Building an inclusive Multiplier culture

Client need

A telecommunications company was undergoing a transformation; they were shifting from a traditional Telco (Telecommunications Operator) to a TechCo (Technology Company) Platform business. The organization recognized that human-centric leadership would be critical for achieving and maintaining this future state.

Previously, the company had excelled in efficient execution, but also struggled with employee engagement and waning buy-in. To foster a higher level of employee engagement and leadership maturity, which would positively contribute to the company's long-term success, the organization decided to create an executive development journey. As part of the solution, the organization partnered with BTS. Together, the organization and BTS elected to leverage insights from Liz Wiseman’s Multipliers: How the Best Leaders Make Everyone Smarter, the best-selling book that helps leaders tap into their teams’ native genius to produce better business outcomes, in the solution. Leveraging this approach would help them implement the new human-centric leadership framework across the organization.

Solution

The executive leadership development journey included the following:

• A launch call to communicate the purpose of the journey, build excitement, and set expectations.
• A tailored 360-assessment for executives and other senior leaders to increase self-awareness.
• A one-day in-person workshop, which included a powerful Multipliers simulation designed to shape leaders' mindsets and drive impactful behaviors and action planning.
• Actionable tools and Go-Dos, which are commitments to take action back on the job, to apply the insights gained.
• “Pod” or small group coaching sessions to ensure accountability and develop a plan for the future.

Unlike many traditional development programs, a relatively large portion of the workshop, approximately 30 percent, was spent on individual action planning through coaching, as well as collective team action planning through a facilitated working session. This allowed the CEOs to more effectively take ownership of sustaining the learnings from the program. Leaders actively put insights into practice on the job, cultivating new leadership habits over time.

Results

As a result, the program captured these key metrics:

• Leaders rated the effectiveness of the mindset shift was rated between 98 and 99 percent
• Leaders committed to a total of 560 Go-Do actions
• Based on the organizations’ annual culture audit, after the program, the organization’s score in Leadership increased by 3 points
• Qualitatively, 11 out of 12 CEOs who participated in the program reported a significant increase in alignment and engagement. Their average rating was a 4.0+ out of 5 level shift

To date, 250 leaders have been through the program

Client need

A leading financial services company identified leadership alignment as a key strategic goal. They aimed to widen their leaders’ perspectives of the business and their strategic decisions. Additionally, the organization wanted to address critical leadership skills gaps, enhance trust and empowerment levels, and cultivate a talent development mindset.

Solution

The organization partnered with BTS to design and deliver a customized learning journey for their SVP and high potential Director and VP populations.  The solutions, depending on leader level, were between eight and 12 weeks long, and included:

• An Enterprise simulation in which participants compete in teams to build a strategy and run the bank using the strategy over a three-year simulated timeline.
• A moments-based leadership simulation based on Liz Wiseman's Multipliers: How the Best Leaders Make Everyone Smarter, which helps leaders tap into their teams’ natural genius to produce better business outcomes.
• A series of small group coaching sessions that:
• Create shared learning and act as follow-up for leaders’ commitments to operate as Multiplier Leaders.  
• Challenge participants to recognize the “signals” they send that may make it harder for other leaders to operate as Multipliers.
• Go deeper on adjacent topics like trust and driving a culture of Multipliers.

Results

The results of the organization’s engagement survey showed that participant’s teams rated their leaders more favorably in the following areas:  

• 11 percent improvement in the "opportunity to learn."
• 10 percent improvement in the "safe to speak up" factor.
• 9 percent boost in "effective collaboration."
• 6 percent increase in the overall employee engagement index.

Furthermore, most of the leaders’ managers (81 percent) rated their employees' performance improvement as a result of the learning journey as “high” or “very high.” Due to the program’s success, the organization decided to expand the use of Multipliers, incorporating it more deeply into the organization.

Participant quotes

“Having the team debate the issue, trying to see both sides, discussing, then all agreeing to a solution led to higher collaboration, more buy-in, and better execution.”

“I have noticed progress in the way that the team presents issues to me now. It is no longer just a presentation of facts and then a pause while they wait for me to suggest a solution. They come in prepared with their own views and we talk though each item.”

Client need

A leading pharmaceutical company tasked its executives with creating a sense of shared vision within the organization while inspiring individuals to think outside the box. Due to the organization’s matrixed environment, executives often worked with team members from different functions outside their direct supervision. As a result, the executives struggled to encourage team members to achieve shared goals or contribute beyond their functional expertise.

Recognizing this challenge, the organization identified the need to evaluate its top executives. The organization partnered with BTS to create and conduct a comprehensive assessment for a select group of top-level executives to improve how they empowered their teams.

