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

Connecting with your stakeholders

14 June, 2019

StakeholdersIn today’s organisations most of leadership is not exercised through hierarchical structures but rather through a complex network of relationships. Results are obtained by getting a diverse group of people to collaborate with you.

I am constantly surprised by the number of my clients who don’t really understand this and who have therefore not developed nor the strategy nor the skills to manage those relationships.

Barry Oshry’s work on organisational dynamics has highlighted just how easy it is for people in organisations to misinterpret the behaviours of other people who work in different parts of the organisations, and then react accordingly. Too often we let our faulty perceptions determine the manner in which we approach people whose collaboration we need.

Sincerely, what’s it like in your world?

The key to building constructive relationships lies in questioning your interpretation of reality and finding out what is really happening. The best way to do this is developing a sincere curiosity about the lives and work of the people you deal with. It is really helpful finding out the answers to questions like these:

  • When you wake up at 3.00am in the morning, what is worrying you?
  • What is the main thing you are trying to achieve?
  • What organisational pressures are you under?
  • What is the most important thing for you?
  • How are the organisational dynamics playing out in your part of the organisation?
  • What motivates you?
  • What is happening in your life outside of work?

Obviously, you just don’t go up to your nearest stakeholder and hit them with questions, you find the answers to these, and other relevant questions, over time. Almost all people react well to someone who is sincerely interested in them. They tend to become more relaxed and more open, and this is fertile ground for achieving collaboration.

Me Too

Relationships are a two-way street. It is therefore important that your stakeholders also understand what it is like to be in your world. You therefore need to communicate the answers to all the above questions so that the other person also understands your context.

Nothing like a good coffee

There is an art to these types of conversations and good leaders work on developing their ability to manage them. Always look for ways to have a more relaxed conversation, over a coffee or a lunch. These conversations are the oil that makes relationships go well.

Being clear on who your stakeholders are, dedicating time to building relationships with them and improving your skills in these types of conversations, are key aspects of leadership in today’s complex organisations.

How are you doing in this?