<?xml version="1.0" encoding="UTF-8"?><rss xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:atom="http://www.w3.org/2005/Atom" version="2.0"><channel><title><![CDATA[Organizational Talent Consulting]]></title><description><![CDATA[Partner with Dr. Jeff Doolittle for executive coaching and organizational consulting that builds clarity, accountability, and results—based in West MI]]></description><link>https://wix.organizationaltalent.com/blog-1</link><generator>RSS for Node</generator><lastBuildDate>Fri, 11 Sep 2026 02:19:28 GMT</lastBuildDate><atom:link href="https://wix.organizationaltalent.com/blog-feed.xml" rel="self" type="application/rss+xml"/><item><title><![CDATA[When Growth Turns Strong Leaders Into Bottlenecks]]></title><description><![CDATA[Growth brings more customers, employees, locations, revenue, products, markets, decisions, and relationships. It also brings more risk. ]]></description><link>https://wix.organizationaltalent.com/post/when-growth-turns-strong-leaders-into-bottlenecks</link><guid isPermaLink="false">6aa0573fde6cabeb3fdede84</guid><pubDate>Tue, 08 Sep 2026 21:26:58 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_8d72774a81174d2c9c43614d507872a5~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[Hiring the Right Executive Is Only the Beginning]]></title><description><![CDATA[Why the transition after the hire can determine whether a great executive becomes a great leader]]></description><link>https://wix.organizationaltalent.com/post/hiring-the-right-executive-is-only-the-beginning</link><guid isPermaLink="false">6a95b03a71e31f219aac1506</guid><pubDate>Mon, 31 Aug 2026 18:58:23 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_7e7595feef234fa2af0950dbb2ae5ec0~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[The Leadership Risk That Begins After the Decision]]></title><description><![CDATA[Leaders worry about making the wrong decision. But some of the greatest leadership risks emerge after they make the right one.]]></description><link>https://wix.organizationaltalent.com/post/the-leadership-risk-that-begins-after-the-decision</link><guid isPermaLink="false">6a8c8e0591ea1d0846e243ef</guid><pubDate>Mon, 24 Aug 2026 19:59:56 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_10c2234af9fe4715a1ef006b630c107b~mv2.png/v1/fit/w_936,h_522,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[7 Characteristics of Teams That Consistently Make Better Decisions]]></title><description><![CDATA[The hidden risk may be your executive team's decision architecture—not your analytics. Two executive teams can have access to the same information, comparable analytical capability, and equally experienced leaders, and still reach decisions of very different quality. That gap has economic consequences. Research on group decision-making shows that when the best decision depends on combining insights, groups are far less likely to identify the optimal answer. The difference is not just data. It...]]></description><link>https://wix.organizationaltalent.com/post/7-characteristics-of-teams-that-consistently-make-better-decisions</link><guid isPermaLink="false">6a8361660d24f7afd0f5fcc7</guid><pubDate>Mon, 17 Aug 2026 22:05:56 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_c9ba624741434c789d4f93b8f77d53a0~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[AI Is Inevitable. Better Decisions Are Not.]]></title><description><![CDATA[AI is expanding analytical capacity. The greater leadership risk may be assuming better decisions will follow.]]></description><link>https://wix.organizationaltalent.com/post/ai-is-inevitable-better-decisions-are-not</link><guid isPermaLink="false">6a79ff69093f5cfd041d52b7</guid><pubDate>Mon, 10 Aug 2026 17:44:27 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_4896c023722f483faf9e2b1a8dfdd457~mv2.png/v1/fit/w_1000,h_768,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[The Hidden Cost of Certainty]]></title><description><![CDATA[Leaders who protect their appearance of certainty can accidentally create cultures where the truth is not spoken freely.]]