Mid Level Leader

Belonging by design: How organizations build thriving cultures

Belonging is the invisible force that drives engagement, innovation, and retention—yet it remains one of the most underutilized, and often misunderstood, aspects of organizational culture. Imagine walking into a room where everyone is speaking a language you don’t understand—sharing stories, laughs, and references you can’t connect with. You feel invisible. Or worse, judged. Now imagine this isn’t a passing moment—it’s your everyday reality at work. The place where you’ve chosen to grow your career, contribute your talent, and build your future. Instead of feeling energized, you’re slowly eroded by the quiet, persistent weight of not fitting in. This is what the absence of belonging feels like. And it’s more than just discomfort—it’s a deep, psychological disconnect that drains confidence, suppresses contribution, and isolates people from the very teams they’re trying to support. Psychologists Roy Baumeister and Mark Leary call belonging a “pervasive human emotional need to be an accepted member of a group.” The data backs it up: when people feel a genuine sense of belonging, they’re more engaged, more resilient, and more likely to thrive—both inside and outside of work. On the flip side, the absence of belonging is more than a culture issue. It’s also a business problem—it leads to burnout, turnover, and underperformance. Belonging isn’t a “nice to have”—it’s a strategic imperative.It shapes how people show up, speak up, and stay. When leaders treat it as optional or intangible, they overlook one of the most powerful levers for driving performance, building trust, and cultivating culture

Preparing next-gen entertainment leaders for growth and change

Client need   After a period of rapid revenue expansion, a global leader in children’s toys and entertainment set its sights on an even bolder growth trajectory.  But the landscape was shifting. Rising volatility meant consumer trends were evolving faster than ever. New competitors—from traditional toy companies to tech-driven entertainment platforms—were redefining the market. In this faster, more complex environment, leadership approaches built for scale and efficiency were no longer enough on their own. Leaders would need to add new skills to their arsenals: adapting quickly, collaborating across divisions, and innovating while protecting the brand trust and cultural “secret sauce” that had fueled the company’s rise.  The executive team recognized the moment: future success depended on evolving leadership mindsets and capabilities to meet a new kind of challenge.  To help drive this shift, the company turned to BTS to co-create a leadership program that would inspire and enable leaders to embrace a growth mindset, adopt new behaviors, and empower their teams—all while preserving the strengths that made them a global leader.  Solution  To build the leadership capabilities needed for the future, BTS partnered closely with the client to understand the organization's evolving needs. Through in-depth interviews with leaders across the business, the teams uncovered a nuanced landscape:  Some long-tenured leaders were deeply rooted in traditional ways of working, making it harder to shift long-established habits.  Many newer leaders were energized by the opportunity for change and eager to accelerate new ways of collaborating and innovating.  Across the organization, there was growing recognition that future success would require building on the company’s strengths while adding new leadership skills—particularly around adaptability, cross-division collaboration, and innovation.  Working together, BTS and the client co-created a two-day, in-person leadership summit that blended experiential learning, team activities, and self-reflection. The experience helped leaders expand their ability to:  Lead with an enterprise-wide mindset  Influence across organizational boundaries  Empower others and avoid behaviors that unintentionally stifle growth  Foster a culture of open feedback and ownership  Model exceptional leadership in high-stakes moments  Make decisions that balance shareholder, customer, and employee needs  Collaborate across divisions to drive innovation  Central to the summit was a session titled “Embrace, Let Go, Preserve,” which guided leaders through a reflection on the company’s strengths, pinpointed behaviors hindering progress, and highlighted key shifts required for future success. Through this exercise, the group developed an “Embrace, Let Go, Preserve” master list—and a practical implementation plan to integrate the best of their traditional culture with modern, growth-oriented practices.  The summit also included a custom simulation, where leaders—working in diverse teams—competed by navigating complex, real-world scenarios and deciding on the best course of action. This gamified experience tested and strengthened their leadership capabilities. BTS facilitators provided real-time feedback, underscoring the key leadership behaviors needed for impact in critical moments.  Participants also explored the concepts from Liz Wiseman’s Multipliers, actively practicing behaviors that amplify individual and team potential. They developed personal action plans to integrate these behaviors into their roles and were paired with peer partners to help drive accountability and sustain momentum.  Results  The program achieved significant and far-reaching impact, with 95% of VPs and above, and 88% of Directors and Senior Directors completing the program. In post-program assessments, participants reflected on how the training had influenced their leadership style:  99% reported changing the way they lead.  73% said they had implemented all or most of their leadership action plans.  70% were actively sharing what they had learned with their teams.  In addition, improved employee engagement scores demonstrated that the shifts in leadership mindsets and behaviors were cascading through the organization. Employee feedback further underscored this impact:  92% agreed that “My manager treats people with respect.”  88% agreed that “My manager cares about me as a person.”  85% agreed that “My manager models our values.”  The success of this program has inspired the company to expand its reach, implementing a similar initiative for mid-level leaders and introducing an advanced offering to deepen the leadership capabilities of its VPs and Directors. This strategic investment in leadership development is not only positioning the company to navigate a rapidly changing market, but also ensuring it remains agile, responsive, and resilient. By strengthening leadership at all levels and building a robust pipeline of future-ready leaders, the organization is establishing the bench strength and foundational capabilities needed for sustained success in an ever-evolving business landscape. 