Solution

Over the course of five months, BTS worked with the company to develop a group of enterprise-focused leaders. The journey was data-driven; every objective was developed in alignment with the organization’s Success Profile, or competency model, which outlined the capabilities and supporting behaviors key for success in role. The journey employed diverse learning modalities, which balanced individualized objectives with group learning experiences. Executives also had opportunities to enhance their peer networks at every step of the journey.  

Insights from Liz Wiseman’s Multipliers: How the Best Leaders Make Everyone Smarter, were a critical part of the journey. Wiseman’s approach helps leaders tap into their teams’ native genius to produce better business outcomes. Leveraging this approach, leaders were able to develop the critical leadership skills needed to empower their teams in the context of real-life business challenges. Specifically, participants:

• Developed a Multiplier mindset to get the most intelligent contribution from their colleagues, their teams, and their cross-functional partners.
• Identified their own multiplier and accidental diminisher behaviors (which are actions and words that, despite the best of intentions, lessen the team’s contributions) and how to avoid potential diminisher moments.
• Learned to cultivate a Multipliers culture, which enabled sustained growth for all leaders in the organization.

Participant quotes

“The self-reflection and Multipliers tools have been invaluable to me and my team. I’ve realized I can change my style and use these tools. I don't always have to rely on my instinct - because if I did, I will only be a multiplier a fraction of time…”

“The Multipliers Experiments have helped me step away from a defensive position and turn what would have been venting sessions into productive conversations where the whole team is focused on next steps.”

“I now know when to give my direct reports the room to share their thoughts and how to make the space for them to say what THEY want to achieve. I’ve seen my direct reports smile and light up when I ask more questions.”

Client need

A leading global life sciences company was operating at the forefront of scientific innovation, delivering therapies to millions of patients around the world.

The organization's strategy called for Medical to play an increasingly visible and influential role across the enterprise, not as a scientific function operating in parallel with the business, but as a core contributor to strategic decisions spanning pipeline priorities, governance forums, and commercial direction. The ability of medical leaders to operate at that level had become a strategic imperative.

These leaders were not generalists. Many had built careers in academic and research settings, developing deep expertise in science and medicine. In their roles, they operated at the intersection of R&D and commercial, translating scientific insights into strategy, influencing governance forums, and shaping both pipeline and brand decisions. These were among the most complex and high-stakes leadership roles in the organization.

As these leaders took on broader, enterprise-facing responsibilities, the nature of their work shifted. They were expected to work across functions, influence diverse stakeholders, and contribute to decisions that balanced patient, scientific, and commercial priorities in increasingly complex, cross-functional environments.

While highly capable, many had not yet had the opportunity to develop these enterprise leadership skills. With strong competition for talent, the organization recognized the need to accelerate development from within and ensure its leaders could operate as true enterprise contributors.

Solution

BTS partnered with the organization to design and deliver a four-month immersive leadership journey focused on building enterprise leadership capability in some of its most critical roles.

The program engaged 165 leaders across six cohorts, primarily senior leaders in medical affairs, market access, and health economics. Designing an experience that would genuinely resonate with this audience required more than adapting a traditional leadership curriculum. These leaders operated in highly specialized roles, navigating governance forums, balancing scientific and commercial trade-offs, and influencing cross-functional stakeholders without formal authority.

To reflect that complexity, BTS co-created the experience with senior stakeholders across the business, grounding the journey in the actual decisions, stakeholder dynamics, and enterprise challenges participants faced in their day-to-day work. That specificity was essential to making the experience credible, relevant, and immediately applicable.

The program focused on strengthening three capabilities critical to enterprise leadership:

• Enterprise mindset
• Influencing across the organization
• Communication and storytelling

To build these capabilities, the journey combined assessment, practice, and application through a set of integrated experiences:

Enterprise simulation and assessment (in-person)

The journey began with a simulation based on real governance forums and asset-level decisions. Leaders worked through role-based scenarios with assessor-coaches, navigating trade-offs and stakeholder dynamics in a realistic enterprise setting.

Each session included immediate feedback supported by:

• Simulation observations
• 360 executive presence assessment
• Personality insights assessment

This established clear, evidence-based development priorities tied directly to each leader's role and business context.

Experiential workshops (2 x 1.5 days)

Leaders then participated in two immersive workshops focused on decision-making and influence in cross-functional environments.

Using real business scenarios, participants practiced aligning stakeholders, navigating ambiguity, and communicating complex scientific insights with clarity and impact. The workshops emphasized active practice and real-time feedback.

Individual coaching (throughout the journey)

Each participant worked with a dedicated assessor-coach to translate insight into action.

Coaching centered on upcoming business decisions and stakeholder interactions, with manager involvement helping reinforce alignment with enterprise priorities and day-to-day application.

