Leadership development eliminating the obstacles

In my work as an executive coach, I meet at least once a month with each of my coaching clients.

I often talk to them on the phone and exchange emails with them as we work on their real-time business challenges. So, what happens in those conversations? Recurring themes start to come up. I find that many leaders  have a “talk track” of words and phrases that they use all the time—without always being aware of the impact. For better or worse, this talk track ends up becoming part of their executive presence and their brand as a leader.

One of my clients had a talk track for many years that led to a reputation for negativity. In one meeting alone, I noticed that he had described about ten different work experiences as “nightmares.” Strong word! So we talked about this talk track. And the next time I heard him lapse into that way of talking, I decided to delve into it. “What I just heard from you was an example of that ‘talk track’ we’ve talked about,” I said. “So let’s talk about this. You say it was a ‘nightmare.’  Okay—why do you call it a nightmare?”

The upshot was that he had made a sales presentation but didn’t get the deal. I said, “Let’s use accurate language to describe the situation.” Was it a nightmare? No. Maybe it was a disappointment. Maybe he could have said, “Unfortunately, we didn’t get the deal” or “They decided to go with another vendor” and state why, objectively. My goal was to get him to stop “catastrophizing” when something didn’t work out.

This leader didn’t want to be defined by that negative “talk track” anymore. So I told him that the only way to do that is to turn up the volume on a very different talk track—one that captures the brand and presence that you want to project.

I’ve had clients who always talked about how difficult or challenging or complex things seemed to them.  You’ve probably had a boss or colleague with any number of talk-track themes:

• “I’m so exhausted/overwhelmed/unhappy/unappreciated….”
• “Everyone here is useless/stupid/incompetent….”
• “It’s such a difficult environment/project/client/travel schedule…”
• “That will never work/We won’t get that deal/It’s a dumb idea/What were they thinking?”

Often people aren’t even aware of how much they harp on a conversational theme and how negatively this lack of executive presence is affecting their professional brand. So what can you do to make sure your talk track is working for you and not against you as a leader? Take these four steps:

1. Identify your talk-track themes.

What are the words and phrases that you find yourself constantly using in conversations at work? Write down the things you seem to say almost every day—or think about what themes come up all the time for you in conversation at work or elsewhere.

2. Consider the impact of your talk track.

As a leader, your words carry more weight than others.  You’re setting the tone for your team or division or organization.  Whether that tone is absurdly optimistic, cynical, critical, upbeat, energized, or overly emotional, it’s going to be the model for others. Make sure that your talk track is consistent with the values and behaviors you want to drive.

3. Challenge the reality of your talk track.

How accurate is your talk track?  Do you have a natural tendency to see the part of the glass that’s empty?  How do you respond to setbacks?  Do you gloss over the pain?  Do you make a mountain out of a molehill?  It’s crucial for leaders to be balanced, objective, and real about what’s happening.  Your language choices need to reflect that.

4. Consider what you could say differently.

It’s easy to lapse into your talk track.  When you catch yourself saying the same old things, try to catch yourself as if an alarm was going off.  Can you find another way to say it—something that’s consistent with the brand and presence you want to project.

Don’t get me wrong.  Leaders do need to be “real” about challenges and setbacks, and a somber tone may be appropriate and even helpful at times.  The goal is to become more aware of your talk track and what it’s doing for you and others.  As a leader, people take their cues from you.  Before you know it, your talk track can dominate or drive the culture.

Changing your talk track is a challenge. Our ways of talking and viewing the world are pretty ingrained through several decades of life experiences. But change is also very possible. Pump up the volume on a more positive talk track for the holidays, and your presence will be viewed as a gift.

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A while back, I heard an anecdote on the radio about cellist Yo-Yo Ma, and it really struck me. Surprisingly, Ma said that once of his biggest inspirations was chef, author, and television personality Julia Child.