AI sales coaching boosts conversions 7% for wellness company

Client need A prominent health and wellness company was experiencing inconsistent conversion rates across its sales teams. Despite their recent investment in a new, robust sales playbook, the rollout fell short of expectations. Many sales reps struggled to adhere to the playbook’s best practices, resulting in missed opportunities and an overall decline in conversions. With an upcoming large-scale marketing campaign, the organization expected a surge in new leads. However, they knew that without alignment to the playbook, sales reps would continue to miss key conversion opportunities, effectively wasting precious leads. The company recognized the importance of having a clear, consistent sales approach to convert leads into loyal customers, especially with the anticipated spike in lead flow. This meant they needed a solution to overcome three key challenges: Playbook adherence: Sales reps needed to follow the playbook consistently, but they were often missing steps or struggling to integrate the new approach into their conversations. Actionable feedback: To improve, reps needed immediate, actionable insights into their performance. Without clear feedback, adherence to the playbook remained low, as reps lacked a structured way to course-correct. Managerial support: Sales managers were stretched thin, spending hours each week manually reviewing calls and trying to coach reps on playbook adherence. They needed a way to identify team members who required the most help and offer them targeted coaching based on real data. With these needs identified, the company sought a partner who could not only provide a technical solution but also understood the nuances of sales behavior. That’s when they turned to BTS. Solution BTS introduced Verity, an AI-driven sales coaching tool, designed to enhance the company’s sales processes by driving playbook adherence and offering real-time, data-backed insights. Verity was customized to align seamlessly with the company’s unique sales goals and processes, effectively bridging the gap between strategy and execution. Here’s how Verity transformed the company’s approach to sales: Integrated sales playbook: Verity didn’t just digitize the playbook; it embedded its core principles into every sales interaction. By doing so, Verity reinforced the intended sales behaviors, turning each sales call into a training opportunity that helped reps internalize the playbook’s methodology over time. Automated call scoring with Zoom integration: With Verity integrated directly into Zoom, every sales call was automatically recorded and analyzed. Verity scored each call objectively based on adherence to the playbook’s guidelines. By removing human bias, Verity provided the company with a clear, consistent picture of who was following the playbook and who wasn’t, allowing leaders to track adherence at a glance. Real-time, actionable feedback: After each call, Verity offered immediate feedback tailored to the rep’s performance. This feedback included specific examples of what went well and highlighted areas for improvement, making it easier for reps to correct their approach on the next call. This real-time coaching helped sales reps adopt best practices faster than they would have through traditional methods. Customized weekly coaching reports for managers: Rather than spending hours manually reviewing calls, sales managers received Verity’s weekly coaching reports, which provided a detailed breakdown of each rep’s strengths and areas for improvement. With this data, managers could spend their time more effectively, focusing on the reps who needed the most help and delivering highly targeted coaching that addressed specific skills gaps. By tailoring coaching based on data-driven insights, managers were able to drive performance improvements across their teams. Leadership dashboards for strategic oversight: Verity’s leadership dashboards provided a comprehensive view of the entire sales team’s performance, allowing senior leaders to monitor adherence trends over time, identify potential roadblocks, and allocate resources to support teams where needed. With these insights, leaders could ensure that sales practices were consistently aligned with the company’s overall growth strategy, setting the stage for sustainable success. Results After just 90 days, the impact of BTS Verity was clear. The company saw a transformation in both sales rep behavior and conversion outcomes: 39% increase in playbook adherence: Sales reps were consistently following the playbook, leading to a more uniform sales approach and improved customer experiences. 7% increase in conversion rates: With better adherence, the company saw a meaningful uptick in conversions. More leads were moving through the funnel, ultimately converting to paying customers, capturing previously missed opportunities. 26 hours saved per manager per month: By automating call scoring and providing data-driven coaching reports, Verity saved managers time, allowing them to focus on higher-value activities, such as strategic coaching and team development. With Verity, the company’s sales teams gained the support they needed to consistently execute the sales playbook, ensuring that every sales call adhered to the proven strategies that drive results. This structured approach not only improved sales performance but also enhanced the company’s readiness for future marketing campaigns, as leaders could now be confident that the increased lead flow would be handled with precision and consistency. Conclusion The implementation of BTS Verity marked a pivotal moment for the company. By embedding AI-driven coaching into the sales process, BTS empowered sales reps and managers alike to deliver a consistent, high-quality sales experience. With measurable results—such as increased conversions and time savings—BTS Verity proved to be a vital tool in transforming the company’s approach to sales and setting the foundation for long-term growth. Moving forward, the company is well-equipped to leverage its newfound sales efficiency and capitalize on future growth opportunities.  

