Strategic thinking has evolved from a concept predominantly based on analysis, closely integrated with strategic planning, to a broader mindset, yet it remains strongly 'head based'. The aim of this paper is to explore a context where a broader, more holistic perspective exists, focused on the connection of small-and mediumsized environmental organizations with the natural world, why and how this relationship influences strategic thinking and how it enables organizations to leverage limited resources. The research methodology reflects the rationale that a holistic perspective of strategic thinking is best understood by adopting an interpretivist research philosophy, using an inductive, ethnographic approach, focused on interpreting deep, rich layers of meaning within participant data to inform new theory and existing practice.The triangulated multi-method approach, within an embedded case study setting, comprised 38 individual interviews and 4 workshops (group interviews, participant observation) drawn from 29 organizations across the United Kingdom. The findings indicate that the strategic thinking process is emergent, complex, interconnected, informal and is embedded within pivotal places alongside governance, strategic planning and other key processes. Participants are driven by a strong embodied personal connection with nature, extending well beyond the cognitive dimension (mind) to a diverse range of sensibilities (heart, body and spirit) and share an experiential process of connection that binds them together as purpose-and value-driven organizations.The implication is that a connection to nature underpins all aspects of the strategic processes within participant organizations and is fundamentally important to decision-making at all levels, both strategic and implementational.