CEO succession: Avoiding the unanticipated Domino Effect

Day 42: A newly hired Group Strategy Director is still at her desk at 9:00 p.m. She was brought in to lead a major transformation - one that’s been discussed for months but never clearly defined. She was hired because she’s capable, and there’s often an unspoken belief that capable leaders should just “get it” and move.

Her inbox is overflowing. Priorities keep shifting. Her peers are polite but distant - unclear on her mandate, protective of their turf, and too busy to engage deeply. Conversations stay surface-level.

She’s been invited in - but not set up to succeed.

It’s a common story: a strong leader, dropped into a high-stakes role without the clarity, structure, or support to land well.

Whether new to the company or stepping into a bigger role, many executives spend their critical first months navigating complexity alone - while being expected to deliver from day one.

Research has held steady for years: around 40% of leadership transitions fail within 18 months when the right support isn’t in place.

Too often, companies focus on choosing the right person - then overlook what it takes to truly integrate them. Without structured, human-centered support, even the most capable leaders struggle to succeed.

Why this matters more now

Transitions have always been high-stakes moments. But in today’s climate, the pressure is rising and the timelines are shrinking.

Leaders are stepping in during disruption - not stability.

Most aren’t inheriting status quo - they’re hired to fix or accelerate something.

Hybrid work delays trust-building and blurs cultural cues.

Visibility is high. Expectations form early and often.

In short: less room for error. More risk when it goes wrong.

Different paths. Same risks.

It’s tempting to think internal promotions are easier. But each path comes with invisible traps:

External hires lack historical context and relationships yet are expected to drive change.

Internal promotions bring familiarity but struggle to reset relationships and lead differently.

In both cases, leaders are often left navigating ambiguity alone once onboarding ends.

What’s missing

Most organizations do onboarding. Few do transitions. And that’s where things break down.

What’s often overlooked:

 
• A clear and aligned mandate
 
• Shared definitions of success across key stakeholders
 
• Insight into unspoken cultural and political dynamics
 
• Active sponsorship from the manager
 
• A longer runway to build trust and momentum
 
• Board-level clarity and engagement for senior roles

The result? Leaders are under pressure to perform - while still finding their footing.

The quiet rejection

Leaders are often hired to shift the system. But once inside, they encounter subtle resistance:

• Their pace feels too fast.
 
• Their questions challenge norms.
 
• Their style doesn’t match unspoken rules.

Suddenly, trust is withheld. Expectations shift. Peers disengage - but don’t say why. The very qualities that got them hired now work against them. Confidence erodes. Performance stalls. And promising transitions quietly derail.

This isn’t just an onboarding issue. It’s a readiness issue - on both sides.

The cost of getting it wrong

A failed executive transition doesn’t just impact the individual - it ripples across the organization. It stalls momentum, fractures teams, delays results, and undermines trust in leadership.

It’s also expensive. Between lost productivity, re-recruitment, and missed goals, the cost can easily reach several times the leader’s salary.

When transitions go off course, it’s not just a talent issue - it’s a business one.

What needs to change

Organizations that get transitions right do five things well:

1. Treat transitions as enterprise critical. Ask: What’s at stake beyond this one role?
 
2. Define success together. Ask: Are expectations aligned across leader, manager, and stakeholders?
 
3. Equip the manager to lead the transition. Ask: Are they prepared to sponsor - not just evaluate?
 
4. Provide real support - not just warm welcomes. Ask: Have we created space for the leader to reflect, adapt, and build capability?
 
5. Extend support beyond day 90. Ask: What happens after the honeymoon ends?

‍

The gray zone

Most leadership transitions don’t fail during onboarding - they stall in the murky middle. That stretch between onboarding and full performance. Too late for checklists, too early for formal reviews, and too often overlooked.

This is when the leader is highly visible but still gaining footing. The system assumes they’re up and running. But what they actually need is time to reflect, context to navigate, and support to show up differently.

Without that space, small misalignments become big ones. First impressions stick. And promising transitions quietly derail - not because the leader isn’t capable, but because they’re left to navigate complexity alone.

