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.

Understanding Leadership Pressure Leadership creates pressure. In the Netflix series The Playbook , Doc Rivers shares the philosophy that inspired the Boston Celtics to a championship and his response to racism while coaching the Los Angeles Clippers. One valuable lesson he imparts is that "pressure is a privilege." What is the alternative to leadership pressure? No productive conflict? No aligned goals? No board meetings? No difficult customers? As an executive coach , I often speak with leaders. A common theme is the immense pressure they face. Leaders can quickly feel overwhelmed by the complex and fast-paced digital business environment. Stress is a serious issue for many in leadership roles. A recent global study of CEOs and C-suite executives found that 56% are burned out, up 52% from the previous year. Leading successful organizations creates personal and professional situations that heighten stress. It may seem logical to view pressure as a negative to be avoided, but should you? Here are three reasons to embrace the leadership journey, including the pressure it brings, along with four tips for making better decisions under pressure. "A soft, easy life is not worth living if it impairs the fiber of brain and heart and muscle. We must dare to be great, and we must realize that greatness is the fruit of toil and sacrifice and high courage." — Theodore Roosevelt Reason 1: Pressure Accelerates Change One reason to embrace pressure is that it accelerates change, and leadership is fundamentally about change. In the book Leading Change , renowned change management expert John Kotter emphasizes that overcoming complacency requires a sense of urgency. Leaders in a fast-changing world must articulate their vision while remaining open to necessary adjustments due to the world's turbulence. Leading change creates pressure and stressful situations. Research from UC Berkeley shows that while too little or too much stress can cause anxiety and health issues, a moderate amount of stress can enhance performance and health. Pressure drives leaders and organizations to explore new directions and reject the status quo. No organization wants to remain stagnant. Pressure serves as a powerful change agent for leaders eager to accelerate transformation. Reason 2: Pressure Creates Learning Leaders and organizations must learn at a pace that matches change. Continuous learning is essential because the future is unpredictable. You are either ripe and rotting or green and growing. But shouldn't the learning process be free from stress? A foundational study on learning found that an element of struggle significantly enhances long-term retention. While pressure may slow the learning rate temporarily, it ultimately improves retention and the transfer of knowledge. Pressure creates desirable difficulties, enhancing the opportunity for personal and professional growth . "Usually, if you have tremendous pressure, it’s because an opportunity comes along. Give me the ball. Give me the problem to solve. Let’s figure this out. Let’s go." — Billie Jean King Reason 3: Pressure Creates Purpose High-pressure situations reveal more about who you are than your specific skills. Often, it takes the pressure of a crisis to break away from the routine. Pressure challenges assumptions about our purpose or the organization's purpose. Living a life of purpose is unparalleled. Studies show that leading with purpose results in higher personal satisfaction, performance, innovation, and economic growth. "Don't aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one's personal dedication to a cause greater." — Viktor Frankl How to Make Your Best Decision Under Pressure The way you approach decisions under pressure can significantly impact the outcomes for you and those you lead. Here are four tips to help you make your best decisions: Decision-Making Tip 1: Visualize the Desired Outcome Athletes often visualize themselves successfully achieving their goals before events. Numerous studies link creative visualization to improved performance, goal achievement, and stress management. Research supports that creative practice boosts our confidence and competence. Check out this short video from an Olympic athlete on the power of mental imagery. Decision-Making Tip 2: Be Curious Asking questions can reveal alternative scenarios. The field of strategic foresight offers tools that help leaders see around corners, leading to greater confidence and competence in decision-making. Tools like the Futures Wheel, STEEPLE, and scenario planning can help leaders and organizations break free from a fixed mindset. Decision-Making Tip 3: Don't Get Stuck on Stupid One of my favorite leadership quotes comes from a military commander who served after Hurricane Katrina devastated New Orleans. The community was paralyzed and lacked direction. In an interview, the commander stated he didn't know what specific time frames looked like but could guarantee that recovery operations would not be "stuck on stupid." Leaders who are action-oriented and make decisions for the right reasons can overcome the fear of failure that often accompanies pressure. Decision-Making Tip 4: Avoid Isolation Many leaders report that their organizations do not provide the support needed to manage increasing stress levels. A leadership coach facilitates experimentation and self-discovery by applying insights from coaching conversations. Skillful executive coaching enables you to "dance in the present moment" and take necessary actions aligned with your values. Modern organizations resemble pressure cookers. Effective leadership acts as a pressure control valve, releasing pressure to prevent catastrophic failures while increasing it when necessary to maximize performance. The reality of a volatile work environment, leadership pressure isn’t something to escape—it’s something to understand and manage well. The leaders who thrive over time don’t carry the pressure alone or ignore it; they create space to think clearly, test assumptions, and decide with intention rather than reaction. In a volatile environment, clarity becomes a competitive advantage. Where might you be experiencing leadership pressure right now—and what decisions would benefit from slowing down long enough to think clearly? References: Bjork, E. L., & Bjork, R. A. (2011). Making things hard on yourself, but in a good way: Creating desirable difficulties to enhance learning. Campbell, M., Baltes, J.I., Martin, A., & Meddings, K. (2019). The stress of leadership. Center for Creative Leadership. DDI. 2023 Global Leadership Forecast. Development Dimensions International. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Ekeocha, T. (2015). The effects of visualization and guided imagery in sports performance. Kotter, J. P. (2012). Leading change . Harvard Business Review Press. Ottesen, K. (2019). Tennis icon Billie Jean King on fighting for equal pay for women: Pressure is a privilege. The Washington Post. Pomerantz (Eds.) & FABBS Foundation, Psychology and the real world: Essays illustrating fundamental contributions to society (p. 56–64). Worth Publishers. Powell, A. (2018). When science meets mindfulness. The Harvard Gazette. Quinn, R. E., & Thakor, A. V. (2019). The economics of higher purpose: Eight counterintuitive steps for creating a purpose-driven organization . Berrett-Koehler Publishers, Incorporated. Sanders, R. (2013). Researchers find out why some stress is good for you. Berkley News.