How future-back thinking turns uncertainty into strategy 

In late 2023, we set out to answer a question we kept hearing from clients: How do you prepare for what’s next—when “next” keeps changing? That question has only become more urgent in 2025. Today’s leaders are navigating rapid shifts—from AI’s integration into nearly every role to volatile markets and a growing disconnect between employee expectations and organizational readiness. Planning feels harder than ever—because the future keeps accelerating while our tools and assumptions stay anchored in the past. Too often, strategic planning is built on outdated logic: start with what’s already in motion, layer on incremental improvements, and forecast trends forward. But in today’s environment, that approach isn’t just ineffective—it’s risky. It reinforces legacy thinking. It prioritizes what’s easy over what’s essential. And it creates strategies built for a version of the world that no longer exists. That’s why we took a different approach. We gathered a team of I/O psychologists, academics, and senior talent leaders—not to react to trends, but to reimagine what the future of talent, leadership, and learning might truly demand. To guide the process, we used a method we often apply with clients: future-back thinking. What is future-back thinking? Future-back thinking flips traditional strategy. Rather than starting with today’s constraints, it begins with a bold vision of future success—and works backward to define what it will take to get there. This approach helped us look past short-term pressures and surface deeper signals. It made the future feel more actionable—and more human. It also reminded us why innovation is so rare: Most organizations are wired to protect what’s familiar. We prioritize feasibility, optimize what exists, and assume continuity. In uncertain times, we tweak around the edges instead of reimagining what’s possible. Future-back thinking breaks that cycle. It turns ambiguity into alignment—and strategy into design. It starts with a better question: What will the future demand—and what will we wish we’d done sooner? Because it’s not about being right. It’s about being ready. Five bold predictions—and how they became reality When we applied future-back thinking to the future of talent and learning, five provocative themes emerged. Each was grounded in signals we were already starting to see—but at the time, they felt ambitious. We captured them in our original blog, Navigating the New Dawn of Talent Strategy—a look at what might shape how organizations attract, develop, and lead talent over the next 3–5 years. Now, just two years later, those signals have become strategy. Here’s how the predictions stack up against today’s reality: Skills × jobs (the remix) Then: We predicted that rigid job architectures would give way to more fluid, capability-based models—ones that reflect how people actually grow and how business needs evolve. Now: That shift is well underway. Many organizations have begun redesigning roles around transferable skills and capabilities, creating more dynamic paths for growth, mobility, and performance. AI-powered learning Then: We anticipated GenAI would unlock personalized, real-time learning at scale, integrated into the flow of work. Now: GenAI is now embedded in many organizations’ learning ecosystems—powering smart coaching, adaptive learning paths, and knowledge retrieval in the flow of work. Diversity as differentiation Then: We forecasted a shift from DEI as a compliance mandate to DEI as a core driver of innovation, adaptability, and growth. Now: High-performing organizations are building cognitive and cultural diversity into teams, treating it as a strategic advantage—not a checkbox. AI as a leadership partner Then: We imagined a future where AI would augment—not replace—leaders, supporting better decisions, planning, and communication. Now: That’s exactly what’s happening. Leaders are using AI to model scenarios, synthesize insights, and communicate with more speed and clarity. Decentralized, human-centric leadership Then: We projected leadership would decentralize, moving closer to the front line and defined by mindset more than title. Now: Leading organizations are scaling leadership behaviors across levels and embedding psychological safety, inclusion, and empowerment into day-to-day work. These predictions weren’t about chasing trends. They were about imagining what the future might require—and preparing for it before it arrived. That’s the power of future-back thinking: it doesn’t just forecast change. It helps leaders design for it. Start thinking differently now Most strategic plans start by looking around—at what exists, what’s already in motion, what feels feasible. But the brain doesn’t just collect data. It builds habits. It channels information into familiar paths. And it reinforces what it already knows. That’s good for speed. But bad for imagination. Future-back thinking challenges that. It deliberately disrupts those neural paths. Instead of adjusting today’s structures, it starts at the endpoint: a bold future state. Then it reverse-engineers the shifts required to get there. This shift—from refining the familiar to reimagining what’s possible—is what organizations need now. Here are three provocations to help you start: What assumptions are we treating as facts? The most dangerous limits are the ones we no longer see. What would someone from a completely different world do? (A customer, a child, Beyoncé?) Try role-storming to unlock new angles. What if we had no legacy systems to maintain—what would we build from scratch? Imagine a blank slate. These questions aren’t just creative warm-ups. They help you unstick your strategy from old grooves—and build what’s essential. Because in a world that’s constantly changing, the biggest risk isn’t getting it wrong. It’s staying stuck. How BTS helps leaders and teams think beyond today Our brains—even at their most capable—get stuck in "rivers of thinking," defaulting to what feels safe instead of what the future demands. At BTS, we help organizations break that cycle. Future-back thinking is more than a framework—it’s a provocation. A way to disrupt habitual planning, reframe challenges, and design from a place of possibility. We work with leaders and teams to: Break from old patterns by surfacing the assumptions quietly guiding decisions Align around vivid, future-state scenarios that challenge status quo thinking Role-storm bold ideas into strategic options that unlock creativity Simulate future decisions to build confidence and agility Build the mindsets and capabilities your strategy requires Because the real risk isn’t change. It’s standing still. Too often, organizations invest time and energy planning for a version of the world that no longer exists. They reinforce legacy mindsets. Delay bold moves. And miss the moment. Future-back thinking offers a way out. It gives leaders a structured way to reimagine what’s possible, align teams around the future, and start building toward it—now. 🔗 Let’s build what’s next—together. Learn how we help organizations prepare for the future.

