Why a coaching mindset could be essential for leading during uncertain times

Work today is too complex for individuals to succeed in isolation. Almost every critical decision, innovation, or transformation depends on teams working effectively together. Leaders rely on their teams to deliver results. Teams, in turn, rely on their leaders to create the conditions where performance is possible. This exchange, what leaders need from their teams, and what teams need from their leaders, sits at the heart of what we call teaming.

When teaming is strong, leaders get what they need from their teams [creativity, resilience, execution] and teams get what they need from leaders [direction, support, and the conditions to thrive]. It’s how strategy becomes action, how uncertainty becomes opportunity, and how businesses stay competitive in a fast-changing world.

Meetings are a universal ritual in organizational life. While managers on average spend more than half their working hours in meetings, many leaders can’t shake the feeling that meetings are falling short of their potential. Are they advancing the work, or quietly draining energy?At BTS, we study teams not as collections of individuals, but as living systems. This perspective reveals dynamics that traditional methods often overlook. Rather than aggregating individual 360° assessments, we assess the team as a whole to examine how the team functions collectively. Applying that lens to one of the most common team activities (meetings) uncovers patterns worth paying attention to.Drawing on thousands of team assessments in our database, we focused on two meeting behaviors:

• Do teams meet regularly?
• Do team members leave meetings with clear accountabilities and next steps?

Our question: How strongly do these behaviors relate to overall team effectiveness?

What the data revealed

Using data from 1,043 respondents (team members and informed stakeholders) we ran a Bayesian analysis to evaluate the predictive power of each behavior.The results were striking:

• Both behaviors were linked to higher team effectiveness.
• But one mattered far more: leaving meetings with clear accountabilities and next steps was 3.9x more predictive of team effectiveness than simply meeting regularly.
• And teams that often or always wrap up meetings with next steps rated 0.66 points higher on a 5-point scale of team effectiveness than teams who sometimes, rarely, or never close with accountabilities - that's almost a full standard deviation higher (0.96 sd)

Meetings aren’t the problem, muddy outcomes are.

Teams often default to frequency, setting cadences of check-ins or standing meetings. Our data suggest that what differentiates effective teams from the rest is not how many meetings they hold, but what comes out of them. A team that meets less often but ends each session with clear accountabilities will outperform a team that meets frequently but leaves outcomes ambiguous. In other words, meetings aren’t inherently wasted time; they become wasted time when they don’t translate into aligned action.

A simple shift that pays dividends

The good news: improving meetings doesn’t require radical redesign. Small changes reinforce accountability and dramatically increase the value extracted:

• Close with clarity. Reserve the last 5–10 minutes of every meeting to confirm: What decisions have been made? Who owns what? By when? This habit shifts meetings from “discussions” to “decisions.”
• Make commitments visible. Use a shared action log, team board, or project tracker so next steps are transparent, and progress is easy to follow. Visibility builds accountability.
• Assign a “Closer.” Rotating this role signals that closing well is everyone’s responsibility. The Closer ensures the team doesn’t drift into vague agreements, but leaves aligned and ready to act.

When teams adopt these habits, the difference is tangible: less rehashing of the same topics, faster progress on priorities, and a stronger sense of shared ownership. These small shifts compound quickly, making meetings not just more efficient, but more energizing and effective.In a world where teams face relentless demands and limited time, focusing on how meetings end may be one of the fastest ways to improve how teams perform.

Under pressure to perform, how can leaders help their teams be successful even in unfavorable conditions?

Taking a coaching and mentoring approach is one way to ensure success. In almost every coaching conversation this year, leaders have shared the pressure they feel to deliver big results despite the reality of current economic headwinds and uncertainty in the business world.In one conversation, a leader described his experience:

“Given that people are feeling anxious about the economy, our senior leaders have set impossibly ambitious goals for 2023.”

He asked,

“What am I supposed to do? Tell my team that they can hit those goals—when I don’t believe it myself?”

This leaders’ reality is not unusual. Leaders are under more pressure than ever to hit their numbers and deliver shareholder value, even when it doesn’t seem realistic. So what can you do? In the case of this leader, he was deeply passionate about mentoring and coaching people of all ages – in fact, his favorite thing to do outside of work was coaching youth basketball.

I asked him:

“As a basketball coach, I imagine your team faces situations that feel like impossible odds. What do you do in that situation? Do you shrug your shoulders and tell the team they had better face the fact that they’re about to get their butts kicked?”

At first, he laughed but thought it over and responded:

“I tell the team, ‘Don’t look at the scoreboard; don’t look at the clock. Let’s just focus on doing the next thing right. Let’s go for a small win—make a great pass, go for a steal—and build on that.’”

While it may not be a great pass or a steal, when you’re faced with what feels like impossible conditions, look for the small wins. Then, chart a path forward with steps that the team can take over the next couple of weeks to head in the right direction. As you look to inspire others to get through a year of economic uncertainty, it can be tempting to raise the bar in the hope that people will rise to the occasion. Instead, try focusing on the everyday behaviors that lead to small wins. As these wins pile up, they create confidence, momentum, and progress.

By keeping everyone’s focus on small steps in the right direction, they might surprise themselves by ending up on a summit at the end of a rocky 2023.

Each business revolution has reshaped not only how businesses operate, but how they organize themselves and empower their people. From the industrial age to the information era, and now into the age of artificial intelligence, technology has always brought with it a reconfiguration of authority, capability, and judgment.

In the 19th century, industrialization centralized work and knowledge. The factory system required hierarchical structures where strategy, information, and decision-making were concentrated at the top. Managers at the apex made tradeoffs for the greater good of the enterprise because they were the only ones with access to the full picture.