This “gray zone” isn’t anyone’s job to manage - and that’s the problem.

The role of transition coaching

Transition coaching provides a confidential, strategic space to:

• Navigate unspoken dynamics
 
• Build confidence and clarity
 
• Reflect and recalibrate in real time

As Greg Smith, CEO of Teradyne, put it:

“We’re investing in executive coaching because we want our senior leaders to lead with confidence from day one—not figure it out by month six.”

And the research backs it up. Coaching accelerates traction, strengthens alignment, and improves long-term performance.

But it only works when paired with system-level readiness: aligned stakeholders, engaged managers, and a clear plan for integration.

Final thought

Transitions aren’t just about setting a leader up to succeed. They’re a mirror for whether your organization is ready to evolve.

Because every new leader brings change - and every transition is a test of how well your system absorbs it.

If you’re hiring or promoting this year, the question isn’t just “is this the right person?”

It’s “are we ready to change with them?”

BTS helps leaders - and the systems around them - thrive through transition. Let’s talk.

Sources

 
1. McKinsey & Company (2023), Leadership Transitions: Making the Move from Operational to Strategic
 
2. Harvard Business Review (Ciampa & Watkins, 1999), Right From the Start
 
3. CEB/Gartner Executive Research (2016), Why Successful Executives Fail
 
4. DDI Global Leadership Forecast (2021), Assessing the Risks in Leadership Transitions
 
5. McGill, P., Clarke, P., & Sheffield, D. (2019). From “blind elation” to “oh my goodness, what have I gotten into”: Exploring the experience of executive coaching during leadership transitions into C-suite roles. International Journal of Evidence Based Coaching and Mentoring. Oxford Brookes University.
 
6. Greg Smith, CEO of Teradyne, as quoted in BTS webinar (2025)
 
7. International Coaching Federation (ICF, 2021), The Value of Coaching in Leadership Transitions

In a world where transformation often feels complex and distant, real progress is often sparked at the community level, through leaders who create change from within.

In Senegal, a partnership between BTS Spark and Tostan, a nonprofit dedicated to community-led development across Africa, is bringing this idea to life. It’s a reminder that sustainable leadership isn’t built by imposing new systems. It grows when people are equipped to lead themselves.

A ground-up approach to lasting change

Since 1991, Tostan—whose name means "breakthrough" in Wolof—has partnered with rural African communities to advance human rights, health, literacy, and economic development. Its Community Empowerment Program (CEP) weaves together practical knowledge and human rights education, enabling communities to define and pursue their own visions of progress.

Across eight countries and more than five million lives, Tostan’s approach has led to deep-rooted changes, including the voluntary abandonment of harmful traditional practices. Not by directive, but by choice.

It’s an approach that shows leadership capacity isn’t something to be delivered from outside. It’s something to be nurtured from within.

Meeting communities where they are

In 2024, BTS Spark deepened its collaboration with Tostan through an in-person leadership workshop, led by a BTS Spark consultant, following a year of virtual engagement.

The visit coincided with a leadership transition at the executive level—a pivotal moment requiring clarity, continuity, and resilience. Through targeted coaching and workshops, BTS Spark worked alongside Tostan’s leaders to support the transition and strengthen leadership capacity at every level of the organization.

The focus wasn’t on delivering a model. It was on listening, amplifying existing strengths, and equipping leaders to navigate complexity with confidence.

Practical tools for complex challenges

As part of the ongoing collaboration, BTS Spark also provided custom-designed micro-simulations focused on sectors vital to community sustainability: climate resilience, microfinance, and agriculture.

These micro-sims offer leaders a chance to engage with real-world decision-making challenges in a safe, practical environment—an approach that mirrors how leadership development increasingly happens: not through theory alone, but through repeated, real-world application.

It’s a reminder that growth is rarely linear. It’s built through practice, reflection, and adaptation over time.

Building leadership that endures

The work between BTS Spark and Tostan reflects a broader truth:

Leadership isn’t confined to titles, industries, or regions. It emerges where people are given the tools, trust, and space to act.

