequences. The following video breaks down the often-confused difference between strategic planning and strategic thinking. Enhancing your strategic leadership proficiency and passion in 4 steps We often dread tasks because we lack proficiency. We feel slow or inefficient. The first three steps below outline practical ways to improve your strategic thinking proficiency. Leaders pressed for time don't like doing things that make them feel incompetent. Improving your proficiency will go a long way to increasing your passion for strategic leadership. Step 1: Listening. Start by assessing your strategic thinking proficiency and identifying areas for growth. Listen to yourself. Making sense requires critical thinking skills. Various psychometric leadership assessments can measure an executive's critical thinking capability. The Watson-Glaser Critical Thinking Appraisal (WGCTA) is a valid leadership assessment that assesses an individual's ability to recognize assumptions, evaluate arguments, and draw conclusions. For more information on the Watson-Glaser critical thinking appraisal, visit www.talentlens.com . Life was not meant to be done alone. Too often, busy leaders fail to pause and consider how to leverage others to develop new habits . Whenever trying to create a new leadership habit, you can benefit significantly from deliberate practice and coaching feedback. Partnering with a qualified executive coach is proven to improve strategic leadership. Step 2: Being far-sighted Failure to account for future environmental changes can hinder your organization's ability to respond quickly to shifting markets. Leaders do not have to gamble with the company's future or rely solely on reactionary planning. Future-ready leaders can avoid costly mistakes by envisioning what could be rather than constantly reacting at the last minute. Being far-sighted involves practices from  strategic foresight . Strategic foresight involves looking beyond current experiences and scanning the horizon. This helps leaders identify signs of emerging trends in the margins to prepare for the future. Strategic foresight is a way of thinking critically, engaging, discovering, and acting. Strategic foresight aims not to predict the future but to enable better decision-making and preparedness. It is a systemic view of change that considers the likely and possible realities. The use of predictive and prescriptive analytics promises improved strategic foresight . Step 3: Being inclusive. Leveraging multiple perspectives enhances strategic thinking , creativity, engagement, and strategy quality. Although achieving complete transparency and involving every possible stakeholder may be infeasible, it offers significant value for inclusive leaders and organizations. Before adopting an inclusive approach to strategic thinking, senior leadership should agree on the process, participating stakeholders, and the organization's business vision, values, and mission. A generic, inclusive strategic thinking process typically engages others in ideation, refinement, and development. Step 4: Reframing your MVP. Words shape worlds. Before starting something you know you don't like doing, it's important to attempt to reframe your MVP: Motivation. Is your motivation about checking a box? Or is your motivation about making a difference? Reasons for strategic leadership matter. It is less likely that your efforts will lead to positive change without a clear rationale. Vision. How do you see the result of strategic thinking going? Is it leading to the best of what might? Or is what you see a list of all the potential issues? When you anticipate a positive step in the journey, it provides a sense of purpose and direction to inspire your best and achieve success. Perspective. When the lens through which you view strategic thinking is off, your results will be poor. Is your paradigm for strategic thinking that it will provide the best foundation for a healthy culture for your team, lead to business growth, and enhance your effectiveness? Or is your paradigm that it is best to avoid strategic thinking because you need to manage your image, and things will change anyway? Strategic leadership won’t always feel natural. Some parts of it will remain effortful—and that’s normal because it requires choosing before certainty. The aim isn’t to force enthusiasm. It’s to remove the unnecessary friction caused by low proficiency, unclear processes, and a mindset that turns strategic work into self-protection rather than value creation. If you step back, the real question isn’t whether you like strategic thinking. It’s whether your organization is designed to recognize emergence early and respond coherently, or whether it will keep paying for comfort in the form of drift, rework, and slow, reversible trends. So what’s the real constraint in your strategic leadership right now—capability, cadence, inclusion, or the way you’re framing the work altogether? References: Amrollahi, A., & Rowlands, B. (2017). Collaborative open strategic planning: A method and case study. Information Technology & People (West Linn, Or.), 30(4), 832-852. Bartell, R. (2011). Before the call: The communication playbook. Hudson House. Bennis, W. G. (2008). Leadership is the capacity to translate vision into reality. Journal of Property Management, 73 (5), 13. Doolittle, J. (2023). Life-Changing Leadership: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Folkman, Z. (2021). Strategic thinking: The pathway to the top. Forbes. Hughes, R., Beatty, K., & Dinwoodie, D. (2014). Becoming a strategic leader: Your role in your organization's enduring success. John Wiley & Sons, Incorporated. Kaplan RS, Norton DP. The office of strategy management. Harv Bus Rev. 2005 Oct;83(10):72-80 Nwachukwu, C. E., Chladkova, H., & Olatunji, F. (2018). The relationship between employee commitment to strategy implementation and employee satisfaction. Trends Economics and Management , 12(31), 46-56.