Huh?! Well, it turns out that thinking about Julia Child helped him get in the right mindset before a performance. He would think about watching her on television, making a roast chicken that looked beautiful—only to have it fall off the plate and onto the floor. Did she flip out? No, she never stopped smiling.  She just acknowledged what happened and went on with the show.

Reflecting on this, Ma realized that the best mindset he could have as a performer was to ensure that his audience was having a good experience—rather than worrying about being perfect.  Speaking to the St. Louis Post Dispatch last October, he said, “The idea of performing is hosting. It’s like you’re giving a party. You invite people to come to a place and enjoy something special; basically, they’re subject to whatever you dish out. You want them to have a great time, they want to have a great time, and what are you doing to facilitate that?”

In a Malcolm Gladwell article that I read years ago, Yo-Yo Ma also admitted that he used to strive for perfection in performance. When he was 17, he practiced a Brahms sonata for a year with technical perfection in mind.  So what happened when he did that?  “In the middle of the performance I thought, I’m bored. It would have been nothing for me to get up from the stage and walk away. That’s when I decided I would always opt for expression over perfection.

”There is a valuable lesson here for executive presentations. In my experience, many leaders worry too much about precision when they present. Aiming for total accuracy, it’s easy to end up with text-heavy PowerPoint slides—and far too many of them. And once you have a ton of bullets on a slide, you usually feel compelled to read them all. At best, slides still tend to distract the audience’s energy away from you—and the presentation is really all about you, not your visuals.

Think about it: What would you rather be able to say at the end of your presentation?

• I covered every point perfectly and spoke without a single stumble.

• I connected deeply with the audience, and I could sense that they were completely engaged with my presentation.

It’s a no-brainer, isn’t it? If you’re able to really connect with your audience’s questions, concerns, and needs, they won’t even notice if the imperfections that jump out to you as the expert.

Of course, there’s a catch here. Connection trumps precision… but the more you master your topic through preparation and practice, the more you’re freed up to focus on connecting with the audience. When you don’t have to work to remember your key points and transitions, you can concentrate more on your eye contact, gestures, and reading the room.

So give some thought to drawing some inspiration from Julia Child, just as Yo-Yo Ma does as a concert performer. When you’re giving a speech, you’re the host, and your job is to set the tone and make sure that everyone has a good experience.

That’s a recipe for a successful presentation.

Only 9% percent of people who set New Year's goals actually achieve them, according to research by the University of Scranton. According to U.S. News, approximately 80% of resolutions fail by the second week of February. Whichever source you believe, the odds are not in favor of sticking to New Year’s Resolutions.

Whether it’s time, resources, competing priorities, or over-committing, there are plenty of challenges that get in the way of sticking to plans to advance or to improve aspects of your life over the course of the year. It’s not surprising that many of the leaders we work with fall prey to these same obstacles when it comes to finding the time and energy to invest consistently in their own growth and development when they have so much on their plates.

With that in mind, here are a handful of ideas to help you stick to your goals and maintain your focus for the next 12 months -tips that have resonated with the leaders I coached last year:

‍Make sure your goals are not an unsustainable death march

‍Every January, my wife and I chuckle about how crowded the gym is. “Just wait,” we’ll say. “All of the New Year’s Resolution people will drop off within a month or so.” And they do. Why? My view is that people tend to make unrealistic, unsustainable goals for themselves. If you start off the year vowing that you’re going to work out an hour every day or eat nothing but salad for lunch and dinner without fail, you’ve probably set out on a death march. And if that’s how it feels, you’ll give it up pretty fast. Instead, decide what’s realistic, and then stick to it, barring something as extreme as a hospitalization or an overseas flight.

‍Commit to trying out new behaviors for two months

‍Research suggests that it takes a while for a new habit to stick. I met with a mentee the other day who really needs to change up some habits around exercise and work breaks. My advice was to set that realistic goal and commit to it 100%--but only through February. At that point, she could allow herself to reflect on tweaking her routines… and in the meantime, she’s probably done some things long enough to turn them into habits.