Sustainable change, whether in communities or organizations, happens when leadership capacity is strengthened closest to where challenges are lived every day.

The partnership also highlights the power of investing in local capability: focusing on what’s already working, building resilience from within, and preparing leaders not just to meet today’s challenges, but to shape tomorrow’s opportunities.

Moving forward: Scaling with purpose

The work in Senegal is continuing to evolve. BTS Spark and Tostan are exploring ways to extend leadership development to more communities, deepen their impact, and continue supporting transformation through shared expertise and partnership.

It’s a model rooted in respect, collaboration, and the belief that leadership is most powerful when it reflects the realities and aspirations of the people closest to the work.

A talent leader’s guide to critical role planning

To thrive amid massive changes from economic upheavals to AI transformation, today’s organizations must be able to adapt, recover, and grow stronger in the face of adversity – they must build resilience.

What truly makes an organization resilient? It’s not just strategic plans or operational efficiency; fundamentally, it’s about people. Resilient organizations are those that recognize the critical roles within their teams, nurture talent, and create a culture where adaptability and innovation are the norms.

At the recent Society for Industrial and Organizational Psychology (SIOP) Annual Conference in Chicago, BTSers Lynn Collins, Maia Whelan, and their esteemed panelists led a compelling discussion: Critical role strategy for organizational resilience. The session focused on how identifying and nurturing critical roles can help organizations build resilience in today’s rapidly evolving business landscape. This blog explores actionable strategies from the panel discussion for talent leaders looking to redefine critical role planning and build organizational resilience.

What is a critical role?

A critical role isn’t confined to the executive level. Effective leadership and organizational success depend significantly on roles scattered throughout your organization.

Middle managers, for example, serve as essential bridges between strategy and operational execution: they ensure that the organization’s broader objectives are translated into actionable tasks that teams can understand and implement. Project leads are also at the helm of initiatives that can redefine the business landscape for a company. They deploy new technologies, spearhead market expansions, manage diverse teams, and maintain project coherence to drive transformation.

The challenge with critical role planning, therefore, lies in the fluid nature of what constitutes a ‘critical role’. Agility in reevaluating and recalibrating these roles allows organizations to respond dynamically to new challenges and opportunities. In the pharmaceutical industry, as companies increasingly shift their focus towards biologics, the roles responsible for managing these technologies become increasingly important. Similarly, in the financial sector, roles that steer digital transformations are pivotal.

Identifying and fortifying these critical roles is paramount. This involves not only recognizing the key positions, but nurturing the talent within through a thoughtfully crafted, future-focused talent development strategy.

Nurturing talent is the key for organizational resilience

Investing in talent goes beyond filling positions; it’s about preparing your organization to face future challenges while bolstering current capabilities. This investment significantly impacts turnover, retention, and promotion rates, contributing positively to both the individuals involved and the organizational culture at large.

At BTS, we see common themes with our clients across industries:  

• Talent strategy is essential for safeguarding organizational resilience. This includes adopting a digital mindset, not just externally by hiring new talents, but also internally upskilling existing employees to meet new challenges.  

• Enhancing emotional intelligence is equally vital in enabling the workforce to manage stress and adapt to changes effectively.

• Strengthening business acumen across all levels of the organization is also crucial for fostering resilience. Employees are better equipped to make informed decisions that align with strategic goals when they develop a keen understanding of business operations and market dynamics.  

This comprehensive approach—combining technological proficiency, emotional intelligence, and business insight—ensures that teams are not only competent but also agile and strategic in the face of ongoing challenges.