></description><link>https://wix.organizationaltalent.com/post/the-hidden-cost-of-certainty</link><guid isPermaLink="false">6a70a0b7505bf6cad94d771a</guid><pubDate>Mon, 03 Aug 2026 15:49:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_78ab1d9060e241f7867b3d8abfd1831e~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[When Organizations Reward Manipulation]]></title><description><![CDATA["The promise given was a necessity of the past; the word broken is a necessity of the present." — Niccolò Machiavelli, The Prince Manipulative personalities exist in every organization. Yet manipulative people alone rarely create dysfunctional cultures. More often, poorly designed organizational systems unintentionally reward manipulative behavior, and culture follows. The common assumption is that toxic cultures of manipulation are created by a few unethical leaders or difficult...]]></description><link>https://wix.organizationaltalent.com/post/when-organizations-reward-manipulation</link><guid isPermaLink="false">6a5e6e72fa1961e00432a4ea</guid><pubDate>Mon, 20 Jul 2026 04:00:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_1c7b3a7fecd044f6a4f863c89c4bf74f~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[How Organizations Quietly Sabotage Their Own Performance]]></title><description><![CDATA[During World War II, the U.S. Office of Strategic Services (OSS) produced the Simple Sabotage Field Manual, a guide for resistance movements seeking to disrupt enemy organizations from within. Its recommendations were intended to weaken decision-making, slow execution, and diminish organizational effectiveness. Now declassified, many of those recommendations sound eerily familiar to modern workplace challenges. Organizations rarely decline because of a single catastrophic decision. More...]]></description><link>https://wix.organizationaltalent.com/post/how-organizations-quietly-sabotage-their-own-performance</link><guid isPermaLink="false">6a4c337af7b480551f168804</guid><category><![CDATA[Leadership Behavior]]></category><pubDate>Mon, 06 Jul 2026 23:46:48 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_8b0802954fa84267af731a6de455caef~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[The Hidden Operational Cost of Distrust]]></title><description><![CDATA[It's rarely on the balance sheet. It is felt everywhere else. Amid increasing uncertainty, building trust is both more difficult and more important for executive leadership teams. Many organizations view trust as a part of their culture. In reality, trust is an operational necessity. When trust declines, decision-making slows, collaboration weakens, and resistance to change increases. Distrust introduces friction that slows decision-making, reduces information flow, and weakens alignment,...]]></description><link>https://wix.organizationaltalent.com/post/the-hidden-operational-cost-of-distrust</link><guid isPermaLink="false">6a271e86bcf454bfefdbeead</guid><category><![CDATA[Change Execution]]></category><pubDate>Mon, 08 Jun 2026 21:22:32 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_7ce6ad2c193e49d7bdfd70b2a067668d~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[How Leadership Self-Awareness Improves Financial Performance]]></title><description><![CDATA[The Hidden Cost of Leadership Blind Spots Whether you're the CEO or a frontline leader, financial performance is one important measure of effectiveness. Organizations rarely struggle because leaders lack good intentions. More often, they struggle because leadership teams operate with distorted self-perception while organizational systems suppress corrective feedback. As positional authority increases, candid feedback often decreases. Teams may begin managing executive reactions instead of...]]></description><link>https://wix.organizationaltalent.com/post/how-leadership-self-awareness-improves-the-bottom-line</link><guid isPermaLink="false">61db5871a272ad0016b1896b</guid><category><![CDATA[Leadership Behavior]]></category><category><![CDATA[Capability Readiness]]></category><category><![CDATA[Leadership Effectiveness]]></category><category><![CDATA[Performance Accountability]]></category><pubDate>Mon, 01 Jun 2026 13:17:58 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_7a661179aad244fa802227bb6c8ae15b~mv2.png/v1/fit/w_1000,h_768,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[When Pressure Clarifies Leadership: The Quiet Power of Community]]></title><description><![CDATA[Life is never meant to be done alone. There are moments that don’t just test us; they change our identity. Sometimes it's personal: the unexpected loss of a job, a health scare, a crisis at home. Sometimes it's professional: a board-level decision, layoffs, a major change initiative, a public failure. These moments change the air in the room with colleagues, friends, and family. They shift time. They make certain tasks feel heavier, and familiar meetings feel different. And in the middle of...]]