AI is new—but the playbook isn’t: Lessons from the last seismic shift in sales

Every now and then, a wave of disruption comes along that doesn’t just change how business gets done—it redefines the competitive landscape entirely. For sales organizations today, that wave is artificial intelligence. AI is already transforming the way customers discover, evaluate, and engage with brands. It’s influencing how sellers interact with buyers, how leaders allocate resources, and how companies build their go-to-market (GTM) strategies. And yet—despite its accelerating impact—many organizations are reacting like it’s a curiosity. A useful new tool. Something to keep an eye on. But we’ve been here before. This isn’t a brand-new story. It’s a sequel. In the early 2000s, eCommerce entered the scene. Most brands treated it like an experiment—a digital side hustle to support their brick-and-mortar core. The assumptions were: Customers will mostly still shop in-store. Online sales might grow, but not enough to upend our model. There’s time. And then? Amazon scaled. Shopify democratized. Mobile-first experiences changed consumer expectations almost overnight. Suddenly, the store wasn’t the primary channel—the screen was. Brands that treated eCommerce as “just a tool” didn’t just lose market share. Some lost relevance entirely. We’re seeing the same signals today with AI. Like eCommerce in its early days, AI is being mischaracterized as incremental. Leaders are thinking in point solutions—an AI assistant here, a smarter dashboard there—when the shift is system-wide. The danger is in treating AI like a feature, when in reality, it’s a forcing function. It’s not just about what you sell—it’s about how your entire commercial engine works. Sales teams are already at the center of the shift Sales organizations sit on the front lines of this transformation. They’re already seeing how AI can: Accelerate pipeline generation Sharpen targeting and forecasting Personalize engagement at scale But while many are experimenting, few are reorganizing their GTM strategies around the new reality. This is where forward-thinking leaders are getting ahead: They’re moving from enablement to reinvention. They’re embedding AI not as a feature, but as a capability that reshapes how teams compete and grow. The Real Impact Comes from Connection, Not Addition We’re seeing this play out in real time. The most effective sales transformations are happening not through standalone capability building, but through integrated change. As Jason Davis puts it, “The most valuable transformations aren’t about adding new capabilities in isolation—they happen when capability building is tied directly to go-to-market methodology and initiative execution.” Said another way: It’s not about piling on new technologies—it’s about weaving AI into the core of how your commercial engine operates. When AI is embedded into the systems and processes that already drive performance—target setting, customer engagement, deal qualification, seller coaching—it becomes a force multiplier. It enables organizations to execute smarter, faster, and more consistently across the board. Start small, learn fast, move forward You don’t need to overhaul everything at once. Just like the eCommerce shift didn’t happen in a quarter, becoming an AI-enabled sales org is a journey. But it’s one that starts with momentum. Teams that thrived during the last disruption didn’t wait for perfect clarity: They ran pilots. They iterated fast. They learned faster. That same mindset applies today. Start by identifying friction points in your GTM system: Where could AI create lift? Where can you test, learn, and adapt? In this phase, momentum matters more than perfection. The speed at which you learn and change will be a critical differentiator. The Cost of Inaction Is Real As AI becomes the new baseline for high-performance sales organizations, the cost of doing nothing will compound quickly. Teams that delay risk being left behind—not just by their competitors, but by their customers, whose expectations are already shifting. Buyers are already experiencing what AI can deliver: greater personalization, faster responsiveness, and more intelligent solutions. Organizations that don’t evolve in parallel will increasingly feel out of step with the market. Sales leaders who recognize this shift early—and who take deliberate steps to reimagine their GTM strategies through an AI lens—will stay competitive, and they’ll help define what great looks like in the next era of commercial excellence.

Leadership Insights Exchange