6 ways talent leaders should think differently about critical roles  

Here’s what you can do to think outside the box to enhance both individual and organizational performance through critical role strategy:

1. Broaden the definition of critical roles: Talent leaders should evaluate roles based on their actual impact on the organization, rather than focusing on organizational hierarchy.
2. Foster role flexibility: Encourage a culture of adaptability by regularly reassessing and recalibrating critical roles. This ensures roles can be defined to align with evolving strategic needs and current business priorities, keeping the organization agile and responsive to change.
3. Use data-driven role analysis: Use data to track the effectiveness of critical roles in real-time and adjust role criteria based on evidential data rather than intuition.  
4. Create a proactive talent acquisition strategy: Talent leaders should engage in continuous talent scouting, not just when a role becomes vacant. This involves understanding the talent landscape and building relationships with potential candidates before the need arises.  
5. Decentralize talent decisions: Empower local managers and teams to make critical talent decisions to ensure that those who are closest to the work have a say in who fills pivotal roles. This approach can lead to more informed and effective placement decisions. To maintain rigor and ensure consistency, establish clear guidelines and accountability frameworks. This helps maintain high standards across all decisions and strategically aligns talent management with broader organizational goals.
6. Enhance diversity in critical roles: Actively work to increase diversity within critical roles. This involves not only recruiting a diverse workforce, but also creating pathways for diverse talent to advance into these roles. Diverse perspectives can lead to more innovative solutions and resilience against market disruptions. Comprehensive mentorship initiatives, equitable advancement opportunities, and ongoing diversity trainings ensure that all talented individuals have the chance to significantly contribute to the organization.

These strategies are designed to help talent leaders transform their organizations into agile entities capable of anticipating and responding to rapid changes. This fosters a culture that not only values but thrives on adaptability, proactive talent development, and strategic foresight.  

Invest in your people

As a talent leader, your influence is pivotal in steering your organization towards greater resilience. By redefining and enriching critical roles and the talent that fills them, you’re not just preparing your organization to face future challenges but to excel amidst them.  

This requires a commitment to pushing the boundaries of traditional talent management by:

• Taking innovative approaches to career development

• Using predictive analytics to better understand and deploy talent in critical roles

• Embedding continuous growth and feedback into your culture

Such efforts ensure that critical roles are not only filled with competent individuals but are also continuously evolving to meet the demands of a dynamic business environment. By doing so, you transform resilience into a powerful competitive advantage, ensuring your organization remains agile, forward-thinking, and robust.

‍

Organizations have long wanted to scale coaching, but have been limited by cost and capacity. With AI, that's beginning to change —new platforms are making coaching more accessible, flexible, and available on demand, extending support beyond a select group of leaders to entire populations.

For talent leaders, this shift creates both opportunity and complexity. With greater reach comes a new set of trade-offs: how to balance access with depth, flexibility with accountability, and efficiency with meaningful development.

The limits of unlimited (coaching)

Unlimited coaching sounds like the obvious answer. Remove the barriers, give everyone access, let people engage on their own terms. What's not to like?

In practice, quite a bit.

When coaching has no defined structure or cadence, engagement tends to become episodic - people show up when something feels urgent and step back when it doesn't. The coaching relationship never quite deepens. Conversations cover ground but don't build on it. And the development that was supposed to happen keeps getting pushed to the next session, and the next.

Three patterns emerge:

1.  Sporadic engagement over sustained development. Without a rhythm to anchor the work, coaching becomes reactive. Clients bring whatever is most pressing that week rather than working toward something larger. Progress happens in bursts, if at all.
2. ‍Insights that don't compound. Great coaching reveals patterns over time - things a client can't see in one session but can't unsee after several. Without continuity, and without a consistent coaching relationship to hold the thread, each conversation starts close to zero.‍
3. Outcomes that are hard to measure. No milestones. No defined endpoint. No clear way for the organization, or the client, to know whether it's working. Activity fills the gap where impact should be.

The result is a model that's easy to scale and hard to defend. Which is exactly the problem talent leaders are navigating right now.

The relationship is the lever

Decades of research into what makes coaching work keeps arriving at the same answer: it's the relationship. Not the platform, not the methodology. The relationship.

When a coach and client build trust over time — developing shared language, returning to the same themes with increasing depth — something shifts. Conversations get more honest. Insights stick. The client starts doing the work between sessions, not just during them. That's when coaching becomes genuinely transformative, and it can't be rushed or replicated in a one-off session.