Peer learning and application (ongoing)

Leaders participated in small peer groups that met throughout the journey to reinforce learning and accountability.

These sessions created space to reflect, share experiences, and apply new approaches in real time, helping build consistency across the organization.

Across every element of the journey, the work remained grounded in real business challenges. Leaders built capability by practicing the same decisions, conversations, and trade-offs they faced every day.

Results

The program's success led to continued investment, with new cohorts of more than 200 critical role leaders now underway. Overall, the program strengthened how leaders think, decide, and influence, improving both decision quality and cross-functional execution.

Impact was assessed through:

• Post-program surveys
• End-of-journey evaluations
• 49 structured interviews with participants and their managers

Every manager interviewed reported sustained positive behavior change. The most significant shift was in how leaders approached decision-making. Participants engaged stakeholders earlier, clarified trade-offs more effectively, and showed up with greater confidence in governance discussions. As a result, decisions moved faster and with less friction.

The impact extended beyond the Medical function itself. Colleagues across commercial, R&D, and other functions began noticing a tangible difference. Medical leaders showed up differently in joint forums, communicating complex scientific trade-offs more clearly and building alignment more effectively across competing priorities. Conversations that once required multiple rounds of clarification increasingly moved to alignment more quickly.

Leaders consistently improved in several key areas:

• Earlier alignment before formal decision forums
• Greater confidence navigating ambiguity and enterprise trade-offs
• Stronger influence across cross-functional groups
• Clearer, more concise communication of complex scientific insights

Collectively, these shifts improved cross-functional decision-making and execution across the organization. Leaders were better able to prioritize enterprise value, align diverse perspectives, and ensure medical insights were clearly understood and acted upon.

The impact extended beyond individual participants. Leaders applied these approaches within their own teams, reinforcing more consistent ways of working across the organization and helping position Medical as a strategic enterprise partner rather than solely a scientific function.

Client challenge

Wellstar Health System, one of Georgia’s largest healthcare systems, had already invested heavily in leadership development for senior leaders. But as the organization navigated rapid growth, a major acquisition, and the demands of a shifting healthcare landscape, it became clear that the greatest leadership challenges were happening at the front and midline.

“Some of the greatest leader challenges are really at the front and midline levels… we’ve invested heavily in leadership development, putting more emphasis on our front line and mid-level leadership in terms of outcomes, said Laura Dannels, Chief Talent Officer at the time.

We’re not an organization who believes in just investing in high performers… you’ve got to invest in your entire workforce.”

Wellstar partnered with Sounding Board to bring a more scalable, flexible coaching solution to leaders across the organization.

The solution

Partnering with Sounding Board, Wellstar designed a scalable, personalized coaching program to extend leadership development across the organization while maintaining the quality of one-on-one coaching.

A proprietary 360 assessment, aligned to Wellstar’s leadership behaviors, served as the foundation for each coaching engagement. This ensured development was directly tied to how leaders show up and lead in practice.

“We really wanted to ground the coaching to a framework that matters to our organization,” said Garry Gross, Executive Director of Leadership Development. ‍

“Helping our leaders create an environment where our mission, vision, and values come to life was paramount.”

Program goals:

• Develop leadership capabilities aligned to Wellstar’s mission, vision, and values
• Deliver personalized, relevant development for leaders at all levels
• Strengthen the leadership bench and support succession planning
• Foster a culture of innovation, learning, and engagement

Program overview:

• Personalized, one-on-one coaching for leaders at all levels
• Capability development aligned to Wellstar’s values
  • Serve with Compassion → Builds relationships
  • Pursue Excellence → Drives results, leads teams, and plans strategically
  • Honor Every Voice → Fosters inclusion and respect for differences
• Scalable delivery across frontline, mid-level, and clinical leaders
• Digital tools to track goals, capture insights, and measure progress

This approach made it possible to deliver consistent, high-quality coaching across roles and locations while keeping development relevant to each leader’s day-to-day work.

Results

As the program unfolded, Wellstar began to see a shift in how frontline and mid-level leaders showed up across the organization. Leaders in these critical roles had more consistent support navigating day-to-day challenges, and managers gained better visibility into how their teams were developing. Coaching became a more practical, embedded part of how Wellstar supports leaders in a complex healthcare environment.

Higher engagement and satisfaction

• 96% of participants said the coaching experience was worth the investment
• 99% said they could immediately apply what they learned to their day-to-day work

Measurable leadership growth

Participants reported double-digit growth across leadership capabilities including:

• Executive presence (+16%)
• Organizational collaboration (+14%)
• Strategic thinking (+13%)
• Time management and prioritization (+13%)
• Communication (+11%)

Stronger retention and mobility

• Coached leaders achieved a 90% one-year retention rate
• Retention for coached leaders was 31% higher than non-coached peers
• 3% of participants were promoted into new roles, exceeding organizational goals and industry benchmarks

Learn more about Wellstar’s leadership coaching journey with Sounding Board in this feature in Becker’s Hospital Review.