We’ll also be introducing provocative future-state thinking from BTS and our clients around: Learning Transfer Evaluation Models: Move beyond Kirkpatrick to evaluate how learning actually shifts behavior. Learning Analytics: How learner interaction data can inform more tailored program design. Digital Ethnography: Using tech-enabled qualitative methods to dive deeper into leadership habits and culture. Data Transparency: What happens when we share real-time feedback data with learners to enhance motivation and ownership? This session is not just about exploring current best practices – but about testing and shaping what’s next in leadership insights strategies, impact metrics, and data-enabled learning.

RGM as a growth engine in the snack industry

Client need The snack industry is undergoing a profound shift. Changing consumer preferences, increased focus on sustainability, and the dominance of digital engagement are transforming how brands operate. For a leading multinational snack company, incremental adjustments were no longer sufficient. They needed a bold, strategic transformation in how Revenue Growth Management (RGM) was deployed across the organization to stay competitive in this evolving landscape.  The company recognized that to grow sustainably, they needed to equip their teams with the skills to drive stronger insights and greater agility. It wasn’t just about optimizing operations—it was about empowering employees to make data-driven decisions that would:  Manage a diverse product portfolio effectively  Expand market share while driving net revenue and profitability  Broaden their consumer base without compromising relationships with existing consumers  This upskilling initiative would align their workforce with both immediate market shifts and long-term growth objectives.  Solution The organization partnered with BTS to design a comprehensive program aimed at building Revenue Growth Management competencies and aligning team members with the company's new RGM strategy and execution. This long-term investment focused on equipping employees at all levels with the skills needed to navigate a complex and competitive market.  The program consisted of three levels of courses, with each level tailored to the participants’ roles within the company. These levels ranged from foundational RGM concepts to specialized, hands-on learning experiences:   Level 1 and Level 2 courses included:  A simulated university setting that immersed participants in interactive, high-fidelity storytelling and real-world business narratives.  Two self-paced modules where leaders engaged with real-world shopper scenarios, reinforcing their understanding of smart pricing, price pack architecture, investment optimization and budget allocation by customer.  Practical lessons on managing product portfolios and maximizing profitability, designed to connect employees' day-to-day roles with broader organizational objectives.   Level 3 advanced certification for senior leaders involved a deeper level of mastery through a two-day simulated experience:  Participants completed pre-work, incorporating research data and strategic insights from the first two levels.  Teams developed fictitious business plans in a controlled, risk-free environment, allowing them to apply new skills and test strategies in real time.  Leaders built a strategic PPA to foster long-term RGM thinking.  A final application assessment judged by a panel of facilitators, evaluating the participants' ability to drive desired business outcomes.  The Level 1 and 2 courses were delivered virtually via Workday, enabling the project team to track key metrics and engagement in real time. The Level 3 course was delivered in person at a global summit. To ensure maximum impact, local market leaders played an active role in tailoring communication and engagement plans, targeting regional business units effectively.  Results The impact of the Level 1 and 2 programs were immediate and measurable. Just two weeks after completing their courses, participants were tested on their learning, and nearly all of them met or exceeded the certification threshold:  4,000 leaders completed the entry-level training by April 2024.  74% of participants earned their certification with a passing score of 80% or higher.  The program achieved a 98.5% average pass rate, with the remaining 25% representing those still in the process of completing their certification.  Participants who completed the program reported:  Greater confidence in applying their financial skills to optimize decision-making and support the company’s growth objectives.  Enhanced ability to contribute to both organizational success and their own professional development.  The advanced-level training for executive leaders is currently underway, featuring a two-day simulated experience designed to further embed Revenue Growth Management capabilities at the highest levels of the organization. Through this upskilling initiative, the company is building a more agile, financially savvy workforce ready to meet the challenges of a rapidly changing industry and sustain long-term growth. 