Leaders set strategy to turn goals into reality—whether it's sustainability, faster speed to market, stronger leaders, or a clearer purpose. The strategic plan isn't where execution breaks down. It breaks after the offsite—when priorities collide—and decisions revert to hierarchy, politics, or local discretion. In most organizations, it isn’t a strategy problem. It’s a strategy-to-execution system problem. Only a small fraction of employees—often cited at around 5%—can explain their company strategy in a way that guides their performance. When a strategic plan is built in a tight circle and only communicated at a high level, the workforce lacks what execution requires: who makes which decisions, under what conditions, the decision criteria, and explicit trade-offs. Performance and commitment erode—not because people don’t care about the strategy, but because the organization can’t reliably tell them what “aligned” looks like when the real work gets complicated. An “inclusive strategy” can either reduce risk or amplify it. The difference lies in whether leaders design the decision system: who has input, who decides, what criteria govern choices, and how the enterprise resolves conflict without relitigating the strategy. If strategic execution is lacking and employees “aren’t committed,” the practical question isn’t whether being more inclusive matters. It’s whether you gave the organization a usable decision architecture—or only a plan. Benefits of Inclusive Strategic Thinking and Planning A strategy is simply a plan of action to achieve a stated goal. A business strategy aims to align followers and teams toward achieving a shared goal from the company's vision. The best strategies in business meet the following four criteria: Developed inclusive of followers, Focus on helping others for the greater good, Account for mixed future realities, Are implemented. “Leadership is the capacity to translate vision into reality” — William Bennis In this short video, Gary Hamel discusses why leaders must shift their roles from authors to editors and why traditional strategic planning must die. Leaders must comprehend various complex situations. Strategic thinking uses critical thinking to consider the fundamental business drivers and challenges specific to an organization. It is about awareness of what could be and the foresight to help the organization be successful. The following video breaks down the difference between strategic planning and strategic thinking. Leveraging diversity enhances strategic thinking, creativity, engagement, and strategy quality. Although achieving complete transparency and involving every possible stakeholder is likely not feasible, there is high value for inclusive leaders and organizations. Research has demonstrated a direct positive correlation between individual commitment to strategy and involvement in strategy development. Inclusive strategic thinking impacts the organization's bottom line, leading to a leader's success and significance. When leaders solicit ideas from outside the traditionally involved management team, it enhances the creativity of those ideas and reinforces that leaders value employees. Creative ideas that reflect the customer's stated and unstated needs are likely to come from those with no stake in the status quo and who are closest to the customer. Being transparent with access to strategic input and processes enhances follower outputs. When the employees responsible for implementing strategic plans are the same employees contributing to it, there is greater awareness of tradeoffs, decision criteria, engagement, and firm performance. 5 Key Leadership Strategic Thinking Leadership Competencies A leader's ability to question, connect ideas, and evaluate options improves strategic thinking. Here are five strategic thinking leadership competencies that are often underdeveloped: Strategic Thinking Leadership Competency # 1: Scanning When searching for weak signals, businesses are essentially delving into the realm of potential disruptions and opportunities that may not be readily apparent. These signals are often subtle, emerging trends or environmental changes that could significantly impact the future. By actively seeking out these weak signals, organizations can gain a competitive edge by being better prepared to adapt and respond to evolving market conditions. Strategic Thinking Leadership Competency # 2: Visioning Clarifying the organization's shared purpose and vision with group benefits is crucial to fostering a strong sense of unity and direction among team members. By clearly defining the common goals and aspirations everyone is working toward, individuals within the organization can align their efforts and collaborate toward a shared vision. This process not only fosters a sense of belonging and camaraderie but also enhances employee motivation and engagement. A culture of teamwork and cooperation can be cultivated by emphasizing the collective benefits of pursuing the organization's shared purpose and vision. Strategic Thinking Leadership Competency # 3: Reframing Encouraging a shift in perspective by questioning established beliefs and exploring innovative ideas for what lies