On-demand

The not-so-secret accelerator for leaders to navigate change

Event details

Virtual

30 minutes

Change is inevitable.

Yet for many senior leaders, navigating disruption feels like chasing a moving target. Market shifts, evolving business models, and organizational pivots can unravel even the most well-planned strategies, leaving leaders overwhelmed and under pressure.

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At BTS, we’ve coached thousands of senior leaders through high stakes disruptions—whether adapting to new roles and expectations, strategic shifts, or mergers and acquisitions. We have found that there are proven interventions and approaches that senior leaders can employ, leveraging the power of 1:1 executive coaching, that are tied directly to achieving bottom line results and the kind of leader progress that can sometimes feel impossible. The irony is that while most organizations are implementing executive coaching in some form, many are missing the opportunity to tap into these strategies, leaving value – and potential leadership impact – untapped and under deployed.

Join us to uncover what makes change so challenging for senior leaders, how executive coaching can increase the success of change initiatives and why it’s the untapped accelerator you need.

In this 30 minute webinar, we’ll explore

  • Why is change so challenging for senior leaders, even those who have seen it all?
  • What kinds of changes hit senior leaders, their businesses and their bottom line results the hardest?
  • What strategies and interventions can senior leaders take to break through the chaos and drive effective adoption and execution of change initiatives within their organizations?

Who should attend

This event is best suited for Senior Executives, Chief Learning and Talent Officers and their teams, HR Expertise team members, HR Business Partners, Business and People Leaders, including Heads of Business Units and intact teams. And for anyone interested in thinking critically about change and disruption and/or strategically about executive coaching.

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