Feedback that fuels: A framework to help leaders shift from critique to connection 

Feedback is one of the most powerful tools a leader has, shaping both individual and organizational culture. Yet, despite its value, it’s often met with apprehension—seen as judgment rather than an opportunity. Instead of fueling growth, it can create tension, leaving recipients feeling exposed and defensive. This reaction is natural. Feedback touches on identity, competence, and self-worth. When framed as a verdict rather than an insight, it sparks defensiveness instead of openness. But what if feedback wasn’t about judgment? What if it was a tool for gathering better data—both for the recipient and the leader? When leaders make feedback a habit, not a performance review, they gain sharper insights, model continuous improvement, and create a culture where learning thrives. The shift from evaluation to empowerment turns feedback into fuel for growth. And at the heart of this shift? Curiosity. Leading in a MESSY world: Why feedback matters more than ever Leaders today operate in constant disruption and complexity. They must move beyond assumptions and seek new perspectives. At BTS, we call this operating in a MESSY world: Making sense of the broader ecosystem Establishing emotional connections to build trust Seizing momentum to stay ahead Sensing the future amid uncertainty Yielding ego to create space for others to grow Feedback is critical in helping leaders navigate these challenges. It’s not just a tool for correction but a catalyst for innovation and collaboration. But without structure, feedback can fall flat. That’s where the AFIRM Model comes in. Reframing feedback: From evaluation to exploration Great feedback moves beyond transaction into mutual discovery. When leaders model effective feedback, they foster deeper connections and unlock insights that drive performance. Curiosity plays a crucial role in this transformation. When leaders approach feedback with genuine curiosity—asking open-ended questions and actively listening—they shift conversations from critique to shared learning. Curiosity also provides leaders with better data on how they show up, helping them refine their approach and model the kind of feedback culture they want to create. Balancing feedback with efficiency is essential. The AFIRM Model provides a structured approach that makes feedback actionable and constructive while keeping curiosity at the center. Structure feedback for impact with the AFIRM model AFIRM enables structured yet flexible conversations—ensuring feedback drives results. It provides a roadmap for leaders to create meaningful, productive discussions that foster growth and accountability. Here’s how it works: A – Agenda Set clear intentions. Define the purpose and desired outcomes upfront. A prepared conversation leads to honest, productive dialogue and signals that feedback is a shared responsibility rather than a one-sided critique. F – Facts, Observations, Evidence Keep it objective. Base feedback on data and observations to minimize bias. Stay neutral and constructive. Providing fact-based feedback ensures conversations remain focused and prevents emotional reactions that derail progress. Curiosity fosters deeper dialogue—ask questions, seek perspectives, and pave the way for growth. Instead of assuming why something happened, ask “What led to this?” or “What challenges were you facing?” to create space for honest reflection. I – Impact Clarify effects. Who was affected? What were the consequences? Centering feedback on impact builds trust and accountability. Highlighting the broader implications helps individuals understand why feedback matters and how their actions contribute to team success. R – Request Co-create a path forward. Define actionable, SMART next steps (Specific, Measurable, Achievable, Realistic, Time-bound). Encourage collaboration by asking, “How do you think we can move forward?” or “What support do you need?” Keeping the dialogue open ensures accountability while fostering autonomy. M – Mutuality Feedback is a partnership. Success requires shared ownership and commitment to growth. A strong feedback culture thrives when both parties see feedback as a two-way street—leaders should also invite input on how they can better support and enable success. Take time to ask, “What feedback do you have for me?” to reinforce that feedback is a mutual learning process. Creating feedback-driven growth Imagine an organization where feedback fuels engagement and connection. When framed as a tool for growth rather than judgment, conversations shift from evaluation to exploration. Everyone is on the same team, with the same goals. Great leaders don’t just give feedback—they seek it, reflect on it, and use it to sharpen their approach. By modeling curiosity and making feedback a daily habit, they foster a culture where feedback is normal, constructive, and empowering. Feedback isn’t about fixing. It’s about discovering what’s possible. By approaching it as a shared learning opportunity, we move from judgment to collaboration, growth, and transformation. What’s one question you could ask today to spark a meaningful feedback conversation?