ahead. Challenging current assumptions opens the door to new opportunities and unexpected solutions. Embracing fresh thinking allows us to break free from conventional boundaries and envision a future filled with exciting possibilities. It is through this process of reevaluation and creativity that we pave the way for progress and growth, sparking a journey toward a more dynamic and promising tomorrow. Strategic Thinking Leadership Competency # 4: Making Common Sense An intellectual process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating data. It involves a series of cognitive activities that require critical thinking and problem-solving skills. Conceptualizing is the ability to form abstract ideas or mental representations based on the information. Applying involves applying these concepts or using them in real-world situations to achieve a specific goal or outcome. Analyzing requires breaking down complex information into smaller parts to understand their meaning and significance. Synthesizing involves combining different elements or ideas to create a coherent whole or new understanding. Evaluating is assessing the data's validity, relevance, or quality and the conclusions drawn from it. Strategic Thinking Leadership Competency # 5: Systems Thinking This methodology involves considering the whole system rather than individual parts in isolation. By examining how different elements interact and influence one another, researchers can gain a comprehensive understanding of the underlying dynamics. A holistic approach encourages researchers to consider the broader context in which these interactions occur. Factors such as environmental influences, historical background, and cultural norms can all significantly shape outcomes. By incorporating these external elements into the analysis, a more nuanced and accurate understanding of the interrelationships between different parts can be achieved. Various psychometric leadership assessments can measure an executive's strategic and critical-thinking capabilities. The Watson-Glaser Critical Thinking Appraisal (WGCTA) is a valid leadership assessment based on recognizing assumptions, evaluating arguments, and drawing conclusions. For more information on the Watson-Glaser critical thinking appraisal, visit www.talentlens.com. In addition to measurement, leaders looking to improve strategic thinking skills need time for deliberate practice and coaching feedback to shape strategic thinking habits beyond motivation and commitment. Partnering with a qualified executive coach is proven to improve strategic thinking skills. How to be Inclusive with Strategic Planning and Thinking Before taking an inclusive approach to strategic planning and thinking, senior leadership needs to agree on the process, participating stakeholders, and the organization's business vision, values, and mission. For larger hybrid organizations , it will likely be helpful to first place participants into groups based on their planned involvement, such as crowd, selected crowd, business leadership, and strategic planning decisions team. Finding a user-friendly system for all stakeholders is vital when choosing strategic planning technology. A generic, inclusive strategic planning process engages others in ideation, refinement, and development. Ideation. The first step is to listen . Stakeholders are invited to submit ideas using a planning platform. It is crucial to select a readily accessible technology and use multiple communication channels to encourage participation in the strategic planning process. Refinement. Ideas are tagged and compared through comparison sorts. Stakeholders are invited to prioritize the submitted ideas using pre-defined criteria such as cultural alignment, cost, quality, and timeliness. This phase also includes a checkpoint for leaders to request additional information and to accept, revise, or reject ideas. The use of scores makes it easier to filter ideas. Development. After collecting and refining the ideas, it is time to transform them into a strategic plan. Stakeholders across the business are asked to take the refined strategy and develop a detailed plan. A strategic plan typically includes a vision statement, mission statement, goals, objectives, tactics, measures, and a review timeframe. How to Overcome 3 Inclusive Strategic Planning and Thinking Barriers Advances in technology enable a more inclusive, timely, and less costly approach. However, an inclusive approach has some potential drawbacks to address rather than ignore, such as bias, agility, and communication effectiveness. Strategic Planning & Thinking Barrier # 1: Bias When being inclusive, leaders must avoid potential bias toward certain stakeholder groups. There is no need to go through the work of being inclusive only to have a process that devalues different inputs based on a tendency toward a particular group's feedback. Approaches that promote anonymity of feedback are demonstrated to reduce bias and not negatively impact output buy-in. Strategic Planning & Thinking Barrier # 2: Agility Leaders need to pay attention to time and effort when being inclusive. It is easy to be less agile and get caught in analysis paralysis when