Mid Level Leader

The 5 habits holding leaders back from driving growth

5 make-or-break moments in Mergers and Acquisitions

Analysts say 2025 will be the year that the multi-trillion-dollar Mergers and Acquisition floodgates will open once again. For us at BTS, these key moments are an exciting opportunity to witness how strategy, culture and leadership play together.   Mergers and acquisitions (M&A) represent some of the highest-stakes decisions an organization can make. Analysts scrutinize billion-dollar deals, executives promise ambitious synergy targets, and employees at all levels must adapt to new realities that are often thrust upon them. The success of your integration doesn’t just depend on strategy—it hinges on the ability of thousands of individuals to embrace new teams, tools, structures, and ways of working.  The human side of integration is often underestimated, yet plays a crucial role in the success or failure of mergers and acquisitions.   | Recent research shows that 70% of successful M&A deals involved a proactive approach to managing cultural differences.   Why? Beneath the surface, overlooked factors such as differing beliefs, cultural tensions, and a lack of real strategic alignment often derail even the best-laid plans. From years of guiding organizations through these transformations, we’ve identified five make-or-break moments that define whether an acquisition thrives—or falls short.  1. The “first impression” moment  When two companies come together, senior leaders often reduce first impressions to oversimplified assumptions: “They’re just like us” or “We share the same customer-first mentality.” While these statements may calm initial concerns, they often ignore deeper operational and cultural differences that can create friction later.   An example: A communications company acquiring a company of similar size to expand their portfolio and reach. Both claimed to be “customer-centric,” but their definitions were fundamentally different. The organization being acquired prioritized the customer no matter the cost, while the acquiring company prioritized the customer within clear economic boundaries. This subtle but critical difference nearly derailed key decisions in customer crisis moments, where both organizations’ approaches clashed.  At BTS, we’ve seen success when organizations use a more thorough and objective culture diagnostic early in the M&A process to get ahead of possible differences like these, surfacing how work actually gets done, rather than providing a commentary on employee sentiment. Differences can then be worked through proactively before real customer value is on the line.   2. The “communicating the deal rationale” moment   Acquisitions are ripe with uncertainty, especially for employees of the acquired company, who often fear layoffs or cultural upheaval. Without clear communication of the reasons behind the merger, mistrust can take root, damaging morale and productivity.   An example: An oil and gas company learned this the hard way during its acquisition of a smaller regional competitor. Despite leadership's intent to streamline and grow operations in the region, employees of the acquired company assumed the deal was purely to squeeze out cost and sell it to the highest bidder. Distrust spread quickly, undermining cooperation and progress.  Another example: In contrast, a technology company that made a large acquisition took a radically transparent approach. Leaders engaged employees from both organizations early, co-creating a narrative that focused on shaping the future together and emphasizing shared innovation goals. By addressing concerns directly and collaboratively, they built buy-in and enthusiasm on both sides, setting the stage for a seamless transition.  3. The “bringing senior teams together” moment Initial meetings between teams from merging companies are often fraught with tension. Often, the bias many leaders have towards action leads to a singular focus on tactical planning—hammering out integration checklists and deliverables—while overlooking the human dynamics in the room.  An example: In one case, two food and beverage companies merging to take advantage of their complementary product portfolios approached their first meeting with a different focus. Instead of diving straight into strategy, the leadership teams spent the first day exploring cultural alignment, discussing their values and histories, and building personal connections.  This intentional shift paid dividends. As one CEO later remarked, “If we hadn’t started with the culture and leadership conversation, we never would have made so much progress on our strategy.” By fostering trust and understanding, the two teams created a foundation for productive collaboration and accelerated progress on their shared goals.  4. The “let’s activate new ways of working” moment Senior leaders can align on a vision, but translating it into daily actions across thousands of employees is where integrations often stumble. Over-reliance on one-way communication—announcements and emails—leaves employees unclear on how to work together.   An example: A biopharma company that acquired a tech firm to enhance patient outcomes was clear about the rationale for the acquisition, but did not spend enough time working through what this combined organization would look like in execution. Two years later, both organizations were still operating as two separate units, unable to deliver on their shared vision.  Another example: In contrast, a global manufacturing company took a proactive approach during its acquisition. Leaders hosted cross-functional workshops, guiding employees through real-world collaboration scenarios. These sessions surfaced key operational gaps and helped teams align on practical ways to achieve their vision. As a result, integration accelerated, and the combined teams quickly launched a suite of new, co-developed products.   5. The “turning resistance into momentum” moment As an integration progresses, some organizations try to quickly get to “business as usual”. Senior leaders, who typically have had more time to get ‘on the bus’ of the integration are often keen to move on from the integration. While this impulse is understandable, the challenge is that ceasing to pay attention to evolving dynamics and culture challenges can cause leaders to ignore small signals that can ultimately foreshadow bigger problems. Indeed, proactively seeking out and engaging with resistance can unlock new potential for growth.  An example: Consider a software company that acquired a cloud-services provider to expand its portfolio. Early friction arose as teams struggled to reconcile their differing approaches to customer support. Instead of letting the tension fester, the leadership teams paused, brought the issues to the surface, and co-created a new customer engagement model.  By openly addressing challenges and aligning on shared practices, the companies not only resolved their differences but also built a stronger, unified approach. Without this intervention, the integration could have been frustrated by years of lingering inefficiencies and resentment.  Greater than the sum of parts: Achieving success beyond the merger  M&A deals are extraordinary opportunities to accelerate growth, redefine industries, and create lasting value. But the statistics don’t lie: up to 90% fail to meet expectations. The difference often comes down to overlooked intangibles—cultural alignment, trust, and the willingness to navigate tough conversations.   The organizations that succeed understand this. They don’t just manage checklists; they embrace the human elements of integration. They foster trust, build alignment, and co-create a shared future.  The real value of M&A lies in these make-or-break moments. When leaders approach integration with intentionality and openness, they unlock the potential for their organizations to be truly greater than the sum of their parts—and deliver on the promise of the deal. 