The ICF and EMCC are clear on this: continuity is what dives outcomes. The coaching engagements that produce lasting change are the ones where each session builds on the last, not the ones that simply offer more access.

Three principles make that possible: Consistency, Continuity, and Completion.

1. Consistency

The foundation everything else is built on.

The temptation when designing a coaching program is to treat flexibility as a feature — let people book when they want, swap coaches freely, engage on their own schedule. But frequent coach changes reset the clock. Every new coach has to earn trust, learn context, and find their footing with the client. That's time spent getting started, not getting somewhere.

A stable coaching relationship works differently:

• The coach starts to see around corners — patterns the client can't see themselves
• The client stops performing and starts being honest
• The relationship itself becomes a source of accountability, not just the sessions

Consistency doesn't constrain the work. It's what makes the deeper work possible.

2. Continuity

What turns a series of sessions into genuine development.

Without continuity, coaching tends to be additive at best- each session offers something useful, but nothing compounds. With it, the work builds on itself in ways that can't happen in isolated conversations.

What continuity makes possible

• A limiting belief surfaced in session three becomes a thread that runs through the rest of the engagement
• A behavioral pattern the client couldn't see at the start becomes impossible to ignore by the end
• Space opens up for the harder work - the kind that requires sitting with discomfort across multiple sessions, not resolving it quickly and moving on

That slower, deeper work is where lasting change actually happens. It doesn't come from more sessions. It comes from the right sessions, in the right order, with the same person.

3. Completion

The most underrated principle of the three.

In a world of unlimited access, there's no finish line, and without one, it's surprisingly hard to know what you're working toward, or whether you've gotten there. A defined endpoint changes the entire shape of an engagement.

A clear endpoint

Creates urgency and focuses every session on what matters most

• Shifts the question from "what should we talk about this week?" to "what do we need to accomplish before we're done?"
• Gives both coach and client a body of work to look back on, not just a log of conversations

For talent leaders, this is also what makes coaching legible as an investment. Sessions logged is an activity metric. A cohort of leaders who completed a structured engagement and can articulate what changed, that's a result.

Don't just scale it, design it (here’s how)‍ 

The opportunity in front of talent leaders right now is significant. The organizations that will get the most from this moment are the ones that treat coaching design as seriously as coaching delivery.

Practical design decisions

• Define the arc before you launch: set the number of sessions, the cadence, and the goals upfront, not after people have already started booking
• Protect the coaching relationship: Make coach switching the exception, not the default, and design your program to discourage unnecessary re-matches
• Build in milestones: create structured check-ins at the midpoint and end of each engagement so progress is visible to both the coach and the organization ‍
• Separate on-demand support from developmental coaching: Use AI-enabled tools for in-the-moment guidance, and reserve structured engagements for the deeper work ‍
• Measure completion, not just activation: Track how many people finish an engagement, not just how many start one

Questions to pressure-test your design

• Does every participant know what they're working toward before their first session?
• Can your coaches see enough context about a client's journey to pick up where they left off?
• Would you be able to show, at the end of a cohort, what changed, and for whom?

Access opened the door. Intention is what makes it worth walking through.

‍

Three decisions that changed everything.

Two years ago, we made three deliberate decisions about how BTS would move with Applied AI.

We would become our own Customer Zero.

While others were building strategies, defining governance, and waiting for clarity, we made a different call: we decided not to wait. Not because the stakes were low, but because they were high. And because in a space evolving this quickly, clarity wouldn’t come from planning. It would come from movement.

So instead of starting with a roadmap, we started with three principles:

1. No top-down mandate. The people closest to the work figure it out.
2. IT must evolve from gatekeeper to enabler - leading AI trials and fast experimentation.
3. Don’t wait for certainty.

We set the organization in motion, and once we did, things started to move quickly.

What if we started this company today?

Waiting for certainty is itself a choice, and it’s costing companies more than they realize.

We started where we knew the work best: our simulations. No perfect plan, just teams moving, trying, and iterating.

