Why your connections are your secret weapon
We agree – 2020 was all about silver linings. Finding them, hanging on to them. Because this ride isn’t over yet.
So you know you from the first post in our blog series that before you look try to support others, you need to put on your own oxygen mask first. That’s key.
So, what’s next? Making sure you surround yourself with a village to sustain that well-being will allow for maximum productivity and effectiveness. In other words – forge connections.
Vital Friends author Tom Rath digs into Gallup research that shows the absence of a best friend at work results in only 1 in 12 employees being engaged in their jobs. One. In. Twelve. While some might find humor in the idea of a “best friend at work,” it has real business impact. Gallup’s research links employee engagement to profit, sales, safety, and productivity. It turns out that this skeptically viewed “best friend” question has one of the strongest links to those hard and important measures that the board and investors care so much about.
Everyone needs connection – hardly a groundbreaking concept. Some need it more, some need it less, but research clearly tells us that everyone needs it in some form to be successful and to be happy. It is even more challenging to do this in a still-virtual environment, where it takes more deliberate action. Here are four ways we look at how leaders should be thinking about how their connections can help them excel:
- Maintain your sanity
- Get stuff done
- Expand your influence
- Find fulfillment
Connect to maintain your sanity—and others’ too
“Even though people spend more of their waking hours at work than anywhere else, people underestimate how work influences their overall wellbeing and daily experience.” - Tom Rath
The typical American works about 1,800 hours per year, and that number has likely increased during pandemic times, with blurred work-life boundaries. Worse yet, we’re more anxious and overwhelmed. A pulse check by the American Psychological Association found that nearly 8 in 10 adults say the coronavirus pandemic is a significant source of stress in their lives, and nearly 1 in 5 adults say their mental health is worse than it was at this time last year. Perhaps not shocking – but are we as leaders helping to create and encourage the outlets to manage that stress?
Create a dedicated connection forum or platform
Of course, there is much you can do on your own to restore and maintain your sanity. We covered some of that in our first post. The task here is to involve others in maintaining or even growing your – and their – sanity and provide a platform to help your team do the same. In the midst of the pandemic, our founder and CEO Suzanne Bates instituted a “buddy system” at the company. The idea being that on any given day, someone might need a captive ear, a shoulder, or just a colleague to process with. It wasn’t about catching up on work things – it was more about checking in on each other’s well-being. While team members approached it in different ways – some met weekly, others just when they needed support – having a safe space and a means of asking “how are you, really?” has in many cases transcended just emotional connections, and has led to innovative ideas, brainstorming, and in some cases – new ways of working together. In fact, this blog series is a byproduct of a great buddy partnership.
Connect to get stuff done
As a leader, you need other people to accomplish your goals. You need to rally the troops, ensure alignment, and motivate them to execute. At Bates, we call this intentionality: being able to clarify direction for the team and keep actions aligned and on track. In other words, driving execution through others.
All of that is challenged in this virtual environment. In person, you may more easily get a sense of how projects are going, if there are roadblocks, or if the team is feeling overwhelmed. But when you’re not in the room or having those regular conversations, you may not pick up on the things that slow progress. To adjust, you must develop a more systematic approach to connecting about initiatives and goals.
For example, we are working with the top supply chain leader for a global industrial organization. This leader has been charged with spearheading a re-engineering initiative. This would be a difficult task even pre-COVID. Gone are the impromptu hallway conversations or water cooler chat she might have to ease into these sensitive discussions with her team. She has found that to drive this initiative forward, she must spend more time with people and consciously create interactions that otherwise would have occurred naturally. And it can’t be all about business, given that she is in a position of needing to ask people to give up budget, people, or both – often tough, personal, and emotional decisions.
Create a roadmap to make the right connections
We recommend you create what we call an Initiative and Influencers Matrix. Jot down a list of the top three things you need to get done – whether big initiatives or small projects – down the left-hand side of the grid. Along the top, capture the key stakeholders you need to get that work done. In each box, break down the stakeholder names into two buckets: stakeholders you’re regularly in touch with, and stakeholders who might have fallen off your radar. Identify and map the connections you might need to create or reignite to be your most effective and productive self and create the buy in you need to move further, faster.
Connect to expand your influence
The third aspect of connection deals with your work future – who do you need to stay connected and visible to so that you don’t derail your own business success? We all know the adage, it’s not what you know but who you know. Well, we think it is a both/and equation.
Consider this client we worked with. Dan ran a multibillion-dollar business at a Fortune 50 company. For better or worse, he was often quite literally the smartest person in the room – at least according to his senior leadership team colleagues. He tended to write off people who didn’t share the same level of perceived intellect and drive for success. More than once, this discounting of key stakeholders nearly cost him his career. In fact, in at least one case, his inability to take a peer-to-peer approach held him back from taking on a bigger role. Dan learned the hard way that professional growth is a team sport. We know from our research that humility (having an openness to others), inclusiveness (bringing others into the conversation), and interactivity (consistent and frequent interpersonal exchanges) are fundamental to leadership effectiveness and can be the difference between flatlining and expanding your sphere of influence – even if you’re one of the most senior people in the room.