Come liberare l’intelligenza delle persone attraverso il mindset Multiplier

In un momento storico in cui alle organizzazioni è richiesto di ottenere risultati sempre maggiori con le risorse a disposizione, una domanda diventa centrale: perché diamo il meglio di noi con certi leader e molto meno con altri? Il workshop si basa sulle ricerche di Liz Wiseman e sull’approccio Multiplier, che aiuta i leader a liberare e valorizzare il pieno potenziale delle persone. Scopriremo cosa fanno i leader Multiplier per supportare gli altri a pensare in grande, prendere decisioni e dare il meglio di sé. E capiremo come evitare quei comportamenti, spesso inconsapevoli, tipici dei Diminisher che riducono l’energia e la partecipazione di chi lavora con loro. Attraverso una simulazione coinvolgente, momenti di confronto e spunti pratici, avrete l’opportunità di riconoscere i vostri trigger e sperimentare strategie di leadership che moltiplicano l’intelligenza collettiva e alimentano una cultura della crescita. Non si tratta solo di conoscere un nuovo approccio, ma di vivere un’esperienza concreta per riflettere sul proprio stile di leadership, confrontarsi con colleghi di altre organizzazioni e tornare in azienda con idee nuove e subito applicabili.

AI in Action: Your Strategic Enabler

AI is no longer just a buzzword — it’s a critical enabler of strategy execution. Yet, many organizations face the challenge of translating ambition into action and bridging the gap. The question is: how will your organization rise to the challenge? Are your teams equipped to seamlessly embed AI into your strategy? Do they understand how AI can drive measurable outcomes and turn untapped potential into competitive advantage? At BTS, we’ve helped organizations globally activate AI strategies — not as a tech initiative, but as a human-centered transformation. We’re thrilled to launch three sessions exploring how AI can drive growth and innovation for your organization. Join us and discover transformative strategies tailored to your needs—register now to secure your spot!

Thriving through change: How HR leaders can build a future-ready workforce

Developing Your Personal Leadership

BTS focuses on the people side of strategy, and as part of our mission, we work with organizations all over the world to develop leaders in almost every industry. Along with our nonprofit practice BTS Spark, we are happy to host our next day of professional learning for leaders of nonprofits and educational institutions. Last year’s event was a full house, and we are excited to offer it again this year. Space is limited to 24 attendees and 1-2 leaders per organization.   This is a free in-person event for nonprofit and education leaders, with all professional learning, venue, and coaching being provided free of charge. Along with you there will be other nonprofit leaders, giving you the opportunity to learn, liaise, and network with others in the field.   The day will focus on how your leadership capabilities can boost – or curtail – your influence. Explore your leadership strengths and showcase ways to grow and develop these skills. Our framework of 33 leadership capabilities stems from research we compiled and are framed by the four domains of Relate, Be, Think, and Inspire. Our work focuses on the human, transformational side of leadership.   Learn more about our nonprofit initiatives with BTS Spark!