‍Remember that energy starts with great sleep habits

‍Due to one obstacle described to me often by leaders trying to elevate their effectiveness, I read a good book this year called The Sleep Solution: Why Your Sleep is Broken and How to Fix it? by W. Chris Winter, MD. I used to get sick a couple of times a year, and finally realized that it happened when I overdid it at work, got a little ill… and then kept overdoing it. I stopped, learned to get extra sleep when I got run down, and I haven’t had a sick day in my seven years at Bates.

Here are some great tips from that book:

• Try to wake up at the same time every day to get in a good sleep rhythm
• Exercise in the morning: It’s best for most people’s energy
• Avoid looking at screens an hour before bed time—or use a blue light filter if you must
• Make your room as dark as possible, and, especially, don’t sleep with the TV on!
• Commit to the number of hours of sleep you need each night: Catching up on the weekend doesn’t really work

Stop deciding every day whether or not you will exercise

‍This one changed my life about 18 months ago. My wife and I wanted to lose some weight, so we started with a sustainable micro-goal: “Let’s do what it takes to not GAIN any weight each week!” To make sure I could hit that goal, I vowed to work out six days a week, 30 minutes minimum. Through this schedule and a few dietary tweaks, I lost 18 pounds in six months.

The key was I realized that I had developed a terrible habit: lying in bed each morning, deciding if I would go to the gym. I would mull how well I slept… whether I had a tickle in my throat, and so on, and then I was sunk. Instead, I now put my gym clothes, keys, and gym ID in the bathroom before I go to sleep.  When I wake up, I just get dressed and get out the door, and before you know it I’m done with my daily commitment.

‍Load the deck in your favor when planning when to do what each day

‍Everyone’s energy is a little different over the course of the day. Some start the day with a full tank of energy, and it depletes as the day goes on. I start out strong, wane in the early afternoon, and bounce back energetically from 3 until 6 PM. As a result, I try to be intentional about when I do various kinds of work. If I have some cognitive heavy lifting to do, I try to do it early or late. In the early afternoon, I may opt for a walking meeting, answering emails, or building a program in PowerPoint—things that I can do without a high level of energy.

Give some thought to what works best at whatever time of the day, and schedule yourself accordingly.

‍Periodically review what you should keep doing and what you should give up

‍Frequently, leaders continue doing tasks and attending meetings long after they should have delegated the work or opted out of participating. Periodically, make two lists: the stuff that you should continue doing and the stuff that you should consider giving up or giving away. As you rise in the organization, you will get noticed for having more of an enterprise-wide view. To have that, you need to get out of the weeds.

‍Determine what you need to do to bring your best self to work every day

‍Everyone varies when it comes to how many hours they can work and how much downtime they need—as well as what they need to do during that time away from work. Every quarter or so, evaluate how energized you feel and keep tabs on what’s happening in weeks when your energy is high or low. If you’re starting off Monday morning feeling tired and stressed, something’s wrong.

So, what do you need to do to bring your best self to work each day? That’s something that only you can figure out.

For me, it’s helpful to think of Saturday as a “no work day,” and I try to limit work on Sundays too. From making all sorts of energy management mistakes over the years, I also have come to realize that I’m not at my best if:

• I don’t eat a substantial breakfast
• I’m eating carb-heavy lunches
• I’m not making sufficient time for my family, friends, and hobbies outside of work
• I’m consuming more than one drink of alcohol on a night before a workday
• I’m not making sufficient time for my family, friends, and hobbies outside of work

Meaningful, lasting change is never easy. Whether you’re mulling a New Year’s Resolution or a behavioral change at any time of the year, think about what you want to do, why it matters, and how you’re going to sustain it over the long haul.

If you do, you’ll be feeling a lot better by the time the ball drops on another new year.

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.

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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 makeany 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.

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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.
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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.