Simulations are core to who we are at BTS. Companies that simulate don’t just make better decisions; they execute faster and build more engaged cultures.

The team asked a simple question:

"What if we were to start our company today?”

That question started the flywheel.

They asked IT for a few licenses and started building - vibe-coding, writing agents, and testing tools - moving at a pace that would make any VC-backed start-up smile.

The messy middle.

At first, the team was underwhelmed._‍

The early reports were blunt:

“Not good with math.”

“Poor graph capabilities.”

The team wasn't discouraged. They kept tinkering - jumping between tools, staying on top of new releases, experimenting constantly.

This was a small team, across 24 countries, building off each other’s ideas. Laughing at crazy creations. Breaking things. Iterating in a sandbox alongside real clientwork.

Each cycle produced something:

• A sharper scenario
• A faster build
• A more powerful simulation

The flywheel was turning, and it was generating something real.

When the diamond appeared.

Then something shifted.

The team moved into client trials across five countries. They figured out ISO compliance and built the architecture to handle the complexity, the “spaghetti.”

And what emerged wasn’t incremental:

• What used to take weeks started happening in days.
• Limited creativity started to feel like unlimited innovation.
• Clients became self-serving.
• Agentic simulations were built directly into client systems for real-time updates and preparation.

This was our first AI diamond - a high-impact outcome created by many cycles of experimentation compounding into real value.

It only appeared because we kept the flywheel turning, each cycle increasing the odds that something would break through.

95% adoption in eight weeks.

Then it was time to take the AI diamond global.

BTS is decentralized and highly entrepreneurial. We operate across 24 countries and 38 offices, where local teams have real autonomy.

And historically? That’s meant a low appetite for adopting something built somewhere else and pushed from the center.

So we expected resistance.

Instead, something surprising happened.

In the first eight weeks, we saw 95% adoption across our global footprint.

It felt completely different from our own digital initiatives, ERP implementations, top-down rollouts of the past.

This moved on its own. Why? 

We realized it didn’t start with a framework or a model, it started with a feeling.

The feeling of being at the leading edge of one’s craft and profession.

• Joy
• Excitement
• Pride

As we watched this play out across teams it stopped feeling like isolated wins.

There was a pattern to it. A repeatable, organic, innovation motion.

And the flywheel didn’t stop with simulations.

It spread across finance, sales enablement, legal, operations, and client delivery. Some cycles led to small improvements, and others revealed new diamonds.

Not becausewe planned for them, but because we built the conditions for people to find them.

The question I'd ask any CEO right now: Is your flywheel turning, or are you still waiting for the perfect plan?

In part 2, I’ll share the key success factors behind the breakthrough, and what we’re now seeing across more than 120 global clients.

‍

La maggior parte delle riunioni di vendita non fallisce.
Semplicemente non porta a una decisione.

Ed è lì che si perde valore.

I clienti di oggi sono più informati, più selettivi e hanno meno tempo.
Non hanno bisogno di altre presentazioni di prodotto.
‍
Hanno bisogno di conversazioni che li aiutino a stabilire le priorità, decidere e andare avanti.

Eppure, il 58% delle riunioni di vendita non riesce a creare valore reale.
Non perché i venditori manchino di capacità, ma perché le conversazioni non sono progettate per far avanzare le decisioni.

“I clienti non agiscono su ogni esigenza che riconoscono.
Agiscono quando qualcosa diventa una priorità.”

In questo breve executive brief scoprirai:

• Perché la maggior parte delle conversazioni informa… ma non porta all’azione
• Cosa spinge davvero i clienti a stabilire priorità e muoversi
• Come creare urgenza senza compromettere la fiducia
• Il passaggio dal presentare soluzioni al facilitare decisioni
• Cosa distingue le conversazioni che si bloccano da quelle che accelerano il progresso

Se i tuoi team stanno affrontando trattative bloccate, decisioni ritardate o un pipeline lento, questo brief ti aiuterà a capire il perché e cosa fare in modo diverso.

Scarica l’executive brief e scopri come progettare conversazioni che portano davvero a decisioni.