being inclusive. Solid project management processes can help leaders avoid the trap of over-analysis. Strategic Planning & Thinking Barrier # 3: Communication Effectiveness Thoughtful technology integration has many positive impacts, but it is not without challenges. Numerous studies have shown that  different communication media  effectively support in-the-moment feedback, information sharing, communication cues, emotion, and message customization. Scientific research likely does not need to be conducted to demonstrate that face-to-face communication is the most effective. If your strategy requires cross-functional behavior change, then commitment is not something you request—it’s something you engineer through clarity: decision rights, prioritization rules, transparency on tradeoffs, and consequences that match what is said. If you want to pressure-test whether your strategic process is producing real alignment—or merely expanding participation—start a confidential conversation focused on governance and execution design. Start a Leadership Strategy Conversation (confidential, peer-level): https://calendly.com/organizational-talent/leadership-strategy-conversation If what’s missing is the foundation—authority design, operating assumptions, role clarity, and execution expectations—begin with Leadership Reset  as the system baseline. Key Summary Points It is hard to argue that being more inclusive is a bad leadership habit. A business strategy aims to align followers and teams toward achieving a shared goal from the company's vision. The best strategies are developed inclusive of followers, focus on helping others for the greater good, account for mixed future realities, and are implemented. A leader's ability to question, connect ideas, and evaluate options improves strategic thinking. Making common sense requires critical thinking skills. Various psychometric leadership assessments can measure an executive's critical thinking capability. The Watson Glaser Critical Thinking Appraisal (WGCTA) is a valid leadership assessment based on recognizing assumptions, evaluating arguments, and drawing conclusions. Leaders looking to improve their strategic thinking skills need time for deliberate practice and coaching feedback to shape strategic thinking habits beyond motivation and commitment. A generic, inclusive strategic planning process includes engaging others in creativity, refinement, and development. Advances in technology enable a more inclusive, timely, and less costly approach. However, an inclusive approach has some potential drawbacks that must be addressed rather than ignored, such as bias, agility, and communication effectiveness. References: Amrollahi, A., & Rowlands, B. (2017). Collaborative open strategic planning: A method and case study. Information Technology & People (West Linn, Or.), 30(4), 832-852. https://doi.org/10.1108/ITP-12-2015-0310 Bennis, W. G. (2008). Leadership is the capacity to translate vision into reality. Journal of Property Management, 73 (5), 13. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Hughes, R. L., Beatty, K. M., & Dinwoodie, D. (2014). Becoming a strategic leader: Your role in your organization's enduring success. John Wiley & Sons, Incorporated. Kaplan RS, Norton DP. The office of strategy management. Harv Bus Rev. 2005 Oct;83(10):72-80 Nwachukwu, C. E., Chladkova, H., & Olatunji, F. (2018). The relationship between employee commitment to strategy implementation and employee satisfaction. Trends Economics and Management, 12(31), 46-56. doi:10.13164/trends.2018.31.45

Years ago, I led an executive search for a top leadership position in a fast-paced, results-driven business. After the interviews, the hiring team complimented the candidate's strategic decision-making, innovative ideas, strong work habits, and organizational commitment . But, the CEO and hiring team expressed concerns about the candidate's lack of executive presence. These kinds of comments are not unusual. They were voicing that being intelligent and committed is not enough to be effective as a strategic leader. To advance your career, you need to be clear on the stated and unstated expectations of leaders. Here are the ten characteristics of executive presence, how to know if you are maximizing your executive presence, and three tips for developing an authentic executive presence. Why does executive presence matter? Like leadership, presence can be a difficult concept to define. There is limited peer-reviewed research on the topic and an obvious tension in the literature about whether executive presence is more than impression management. When asked to provide a meaningful description of executive presence, most employees say, "I will know it when I see it." When considering the concept of executive presence, comparing it with leadership power and influence can be helpful. Executive presence has formal and informal aspects, and it can be applied for good and bad purposes. Perception is not reality, but making an impression is inevitable. Executive presence is not inherent to who you are, but rather, it is a perception of others. Perceptions can be based on impressions formed during brief interactions like a passing hallway conversation and evaluations of actions based on many observations over time. “You never get a second chance to make a first impression” Will Rogers Evidence suggests that 89% of leaders and managers believe executive presence helps you get ahead, and 78% think a weak presence holds you back. Also, executive presence was considered to impact leadership success directly. There is always an opportunity to make an excellent, not-so-great, or wrong impression. 