What I do

66% of business strategies never get implemented mainly because of a lack of real alignment between the strategy, internal policies, organizational culture and leadership. To improve business performance an integrated approach is needed.   In order to help my clients meet their business challenges, I have combined consultancy, training and coaching in novel ways that help organisations achieve better results.

Watch this brief video of my interview on Sky News to find out about my ideas on what good leadership is and how you can develop it.

Interview with Helen Dalley, December, 2015


what i do strategic alignment coaching-follow up leadership programmes

The results

“Douglas is an intrinsic part of the Europcar history of the last twenty years and his presence is still felt. His mixture of intellectual intelligence, practicality and his great sense of humour has contributed to give our organization a clear vision with respect to leadership and the path to follow in order to make our company the undisputed leader of car rentals in Spain”.

Mariano Ballesteros
Director of Human Resources

“I have known Douglas for nearly two decades. He was the first person in Spain to work with certain instruments and processes that are today very common, for example, 360º Feedback and Coaching. He has been and continues to be a reference point for me in the field of Leadership. I have had the good fortune to work with him on many projects, all of them fun but also very successful”.

Carlos Pelegrín Fernández López
Director of Talent
France Telecom Spain

“In Hewlett Packard, Douglas made an excellent contribution. His professionalism and his rigor contributed to the awakening of and advancing in the growth, development and personal satisfaction of all the managers who participated in the Leadership Development Project. Through a process of reflection and interior dialogue oriented towards action, he left his mark on all of them”.

Luis Carlos Collazos
Professor at ICADE, ex-Director of HR at Hewlett Packard and presently Director of HR at Hispasat

“I had the opportunity of working with Douglas and his team at Cisco Systems when I was Director of Human Resources for the Mediterranean Region. His contribution was critical in Leadership Development projects and in Team Development with our Senior Management Team. His ability to combine a coherent methodology with an approach that is both pragmatic and practical for senior managers is very difficult to find in other Leadership Development consultants. I would not hesitate for a minute to use his services and his vast experience at any time I have a challenge related to the development of management capabilities, leadership or change management”.

Luis Massa
Director of Human Resources
AstraZeneca Spain (Formerly of Cisco Systems)

“Douglas McEncroe has worked for Vodafone Spain on various projects of enormous strategic importance for our company:

  1. Leadership Development Programmes for Heads and Managers;
  2. Executive Coach on the Management Development Programme One Way;
  3. Analysis of Senior Managers and Team profiles using Myers-Briggs.

IIn all of these Douglas has demonstrated great professionalism and thorough commitment and innovation and has added enormous value by the way he has contributed to the development of our senior directors and managers. His role was fundamental at a time when the first priority was development of our managers on a project in which more than 500 of our executives took part”.

Pedro Díaz Rodríguez-Valdés
Human Resouces Director
Vodafone Spain

“Douglas McEncroe has worked with various companies in which I have been Director of Human Resources, AT&T and Telefónica among them. His involvement has been important in Leadership Development projects of a very strategic nature and in projects that implanted 360º Feedback and coaching for senior executives, all achieving very good results which were positive for business. Managers who worked with Douglas highlighted his great professionalism, his commitment to the client and his technical mastery of his profession. Without any doubt I would hire Douglas’s services any time I had a project related to Leadership Development and Change Management, above all in organizations going through profound transformations”.

Plácido Fajardo
Former Human Resources Director
Telefónica and AT&T

The latest from my blog

Opening up to different views

21 February, 2018

Facebook ManipulationI must admit to being disillusioned with the press today. The difficulty to be financially viable has made the newspapers abandon the rigor they once honoured. So often, what you read is not based on fact, nor reflects a writer who values truth. It seems that few journalists invest the time to check the veracity of their sources. Social media is, of course, even worse.

The manipulation of information

And so my search to be informed and to understand, as best I can, the reality in which we live, has led me to pursue other sources. The study of history is always useful as good historians still practise their craft with dedication and rigor basing their interpretation on original documents and being open to participate in debate with other historians who often have a different interpretation of what happened.

Another source is interviews with a very diverse set of people who share their real life experiences. I confess to being a fan of Richard Fidler’s “Conversations” which gives you access to people who you would probably never get to meet. At the end of last year, he talked to futurist Mark Pesce who is one of the pioneers of virtual reality on the web. The conversation centred on how social media, particularly Facebook, is using algorithms to manipulate the information people read in their news feed and the advertisements they are targeted with. The net result is a grouping of people who share common views thus amplifying their biases. These algorithms assure that all the news and all the opinion pieces that they read come from people who think like them. This is great for business because people love reading things that make them feel they are right. However, far from a debate between two learned historians who explore different interpretations of real events based on historical facts and original documents, people on Internet are grouped together with like minded individuals and fed news that often has little connection to the facts.

I find this an extremely worrying trend, for the hope of Internet was to have people well informed so that they could form their own opinions independently of the manipulation of the media. In contrast, what is happening is the creation of tribes who are ever less open to exploring other points of view or even investigating what actually happened in any given situation. And the worse thing is that they are not even aware of it.

Tribalism in organisations

Also in organisations, like minded people get together and amplify their biases. It can be people at the same hierarchical level, it can be departments or business units or it can be people from different companies that came together in a merger. The point is that if people only exchange views with people from their own group, then they don’t get together and listen to other people with different perspectives, different information and different interpretations. It is precisely this interaction between people with diverse experiences that a more robust thinking can prosper.  The pursuit of truth and the search for new ways forward are fundamental for an organisation’s well being.

JFK said it rather eloquently some fifty-six years ago at the Commencement Address at Yale University:

“The great enemy of truth is very often not the lie – deliberate, contrived and dishonest – but the myth – persistent, persuasive and unrealistic. Too often we hold fast to the clichés of our forebears. We subject all facts to a prefabricated set of interpretations. We enjoy the comfort of opinion without the discomfort of thought”.


Tips for leaders to battle group-think

Leaders need to encourage the discomfort of thought, both at an individual, group and even corporate level.

Far from using algorithms like Facebook that indulge peoples’ desire to communicate with people who think like them, leaders need to bring people with diverse perspectives together and facilitate a process in which different groups can share information and interpretations in pursuit of a more complete picture that reflects the complexity of reality.

When forming an opinion, ask yourself:

  • Where did my information come from?
  • How do I know if it is true?
  • What facts is it based on?
  • What motivations lie behind it?

Explore other peoples’ worlds, be curious to know about their challenges, interests and their perspectives.


A healthy organisation values different inputs and understands that reality today is enormously complex.