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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!

Strategic thinking and planning habits help create organizational value by capitalizing on trends and making days more effective and enjoyable for you and others. In-Person The Strategic Leader Think, act, and influence strategically Discover the habits and mindset to transform your organization's trajectory. Learn to think critically, make bold decisions, and inspire your team to achieve extraordinary results. Gain the competitive edge you need to navigate a complex and ever-changing business landscape. About The Strategic Leader course equips you with the tools and mindset to navigate complexity and drive transformative results. Discover how to think strategically, make bold decisions, and inspire your team to achieve extraordinary outcomes. This program is designed to help you develop a strategic mindset, build a compelling vision, and execute with precision. Whether you're facing rapid market changes or seeking to unlock new growth opportunities, this course will empower you to lead with confidence and create a lasting impact. During this workshop, leaders will explore the critical aspects of strategic thinking, acting, and influence. Participants will use a tool to assess their current opportunities that will drive the greatest positive strategic thinking and planning change for them and their organization. Who should attend? Leaders and executives who are curious about how to close the gap between company strategies and employee commitment. Leaders and executives who are skeptical of their personal or leadership team's ability to think, act, and influence strategy development and execution. Why you want to learn it? Every business is vulnerable to threats. But too few businesses and leaders stop to consider the possibility of becoming irrelevant. Harnessing the potential of company growth takes well-equipped leaders. "If you believe that training is expensive, it is because you do not know what ignorance costs." Leboeuf Well-equipped leadership makes a difference. Here is how: Team Performance: Several research studies have investigated the connection between the leader and business performance. Studies have demonstrated that effective leadership improves follower performance and promotes higher business results, follower job satisfaction, and follower organizational commitment. Innovation and Creativity: Evidence suggests that leadership is essential for driving innovation in a company. A study involving over 400 executives from 48 companies connected strategy and innovation performance directly with good leadership habits. Trust and Change: Studies have demonstrated that the level of trust in leadership directly correlates to employee retention, organizational commitment , and support for organizational change. Furthermore, when executives build trust, evidence suggests that organizational change readiness increases. Internal Communication & Relationships: Words shape worlds. Studies have revealed that influential leaders enhance two-way communication, creativity, collaboration, job attitudes, and organizational commitment. Leadership Transitions: Leadership transitions, whether successful or not, are costly. Evidence suggests that, on average, 35% of internally promoted executives fail, and direct reports spend 10-20% of their time helping a new leader transition. Successful leadership transitions increase company revenue, have 13% lower attrition rates, and are 90% more likely to achieve long-term performance goals. Leadership development is a leadership transition acceleration tool. Want to personalize or bring How To Be A Strategic Leader training to your business? LEARN HOW Schedule US $275 Date & Time (EDT) Please contact us to ask about upcoming dates or to schedule a session for your organization! Location Railside Golf Club - Alder Room 2500 76th St. SW Byron Center, MI 49315 Language English Terms and Conditiions Here is our cancellation and refund policy . More Details Lunch is included in the registration price. Questions? Interested in training your team of 10 or more? Fill out our contact form to get started. Next REGISTER NOW Objectives At the completion of this workshop, participants will be able to: Recognize leadership attributes and behaviors critical to strategic thinking, acting, and influence. Apply a proven tool to identify personal and team strategic thinking and planning effectiveness. How it will help you Three research studies from Zenger Folkman suggested perceptions of a leader's strategic thinking proficiency can hold back your career. Three separate studies involving over 1300 leaders significantly correlated the promotions of executive leaders with the ability to think strategically. In addition to an apparent lack of alignment and influence, leaders lacking strategic thinking find it harder to get the most out of life and work. “Leadership is the capacity to translate vision into reality.” William Bennis ! Widget Didn’t Load Check your internet and refresh this page. If that doesn’t work, contact us. FAQs