10 Characteristics of Executive Presence The foundational attributes of executive presence are described as gravitas, communication, and appearance. Evidence suggests the following are ten key characteristics that contribute to your degree of executive presence: Reputation from current or previous roles and impressive accomplishments, awards, or networks with others perceived to be important. Nonverbal communication and physical appearance. Projected confidence, such as being calm and demonstrating self-control in high-pressure situations. Clear leadership communication, voice modulation when speaking, and speaking up to be heard. Interpersonal skills that engage others, such as being charming and friendly. Consistent interpersonal integrity. Behaving consistently with personal moral values. Intellect and expertise that results in excellent judgment and wisdom. Outcome-oriented, such as being results-driven, flexible, committed to following through, and delivering results through others. Using power to enforce compliance. How do you know if you are maximizing your executive presence? Like the rearview mirror on the passenger side of a car, it is dangerous not to realize that your perspective is somewhat affected by your point of view and that your brain is on autopilot. Consider how you would answer the following questions by thinking back over the past month using a scale of never, sometimes, or always: Do you state your purpose when you meet with others? Do you explain why your point of view is different and valuable? Do you listen to and connect with others? Are you aware of your body language and physical appearance? Do you bring energy to your discussions? Are you using phrases like "it's my position" instead of "I think?" Do others know your values, and do you walk the talk? Are you vulnerable and assertive during challenging conversations? Do you control your emotional responses when situations become tense? Do you look for opportunities to leverage and grow your network? If you would answer never or sometimes to any of these questions, you are likely missing opportunities to strengthen your executive presence. How to build an authentic executive presence You are not born with executive presence. And you don't have to fake it. Here are three tips for creating an authentic executive presence. Executive Presence Tip #1: Build Your Emotional Intelligence Your emotional intelligence is comprised of your degree of self-awareness, self-management, motivation, empathy, and interpersonal skills. Practice identifying, evaluating, and expressing your emotions. Also, work on recognizing and responding to the feelings of others. Executive Presence Tip #2: Get Feedback It is not uncommon to have hidden strengths and blind spots. Identify five people who know you well and would be comfortable giving you constructive feedback. Using the questions from above, ask them to rate how well you are doing. Working with an executive coach and using a 360-degree survey can help you overcome some common barriers to getting good feedback. Executive Presence Tip #3: Spend Time in Reflection Effective reflection involves doubting, pausing, and being curious about the ordinary. Use a journaling app like Day One to capture your thoughts, feelings, successes, and frustrations. This approach has been demonstrated to be incredibly impactful in improving new skills. For example, when building any habit, start small and tie it to an existing practice, like your routine, before leaving work for the day. Use the questions in this article to be the focal point of your reflection. Remember to take a balanced approach to both strengths and weaknesses. "If you change the way you look at things, the things you look at change." Wayne Dyer Key Summary Points Executive presence can help you enhance and maximize your career success. Executive presence is not something inherent to who you are, but rather, it is a perception of others. It is not uncommon to have hidden strengths and blind spots relative to your executive presence characteristics. You are not born with executive presence. Emotional intelligence, feedback, and critical reflection are three tools to develop an authentic executive presence. What are your executive presence hidden strengths or blind spots? References Bates, S. (2016). All the leader you can be: The science of achieving extraordinary executive presence. McGraw-Hill. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Dagley, G., & Gaskin, C. (2014). Understanding executive presence: Perspectives of business professionals. Counseling Psychology Journal . 66(3). pp. 197-211. Shirey, M. (2013). Executive presence for strategic influence. The Journal of Nursing Administration. 43(7/8). Pp. 373-376.