Create a personal board of directors
Establish a formal or informal network of colleagues, friends, mentors, advisors to connect with regularly as a sounding board, and advisory group. Think about who could help you broaden your perspectives, get exposure to other parts of the business, provide advice and guidance. Think beyond the usual suspects. Who are the individuals who you are not close to who might influence your opportunity for impact – for better or worse? Who might your dissident stakeholders be? And bring them close. Who are some leaders or colleagues outside the company who could bring an unbiased perspective and fresh ideas? For very senior leaders with few peers within the organization, this approach can be game changing.
Connect to find fulfillment
Sometimes connection isn’t about the day-to-day work at all. Of course, you need connections to get work done. But connections in the workplace don’t have to solely focus on what helps you contribute to the bottom line, hit deadlines, move business forward. They may be about finding personal fulfillment and meaning at work – which often drive creativity and innovation. Gallup would tell us that engaged and motivated employees are more productive. And we don’t disagree with that.
We have a female executive in the technology space who loves her job. She really finds the work interesting, and intellectually challenging. And while she has decent relationships with her senior leadership team colleagues, she doesn’t have a lot in common with them. As working mother with young children – in a predominantly male field – she was missing relatable, empathetic connections that would help her maintain energy and balance when life and work was feeling out of whack.
Tap your leadership skills and role to inspire others and yourself
We talked about where she could take on a leadership role in one of the organization’s support communities. Most companies have some form of Employee Resource Groups (ERGs) or Team Member Networks. ERGs are not just for mid-level or high potential employees – they are critical for senior leaders who can actively participate as executive advisors or sponsors. Visible representation for high-level executives gives credence to the importance of connection and balance. It helps set the tone for more junior team members in the organization while also allowing those senior leaders to benefit from new interactions and community of an expanded group of employees.
This client found a renewed sense of purpose by taking on a sponsor role with the Women’s ERG. She was able to encourage and support networking, leadership programs, and volunteer opportunities for women across all business units and levels of the company – and found herself lifted and inspired by the camaraderie.
Often as leaders we focus on the “what” that needs to get done – driving the business forward, hitting our strategic priorities, delivering for clients and shareholders. But we focus less on the “how” that will get us there. The critical relationships and connections that not only pave the way for efficient work but help lessen the singular responsibility for any one leader by sharing some of that mental and emotional burden with key partners. The hardest part is being intentional and carving out the time to focus on building those connections so you, in turn, can be an even more effective leader for your people.
So consider our advice – find ways to establish relationships at work that will help you stay sane during the tumultuous times, while also helping you push that rock up the hill with a bit more ease. Try out one or more of these ideas we shared and encourage your teams to do the same.
Balance is about finding your zen so you can focus on what needs to be done. Connection is about maintaining that zen so you can get work done. And our next blog post about effectiveness? It’s about channeling that zen – cutting out the noise and clutter – so you can deliver with excellence and productivity.
Related content
Last night I started reading a book by Irvin Yalom, a psychiatrist who has written several novels that I’ve loved. But right now I’m reading something different—a book of short lessons he’s learned from many years of working with patients.
Early in his career, Yalom was inspired by something he read. The gist of it was that all people have a natural tendency to want to grow and become fulfilled—just an acorn will grow up to become an oak—as long as there are no obstacles in the way. So the job of the psychotherapist was to eliminate the obstacles to growth.
This was a eureka moment for Yalom. At the time, he was treating a young widow. Suffering through grief for a long while, she wanted help because she had a “failed heart”—an inability ever to love again.
Yalom had felt overwhelmed. How could he possibly change someone’s inability to love? But now he looked at it differently. He could dedicate himself to identifying and eliminating the obstacles that kept her from loving.
So they worked on that—her feelings of disloyalty to her late husband, her sense that she was somehow responsible for his death, and the fear of loss that falling in love again would mean. Eventually they eliminated all of the obstacles. Then her natural ability to love—and grow—returned. She remarried.
Reading this story made me think of the responsibility of leaders toward the people they need to develop—and for the growth and learning that leaders themselves require to be the best that they can be.
Many leadership development challenges seem overwhelming—even impossible. The leaders that we coach usually have a list of areas where they want to get better, but how? How do you “build better relationships with your peers and direct reports”? How are you supposed to “get out of the weeds and demonstrate enterprise-wide thinking” or “build executive presence”? All of these goals are as abstract as they are huge.
So the best approach is to not focus on the huge and fuzzy goal. What we try to do is to break these goals down into concrete actions through working on real-time business problems. To put it simply, though, we do just as Yalom does: We identify the obstacles and work toward knocking them off, one at a time.
Leadership development is not usually a quick fix. You’re not going to develop executive presence through a half-day workshop or a one-time meeting. If you’re interested in meaningful, lasting growth—whether for yourself or for those who work for you—it’s a commitment.
But don’t ever forget that we’re all capable of growth throughout life and our careers. The trick is to find the right coach or mentor who will guide you through that obstacle course.
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.
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.
Related content
Organizations have long wanted to scale coaching, but have been limited by cost and capacity. With AI, that's beginning to change as new platforms make 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:
- 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.
- 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.
- 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, and 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, uncovering patterns the client can't see on their own
- 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:
- No top-down mandate. The people closest to the work figure it out.
- IT must evolve from gatekeeper to enabler - leading AI trials and fast experimentation.
- 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.