Strategic planning is often framed as a linear, data-driven exercise—a path to clearly defined goals based on rational decisions and well-organized priorities. But anyone who’s worked inside an organization knows strategic planning is often framed as a linear, data-driven exercise—a path to clearly defined goals based on rational decisions and well-organized priorities. But anyone who’s worked inside an organization knows it’s never just about the spreadsheets. Strategic planning is human work. It’s shaped as much by the internal landscape of leaders as it is by the external realities of the market or mission.

This is why, in my practice, I don’t begin a strategic planning process without first addressing what I call the inner game—the mindset, assumptions, and unconscious patterns of the leaders who are setting the course. For that, I rely on two powerful frameworks: Conscious Leadership and the Enneagram.

The Inner Game Shapes the Outer Strategy

In leadership development and organizational culture work, I've learned that without addressing reactive patterns—fear, control, reactivity, perfectionism—even the best strategy will flounder in execution. Conscious Leadership provides the tools to recognize these reactive states, shift into presence, and take radical responsibility. Leaders learn to spot the difference between operating from threat versus operating from curiosity and trust.

Pairing that awareness with the Enneagram gives us a deeper diagnostic lens. The Enneagram reveals the internal architecture of how different leaders interpret reality. It maps out the nine core lenses through which people experience the world—each with its gifts and blind spots. When used well, it becomes a fast track to developing emotional intelligence, communication agility, and team-wide empathy.

Why I Begin Strategic Planning with Inner Work

In my experience, every strategic planning effort is filtered through the internal operating systems of those at the table. Even when presented with the same “objective” data, a Loyal Skeptic (Type 6), a Considerate Helper (Type 2), and an Enthusiastic Visionary (Type 7) will interpret that data through very different filters—each rooted in their unconscious fears, desires, and habitual strategies for navigating uncertainty.

That’s why I begin all strategic planning engagements with executive coaching rooted in Conscious Leadership and the Enneagram. This work makes implicit assumptions explicit. It brings awareness to what’s shaping leaders’ decisions before the decisions are even made. It creates the psychological safety needed for real alignment and bold visioning.

Even after a strategic plan is developed, I continue to embed these frameworks into the implementation phase. Conscious Leadership tools help teams navigate misalignment and resistance, while the Enneagram offers a shared language for navigating interpersonal dynamics and team development.

What Becomes Possible

When organizations embrace this approach, the transformation is tangible. Strategic planning becomes more than a set of goals—it becomes a process of collective growth. Leaders learn to pause and locate themselves. They respond instead of react. Teams communicate with more candor and compassion. And most importantly, they begin to move from high drama to high trust and high learning.

In short, the strategy sticks because the people creating it are doing their own inner work. And that’s where true change begins.