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Dr. Jeff Doolittle is an executive coach, organizational consultant, author, and speaker helping senior leaders navigate growth, change, and complexity. Hi, I am Dr. Jeff Doolittle (No, not the veterinarian. I am not speaking to animals as my side hustle.) Organizational Consulting Hire me to provide the answers Keynote & Workshop Hire me as a speaker or facilitator Executive Coaching Hire me to help you find the answers SCHEDULE A MEETING Executive Coach Bio Human Capital Consultant Bio One version of my story As you read what I have written, the following quote by George Orwell provides a reasonable lens to consider. “Autobiography is only to be trusted when it reveals something disgraceful. A man who gives a good account of himself is probably lying, since any life when viewed from the inside is simply a series of defeats.” My Greatest Hits I've been honored to work with frontline to C-Suite leaders in Fortune 50, Forbes top 25 private, for-profit, non-profit, and global companies in multiple sectors. I founded Organizational Talent Consulting , which has helped leaders and businesses across West Michigan achieve higher levels of success. I love that we believe in a future where everyone has the chance to thrive and that we invest 15% of our profits into non-profit charities driving social impact for children. I've been happily married for 30 years and have three wonderful children ; I've run the Chicago Marathon; I authored Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose ; I completed my Doctorate of Strategic Leadership ; I am a Certified Executive Coach with the International Coaching Federation and hold certifications in leadership assessment, performance management, and strategic workforce planning; I've started and led a local ministry that has helped hundreds of people on the road to recovery ; I've co-founded a non-profit organization , that has developed a comprehensive set of tools and services to bring a balance to workplaces and communities; I've received special recognition for leadership from one of the worlds largest Fortune 50 organizations; I've written a weekly newsletter and guest articles for organizations such as the Grand Rapids Business Journal , Center for Coaching Excellence , Thinkwise , and the Christian Coaching Magazine on the topics of talent management and organizational effectiveness; I've spoken live and virtually on leadership habits to crowds of hundreds and beyond ... Of course, I’m proud of all these things, and that's not the whole story… We are always playing two games: an outer and inner game. My Inner Game Here are the ideas that define, shape, and keep me headed in the best direction… LEADERSHIP Compelled to accomplish shared goals for the collective benefit . My Guiding Principles Be the change you want to see Mahatma Gandhi No one of us is as smart as all of us Ken Blanchard Fear succeeding at something that doesn't matter D.L. Moody Bring out the best in others Aubrey Daniels Love God and love others Jesus My Mission To lead others toward greater understanding and simple solutions that avoid costly mistakes to complex personal and professional challenges. ! Widget Didn’t Load Check your internet and refresh this page. If that doesn’t work, contact us. Next Step If you’re navigating leadership complexity and want a thoughtful, evidence-based partner, the best place to start is a conversation. Executive coaching and organizational development consulting is grounded in evidence-based leadership, systems thinking, and practical application. SCHEDULE A STRATEGY CONVERSATION Pick where you'd like to start (It doesn't matter, just so long as you start somewhere.) Executive Coaching Organizational Consulting Leadership Development Accelerating your career, shifting your mindset, and living life to the fullest. Check out my executive coach bio page, and learn about our leadership coaching services . Leading change, making decisions for today and tomorrow, and managing organizational talent to grow the business. Learn more about our organizational consulting services . Bringing out the best of those you lead and being the leader you want to be and your business needs you to be. Explore our leadership development webinar series , services and check out our top 5 resources online library . LEARN Up CHANGE Up THRIVE Up Subscribe to Our Site Receive fresh Ideas to stimulate individual, team, and organizational effectiveness SUBSCRIBE Thanks for subscribing!

