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 with Hellen Dalley from Sky News to find out about my ideas on what good leadership is and how you can develop it.



"Organisational change is only achieved through an integrated approach that includes the following elements.”

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

“Doug was an excellent CEO Coach and did a superb job of managing a major cultural change project at RevTech Media. Highly recommended”.

Lachlan Harris
Founder and CEO of RevTech Media, FiftyUP Club & One Big Switch

“Doug McEncroe is a rare blend of talent. Unbelievable insight into leadership development and organizational transformation; senior team alignment; solid change management; and organizational development. In addition to his practitioner skills, I have come to value Doug’s insight, passion for his work, and prowess as an executive coach and facilitator. Highly recommend for executive and senior level work across multiple industries and cultures”.

Keith Caver
Former Director North American Customs Solutions CCL.
Presently, American Practice Leader, Tower Watson

“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 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 DDI we always focus on improving the business results of our clients. Douglas has worked for us on important projects all over Europe from Geneva to Moscow. His depth of knowledge on leadership and his ability to link leadership development to effective execution of business strategy has been a key asset for us and has added great value to our clients. I highly recommend Douglas for senior executive and senior level work in any sector. Doug is a great partner and excellent faculty and coach”.

Martina Michel
European Head of Consulting Europe , DDI

“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

“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

The latest from my blog

The Arrogance Trap

19 July, 2019

LuciferYesterday, while working out at the gym, I got into an interesting conversation with the owner who, as well as the gym, has a great practice as a personal trainer and as a health consultant to a lot of corporations.

Anthony has a degree in Physiology from Sydney University so is not your typical gym guy. He does magnificent work and is very successful. When he was just starting out with his corporate work back in the beginning of 2007, he got a good project from Nokia. One of the people he worked with was the Director of Marketing. A few months after he started, this marketing guy called him into the office and said to him, “Anthony, we are very happy with your work but if you want to continue  with us, we have to make a few changes. Having a 90 Billion dollar business like Nokia on your books is the best thing that ever happened to you. You’ll be able to get a lot of business just because you are working with us. So, if you want to continue with Nokia, you’ll have to do the work at cost price”.

This genius was great at screwing a small supplier just starting out, but absolutely clueless about what was happening in his market. Three months after that conversation Steve Jobs launched the iPhone and Nokia went from having more than 50% of all phones sold in the world to having its corporate value decline by 90% over the next six years. In 2013 it was bought by Microsoft.

The enemy of good Leadership

The failure of Nokia has become a case study analysed by MBA students right across the globe. One of the three reasons identified for that failure is the arrogance of its senior leaders. This self-satisfied attitude is as far removed from good leadership as one could imagine. In Jim Collin’s analysis of the leadership that existed in those companies that, over a long period, consistently outperformed their competitors, the second factor he identifies is the humility of those organisations’ leaders. The quote from Harry Truman that Collins uses to kick off his chapter on Level 5 leadership, captures this spirit perfectly:

“You can accomplish anything in life, provided that you do not mind who gets the credit”

Harry S Truman

Years before “Good to Great” was published, another great leadership thinker, Robert Greenleaf captured the same spirit in his book titled Servant Leadership. Greenleaf inverted the organisational pyramid moving the CEO form his position of Kingpin at the top of the pyramid to that as servant at the bottom of the pyramid. From the base he gave service to the organisation so that senior management, middle managers, workers and suppliers could operate creatively and without fear.

In Nokia back in 2007, middle managers were too scared to say what they really thought, to share what they were seeing and hearing out in the market. The arrogance of senior leadership will do that every time with the whole organisation being the loser.

Satan’s snare

At the end of that great movie “The Devil’s advocate” Al Pacino, who plays Satan, almost succeeds in tempting the young lawyer played by Keanu Reeves to renounce all his values in exchange for unimaginable power and success. At the end Reeves resists and the whole two years in which this young lawyer had risen to the summit, but at the cost of losing his soul, evaporates and the characters return to scene where it all began. Pacino, defeated, tries again to tempt Reeves who this time only half responds. Pacino thus succeeds in at least getting in the thin edge of the wedge. He looks into the camera, smiles and says, “Ah, vanity, my favourite sin”.

Don’t let Lucifer get you!