Client need

For a 175-year-old technology company, competitive advantage isn’t just built on technical innovation: it’s built on leaders who know how to get the best thinking from every person around them. That culture of drawing out ideas, developing people, and driving innovation through engaged teams had been a defining feature of the organization for generations. And it depended on having the right infrastructure to keep developing frontline leaders at scale.

In 2020, that infrastructure was disrupted. The COVID-19 pandemic forced the organization to pivot its in-person development to virtual almost overnight, risking the erosion of frontline leadership capability while simultaneously needing to navigate the broader shocks of the pandemic: supply chain volatility, shifting materials costs, and a workforce managing profound uncertainty.  

Stalling frontline leadership development meant risking productivity, employee engagement, talent retention, job performance, and downstream impacts on quality and operating margin, at a moment when the organization could least afford it.

The question now was how to reimagine frontline leader development to equip thousands of global leaders to continue supporting their teams through disruption, and to ensure the next generation of managers could help their people do their best work under any conditions.

Solution

The client partnered with BTS to reimagine frontline leader development from the ground up, equipping leaders globally with the practical skills, tools, and mindset shifts needed to support their teams in doing great, innovative work.

The partnership began in 2019, and over five years has reached over 1,600 frontline leaders capturing 700+ documented behavior change actions. In 2022, BTS collaborated with the organization to refresh the program to reflect their evolving strategy and develop a sharper focus on supporting a culture of continuous improvement and innovation with coaching and feedback.  

The blended program experience combined the following elements:

• Immersive leadership simulations: Scenario-based experiences placing leaders in realistic situations, surfacing Multiplier and Diminisher tendencies in real time and making the learning immediately personal and actionable

• Multipliers and Diminishers framework: A structured exploration of how leaders either amplify or diminish the intelligence of those around them, including specific “experiments” leaders could use to better understand their own leadership approaches

• Custom leadership frameworks: Including a structured, step-by-step process for having significant feedback conversations, a tool to understand and flex to communication preferences, and a coaching approach designed to help leaders guide team members toward their own solutions, building capability and long-term ownership.

• Structured application sessions — on-the-job practice components designed to bridge the gap between the program experience and day-to-day behavior, giving participants specific frameworks to apply immediately with their teams

• Peer networking and breakout groups — cohort-based learning that participants identified as a standout feature, both for deepening the learning and for building cross-functional relationships that extended beyond the program

• A commitment-capture platform integrated into the program to log participant actions and reinforce behavior change after the program ended; over 670 participant actions were captured across the program’s delivery

Throughout the program, leaders examined the impact of their own behaviors, recognizing where they were unintentionally diminishing their teams, and built new habits around challenging, creating space for mistakes and learning, listening, questioning, giving developmental feedback, and creating ownership. The feedback model gave participants a practical process for the positive and constructive conversations that actually change performance.

Results

More than 1,600 frontline leaders and individual contributors have participated in the program—the population closest to daily execution, quality, and operations. A recent impact study told a clear story about the effects of the program across participants:  

100% of participants reported actively applying what they learned. 59% reported producing significant, measurable business impact, with concrete evidence to describe it.

The results weren’t theoretical. One engineering leader restructured how his team developed project plans, creating space for debate and ownership instead of coming in with the answer. His team exceeded their quality target by 10 percentage points and accelerated the project timeline by +4 months.

One production leader used the feedback model to coach a struggling supervisor and cascade the process across his entire leadership layer. His unit reached #1 performance in its division, improving a key quality KPI by more than 18% year-over-year. A department head with over a decade in leadership set new production records after learning to flex his communication style and draw out quieter team members. And a development lab supervisor used the program to clarify her leadership identity, earn a promotion, and coach her direct report to one as well.

The study also confirmed that when managers actively supported participants post-program, the likelihood of significant business impact increased substantially, shaping the organization’s next phase of reinforcement and cohort follow-up.

For an organization whose competitive advantage rests on the innovation and intelligence of its people, the program gave its leaders something technical training rarely delivers: the confidence, the tools, and the self-awareness to make everyone around them better.

Testimonials

“The program gave me greater confidence to try new things as a leader. It helped me realize what I do and what I don’t do.”  - HR Leader

“The skills I learned in the training helped me be more efficient. It helped me do the right thing, right away.” - Production Manager

“Feedback is very important to create a positive environment; and how to [give] feedback is a specific skill I learned from this training and how to share constructive feedback.” - Production Leader