Strategy and succession planning to ensure leadership continuity, informed decision-making, and long-term organizational health during growth and transition. Strategic Services Clarity. Alignment. Execution. SP STRATEGIC PLANNING FACILITATION SA STRATEGIC ALIGNMENT OD ORGANIZATIONAL DIAGNOSTICS SC STRATEGY COACHING CL CHANGE LEADERSHIP Scroll Trending Insights on Strategic Services Why Your Employees Aren't Committed to Your Company Strategy Great leaders dream of a better future – from business sustainability to growing future leaders, increasing speed to market, or operating with greater purpose. To turn dreams into workplace realities, leaders set strategies. Unfortunately, many organizations keep strategic plans a secret and don't involve others outside the executive leadership team. Evidence suggests that only 5% of employees grasp their company's strategy. This is alarming, given that a direct positive corr Mergers & Acquisitions: The Importance of Creating a Shared Culture Mergers and acquisitions (M&As) are key growth strategies for many organizations: entering new markets, acquiring new technologies, or leveraging scale and size. Culture is acutely critical during notable changes, such as M&As, which offer an opportunity for a renewed start on culture. When two organizations combine through mergers and acquisitions for economic reasons, it is doubtful that the two cultures will remain precisely the same. Sadly, evidence suggests that 50% to 8 Want a Data-Driven Organization? Start with Your Talent Strategy What sets a data-driven organization apart? Evidence suggests better revenue and customer value. Data-driven organizations are better equipped to make decisions and take the right actions. Today's generative AI is driving a data revolution. Recent evidence suggests that the percentage of data-driven organizations has recently doubled, an increase greater than at any time before. But, unlocking the full potential of what is possible with data analytics requires a talent strate Say Goodbye to Strategic Planning? What’s Next? We can all agree nothing is certain except death and taxes. Is it time for executives and teams to say goodbye to strategic planning? Annual off-site meetings to change dates on unsuccessful strategies don't make sense. One of the most significant downfalls of contemporary strategic planning is the failure to account for a growing uncertainty in a fast-paced, generative AI environment. I am not suggesting leaders give up on strategic planning and accept gambling on their comp Why do so many well-designed strategies fail to deliver results? Executive leaders are under more pressure than ever to make smart decisions, lead through change, and deliver results in a rapidly shifting environment. A strong strategy is no longer enough — the team must be aligned, engaged, and equipped to execute. Research consistently shows that only a small percentage of organizations successfully execute their strategy —not because the strategy is flawed, but because alignment erodes, communication breaks down, and leadership habits fail to support sustained execution. Performance gaps are rarely strategic failures. They are leadership and execution failures. Our services help teams move from debate to decision by maintaining focus on data and critical priorities. They surface differing perspectives, increasing the likelihood of broad team buy-in and accountability across functions. Our strategic services help you close that gap by focusing on the areas that matter most: Clear direction grounded in shared priorities Aligned leadership teams that communicate, collaborate, and take ownership Executable plans that connect decisions to measurable outcomes High-performance habits that sustain momentum over time The result? A leadership team that moves with clarity, collaborates effectively, and executes with confidence—even amid complexity and change. Our Approach to Strategic Services Our strategic services are grounded in evidence-based research on what actually drives successful execution. Rather than relying on a single model, we draw from proven strategic frameworks and tailor our approach to your organization’s culture, leadership dynamics, and business realities. The focus is simple: help leadership teams and boards think, act, and influence others to turn their desired future state and dreams into strategic actions, sustain momentum, and deliver results against future uncertainty. Process Challenges Framework Foresight Planning Appreciative Inquiry: We focus on identifying and building upon an organization's strengths and positive experiences. We believe organizations grow in the direction of what they repeatedly ask questions about and focus their attention. Appreciative Inquiry ensures we create a positive and empowering environment for strategic action. Strategic Foresight: We help clients explore possible futures to make better decisions today and navigate uncertainty and ambiguity. Making them more resilient and adaptive to potential change. It's not about predicting the future but preparing for mixed realities. Strategic Challenges: We fundamentally help lead change. Because culture shapes how people think, decide, and act, successful change requires leaders to intentionally design the beliefs, behaviors, and norms that drive performance. Strategic leaders must also navigate complexity and span boundaries, working across functions, levels, and geographies to align efforts and move the organization forward as one system. Scenario Planning: The purpose is to stress test strategies against highly important and likely realities so you can prepare and become future-ready. An organization's