></description><link>https://wix.organizationaltalent.com/post/when-pressure-clarifies-leadership-the-quiet-power-of-community</link><guid isPermaLink="false">6a0c75d38e0cce8d79c5a562</guid><category><![CDATA[Leadership Behavior]]></category><pubDate>Tue, 19 May 2026 16:31:36 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_c3734bc099ee47f6ada346aedfaa69bf~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[Words Shape What Organizations See, Decide, and Ultimately Become]]></title><description><![CDATA[Language does not simply describe reality. It shapes what is elevated, what is questioned, and what the organization ultimately acts upon. Communication is one of the most central functions of life. Like air, the words leaders speak can give life to a business. But words can also constrain and limit realities. When leaders consistently talk about what is wrong, they ignore what might be and limit what's possible. Fixing what is wrong is important, but considering the best of what is and what...]]></description><link>https://wix.organizationaltalent.com/post/words-shape-perceptions-and-results-in-the-workplace</link><guid isPermaLink="false">615b9219cdbff10016d024d2</guid><pubDate>Tue, 05 May 2026 00:37:44 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_2925a0b31d43482fbabfe829328c6fb4~mv2.png/v1/fit/w_1000,h_848,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[Why Organizational Empowerment Fails in Most Companies]]></title><description><![CDATA[Most organizations don’t lack empowered people; they lack systems that support them. Many leaders achieve their goals and even increase company revenue. But in a world of fast-paced change and complexity, businesses need empowered employees who will proactively engage in problem-solving, drive change, and take initiative to innovate. To create a competitive advantage, leaders need a committed team that can take charge. But, challenging the status quo often requires working against decision...]]></description><link>https://wix.organizationaltalent.com/post/how-to-empower-for-excellence</link><guid isPermaLink="false">61a65f275a1044001607d8b5</guid><category><![CDATA[Capability Readiness]]></category><category><![CDATA[Leadership Behavior]]></category><pubDate>Tue, 21 Apr 2026 20:05:02 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_9f6a88bac66e427a9d8bd16d260fdc69~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[Organizational Culture Change Is a Governance Outcome]]></title><description><![CDATA[Often, organizational culture problems are governance design failures in disguise. Organizational culture does not fail because leaders lack a desire for something better. It fails because the systems that govern decisions, incentives, and authority are allowed to drift. Over time, organizations default toward entropy, misalignment increases, decision quality erodes, and informal norms override the written strategy. Culture is a silent operating system determining what actually happens,...]]></description><link>https://wix.organizationaltalent.com/post/organizational-culture-change</link><guid isPermaLink="false">6060d71834330100150ec28e</guid><category><![CDATA[Change Execution]]></category><category><![CDATA[Culture Alignment]]></category><category><![CDATA[Talent Systems]]></category><pubDate>Mon, 13 Apr 2026 11:24:05 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_d8e62be3589740e7ab6e202db58a1732~mv2.png/v1/fit/w_1000,h_768,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[Accountability Isn’t About “Trying Harder”—It’s a System]]></title><description><![CDATA[Accountability failure is not a people issue—it is a system design failure where visibility, consequence, and ownership are inconsistently engineered across the organization.]]></description><link>https://wix.organizationaltalent.com/post/accountability-isn-t-about-trying-harder-it-s-a-system</link><guid isPermaLink="false">69d40e05d36a85c300c1546a</guid><category><![CDATA[Performance Accountability]]></category><pubDate>Mon, 06 Apr 2026 20:39:11 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_75db0002a45040fe8570ae1b1effd017~mv2.png/v1/fit/w_1000,h_768,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[The Decisions You Don’t Revisit Are Shaping Your Business]]></title><description><![CDATA[And influencing the way you lead, think, and show up every day What if your greatest risk is not the decisions you make, but the ones you never examine? Everyone is busy. Organizations are busy. Calendars are full. Decisions are made quickly. That pace is often necessary, but it creates a quiet tradeoff. Very little time is spent stepping back to understand what those decisions actually produced or why. This is where outcomes separate from moving ahead or falling behind. Leaders do not...]]