Then came the information economy. With it came the distribution of information and a need for more agile, team-based structures. Cross-functional collaboration and customer proximity became competitive necessities. Organizations flattened, experimented with matrix models, and pushed decision-making closer to where problems were being solved. What had once been the purview of a select few, judgment, strategic tradeoffs, and insight became expected competencies for managers and team leads across the enterprise.

Now, AI is changing the game again. But this time, it’s not just about access to data. It’s about access to intelligence.

Generative AI democratizes access not only to information, but to intelligent output. That shifts the burden for humans from producing insights to evaluating them. Judgment, which was long the domain of a few executives, must now become a baseline competency for the many across the organization.

But here’s the paradox: while AI extends our capacity for intelligence, discernment, the human ability to weigh context, values, and consequence, is still best left in the hands of human leaders. As organizations begin to automate early-career work, they may inadvertently erase the very pathways and opportunities by which judgment was built.

Why judgment matters more than ever

Deloitte’s 2023 Human Capital Trends survey found that 85% of leaders believe independent decision-making is more important than ever, but only 26% say they’re ready to support it. That shortfall threatens to neutralize the very productivity gains AI promises.

If employees can’t question, challenge, or contextualize AI’s output, then intelligent tools become dangerous shortcuts. The organization stalls, not from a lack of answers, but from a lack of sense-making.

What organizations must do

To stay competitive, organizations must shift from simply adopting AI to designing AI-aware ways of working:

• Build new learning paths for judgment development. As AI replaces easily systematized tasks, companies must replace lost learning experiences with mentorship, simulations, and intentional development planning.

• Design workflows that require human input. Treat AI as a co-pilot, not an autopilot. Embed review checkpoints and tradeoff discussions. Just as innovation processes have stage gates, so should AI analyses.

• Make judgment measurable. Assess and develop decision-making under ambiguity from entry-level roles onward. Research shows the best learning strategy for this is high-fidelity simulations.

• Start earlier. Leadership development must begin far earlier in career paths, because judgment, not just knowledge, is the new differentiator.

What’s emerging is not just a flatter hierarchy, but a more distributed sense of judgment responsibility. To thrive, organizations must prepare their people not to outthink AI, but to out-judge it.

P R E S S R E L E A S E
Stockholm, May 5, 2025

STOCKHOLM, SWEDEN – BTS Group AB (publ), a leading global consultancy specializing in strategy execution, change, and people development, has agreed to acquire Nexo Pesquisa e Consultoria Ltda., Nexo, a boutique consulting firm headquartered in São Paulo, Brazil.

Nexo has been growing continuously since it was founded in 2017. With revenues of approximately 12 million Brazilian Reales (approx. 2.1 million USD) in 2024, and a highly capable team of 21 members, Nexo has built a strong reputation for delivering transformative projects in strategy, innovation, leadership, and culture.

Nexo collaborates with a great portfolio of clients across sectors such as financial services, consumer goods, and technology, assisting both local and global companies in navigating uncertainty, unlocking creativity, and activating strategy through people. Their work encompasses culture transformation, leadership development, employer value proposition, innovation culture, and vision alignment – supported by proprietary methodologies and frameworks.

BTS currently operates in Brazil servicing both local and multinational clients with a team of 13 employees. By acquiring Nexo, BTS not only increases the Group’s footprint in Brazil but also adds significant capabilities in culture and transformation services. Nexo’s client base has limited overlap with BTS, creating strong growth potential and synergy opportunities.

“Nexo is known for helping leaders and organizations tackle some of the most complex, human-centered challenges with creativity, empathy, and strategic clarity and the Nexo team is loved by their clients,” says Philios Andreou, Deputy CEO of BTS Group and President of the Other Markets Unit. “Their products and services complement and elevate our existing offerings, especially in culture transformation, and we are thrilled to welcome the Nexo team to BTS.”

“We’re excited to join BTS. We’ve long admired BTS’s approach and unique portfolio to support large organizations and leaders in connecting strategy with culture across the organization,” says Andreas Auerbach, co founder of Nexo. “Becoming part of BTS, allows us to scale our impact and bring more value to our clients while staying true to our values and culture,” adds Mariana Lage Andrade, co-founder of Nexo.

Upon completion of the transaction, Nexo’s business and organization will merge with BTS Brazil. Nexo’s founders will assume senior management roles in the joint operation.

The acquisition includes a limited initial cash consideration. Additional purchase price considerations will be paid between 2026 and 2028, provided Nexo meets specific performance targets. A limited portion of any such additional purchase price considerations will be paid in newly issued BTS shares. The transaction is effective immediately.

BTS’s acquisition strategy continues to focus on broadening our service portfolio, expanding our geographic reach, and enhancing our capabilities to support future organic growth in a fragmented market.

For more information, please contact:
Philios Andreou
Deputy CEO
BTS Group AB
philios.andreou@bts.com

Michael Wallin
Head of investor relations
BTS Group AB
michael.wallin@bts.com
+46-8-587 070 02
+46-708-78 80 19

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Work today is too complex for individuals to succeed in isolation. Almost every critical decision, innovation, or transformation depends on teams working effectively together. Leaders rely on their teams to deliver results. Teams, in turn, rely on their leaders to create the conditions where performance is possible. This exchange, what leaders need from their teams, and what teams need from their leaders, sits at the heart of what we call teaming.

When teaming is strong, leaders get what they need from their teams [creativity, resilience, execution] and teams get what they need from leaders [direction, support, and the conditions to thrive]. It’s how strategy becomes action, how uncertainty becomes opportunity, and how businesses stay competitive in a fast-changing world.