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Strategic thinking is a highly complex cognitive process that is intended to guide actions behaviors, decisions, and planning by taking a holistic view of the internal and external environment. Leaders today are increasingly challenged by the complexity and dynamic nature of the environment coupled with the uncertainty and ambiguity with which they need to effectively operate. Often, under these conditions, the tactical demands of day-to-day activities can represent obstacles or constraints to effective strategic thinking. A phenomenological study of leaders in a volatile, uncertain, complex, and ambiguous (VUCA) environment was conducted to understand their experiences in terms of what is happening and how it is occurring, as well as to investigate the triggers for strategic thinking, what strategic questions are being asked, and how insights are formed. This research identified four key themes and 12 aspects of the experience of strategic thinking in the context of a VUCA environment.