></description><link>https://wix.organizationaltalent.com/post/how-to-use-reflection-to-bring-out-your-best-in-the-new-year</link><guid isPermaLink="false">63a21c74b8197c16fea9942e</guid><category><![CDATA[Leadership Behavior]]></category><category><![CDATA[Talent Systems]]></category><pubDate>Tue, 31 Mar 2026 02:56:01 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_b3db06f616bf459c8223862d92aae9af~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[The Paradox of Leadership Self-Sacrifice]]></title><description><![CDATA[Leadership requires more than authority. Explore how self-sacrifice builds trust, strengthens teams, and signals true commitment to mission.]]></description><link>https://wix.organizationaltalent.com/post/why-follow-when-you-can-lead</link><guid isPermaLink="false">629513358986970526aed264</guid><category><![CDATA[Leadership Behavior]]></category><category><![CDATA[Capability Readiness]]></category><pubDate>Tue, 24 Mar 2026 01:22:27 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_3b2748a8386d42eba09593eeda3bad5c~mv2.png/v1/fit/w_1000,h_768,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[A Pathway to Growth Amid Uncertainty]]></title><description><![CDATA[Uncertainty rarely reveals a motivation problem. It reveals whether the organization can absorb complexity without losing alignment, accountability, and execution control.]]></description><link>https://wix.organizationaltalent.com/post/a-pathway-to-growth-amid-uncertainty</link><guid isPermaLink="false">6057ff50189f55001554cfc4</guid><category><![CDATA[Change Execution]]></category><category><![CDATA[Talent Systems]]></category><category><![CDATA[Capability Readiness]]></category><category><![CDATA[Strategic Execution]]></category><category><![CDATA[Leadership Continuity]]></category><pubDate>Mon, 16 Mar 2026 16:28:04 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_84ab8f7fd5fa4872ae39c4988a28f09d~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[Say Goodbye to Strategic Planning? What’s Next?]]></title><description><![CDATA[When Strategic Planning Becomes Strategic Blindness Is it time for executives and teams to say goodbye to strategic planning? Strategic planning becomes a liability when it preserves confidence without improving organizational readiness. In many companies, the annual planning cycle no longer functions as a serious decision system. It functions as a ritual that updates language, reaffirms assumptions, and protects leadership from confronting the extent to which uncertainty now shapes the...]]></description><link>https://wix.organizationaltalent.com/post/say-goodbye-to-strategic-planning</link><guid isPermaLink="false">5fa97364b077120017760334</guid><category><![CDATA[Talent Systems]]></category><category><![CDATA[Strategic Execution]]></category><pubDate>Mon, 09 Mar 2026 16:16:11 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_924e55ecbadd4976a51c57c9d881e93d~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item><item><title><![CDATA[Understand Yourself Better. Lead Others Better.]]></title><description><![CDATA[Assumptions become plans. Plans become liabilities—unless they’re tested early. Most leadership risk enters the business quietly—through a confident “yes” that becomes budget, headcount, and timeline. Self-awareness matters because it determines how accurate that “yes” really is. Evidence suggests that poor-performing businesses have 20% more leaders with blind spots than high-performing businesses. Leaders don’t just make decisions; they make forecasts about capacity, tradeoffs, and...]]></description><link>https://wix.organizationaltalent.com/post/understanding-yourself-to-lead-others-better</link><guid isPermaLink="false">63fcb0520ea5374af9d659fe</guid><category><![CDATA[Leadership Behavior]]></category><category><![CDATA[Capability Readiness]]></category><pubDate>Mon, 02 Mar 2026 21:36:07 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/b8db5e_2b84ea8467904bd0951b918606b87915~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Dr. Jeff Doolittle</dc:creator></item></channel></rss>