success depends on leaders having the right mindset. Since we are not able to predict the future, both learning and preparation are fundamental aspects of scenario planning. Strategic Process: We assess the internal and external environment to ground decisions in data, clarify mission, vision, and values to create shared direction, and identify the strategic drivers that matter most. From there, we translate priorities into an actionable business strategy, align talent and capabilities to support execution, and help teams execute, learn, and adapt—building momentum and results that last. Our Clients' Success in Strategic Planning Organizational Talent Consulting partnered with a state-wide Association to design a forward-looking strategic plan that reflects the evolving needs of its members and the industry. Through stakeholder interviews, member surveys, and a collaborative planning process, the Association clarified its priorities, strengthened alignment across its Board and leadership, and created a focused roadmap for the future. By integrating best-practice governance principles and fostering open, constructive dialogue, the Association is now equipped with a clear, actionable plan that supports long-term member value and organizational resilience. + SP Build a strategy your team believes in — and is ready to execute. We guide CEOs and leadership teams through a structured, evidence-based process to create clarity on strategic priorities and align the organization around what matters most. What’s included: Pre-engagement interviews Stakeholder input and diagnostics SWOT and scenario analysis Strategic priority development Action planning and success measures Leadership alignment sessions Strategy documents and communication templates Best for: Organizations preparing for their next chapter — growth, restructuring, or restoring clarity after a period of uncertainty. SP + SA Strengthen trust, collaboration, and accountability at the top. High-performing organizations always start with a high-performing leadership team. Our alignment sessions help teams: Build trust and psychological safety Navigate conflict productively Improve communication and decision-making Increase accountability and cross-functional collaboration Align around goals, roles, and strategic expectations We create safe, productive dialogue that uncovers barriers and accelerates breakthrough. SA + OD Identify root causes — not symptoms — holding your organization back. Using a combination of organizational diagnostics such as stakeholder interviews, behavioral assessments, culture surveys, and leadership models (including Predictive Index and 360 data), we identify: Leadership strengths and gaps Culture strengths and risks Team dynamics and communication issues Alignment gaps between strategy and execution Opportunities for capability building This provides the clarity CEOs need to make strong decisions with confidence. OD + SC A trusted thinking partner for complex challenges. CEOs and executives use this service to: Process decisions with clarity Evaluate strategic options Strengthen communication and influence Manage organizational change Navigate talent, culture, and team issues Stay aligned with long-term business goals Leaders gain practical frameworks, a sounding board, and evidence-based insights they can apply immediately. SC + CL Lead change in ways that build trust, ownership, and performance. Research confirms that leadership behavior is the #1 predictor of successful organizational change. Our change leadership support includes: Change readiness assessments Leadership communication planning Stakeholder mapping Capability development for managers Feedback loops and resistance mitigation Ongoing leadership coaching during implementation This ensures leaders guide change with clarity, consistency, and confidence. LEARN MORE CL Who We Work With Our strategic services are built for: CEOs & founders Senior leadership teams Boards & executive committees Family-owned businesses Associations & mission-driven organizations Growing mid-market companies Organizations undergoing transition or change If your organization is navigating complexity, growth, or alignment challenges, we can help your team move forward. PRINCIPAL CONSULTANT Let's strengthen your strategy together. Connect with Dr. Jeff Doolittle Dr. Jeff Doolittle is a human capital consultant and executive coach who specializes in elevating leaders and empowering organizational excellence. With over 25 years of experience partnering with Fortune 500 executives and global organizations, Jeff has a reputation for developing high-trust relationships and leveraging people insights and the latest research to challenge the status quo and create measured growth. Before starting Organizational Talent Consulting, Jeff held executive talent management and organizational development roles within multiple industries, such as pharma manufacturing, healthcare, retail, food service, and distribution. In these for-profit and non-profit organizations, he led a range of human capital transformation initiatives in support of strategic goals such as: Culture Building Employee Experience Leadership Competency Frameworks Organizational Design Performance Improvement Succession and Workforce Planning Strategic Planning Jeff received his Doctorate in Strategic Leadership from Regent University and his MBA from Olivet Nazarene University. He holds certifications in coaching, leadership assessment, performance management, and strategic workforce planning. Also, Jeff is the author of Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. 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