From Traditional to AI-powered Sales Coaching: The Verity Success Story

Mike Cooke, CEO of Brandon Hall Group, sits down with Bowen Moody, CEO of Verity, a BTS company, to explore how AI is revolutionizing sales coaching and training reinforcement. The conversation delves into the challenges of traditional sales coaching and how AI-powered solutions are addressing these long-standing issues. Part of Brandon Hall Group's Excellence at Work podcast series. The landscape of sales coaching is undergoing a fundamental transformation, powered by generative AI and focused on sustainable behavior change. Bowen’s insights highlight how organizations can leverage AI to bridge the gap between training investments and actual performance improvement in the field.

Empowering aspiring leaders to sustain growth in cloud-based technology 

Client need A cloud-based technology leader experiencing rapid expansion and a digital transformation surge needed a fresh approach to developing future leaders. During the pandemic, the company’s workforce grew from a small founding team to tens of thousands of employees spread globally. With such rapid scale growth, the organization needed to strengthen leadership capabilities to maintain employee engagement and support sustainable performance. Sustaining engagement and long-term performance required strong leadership development to guide this fast-growing, globally dispersed workforce.  The company sought a program to offer personalized support for high-potential employees stepping into leadership roles. It needed to cater to regional learning styles while delivering a tailored experience for each participant.  Building on previous programs  An initial leadership program had laid the groundwork, but the company’s changing needs called for a strategic overhaul. Key enhancements included:  Aligning with a new Leadership Pathway, outlining essential skills and traits.  Reducing the program from 12 to 7 months to match promotion cycles.  Incorporating participant feedback to refine content and format.  Adding virtual simulations for flexible, real-world learning experiences.  Embedding learning into daily tasks, ensuring continuous application.  Solution The company partnered with BTS to implement a seven-month Aspiring Leader’s Program to reach over 10,000 emerging leaders in multiple cohorts. BTS developed a blended learning approach that combined traditional and digital elements for a scalable, high-impact experience:  Assessments: 30-minute pre- and post-program assessments presented realistic leadership challenges, helping participants set personalized goals aligned with company standards.  Small group coaching (pods): Groups of seven worked with a BTS facilitator, forming supportive relationships that continued beyond the program.  Workshops and simulations: In three virtual workshops, pods tackled common leadership scenarios. Participants experienced the real-time impact of decisions, competing with other pods. Self-paced versions provided additional flexibility.  Self-paced simulations: Cinematic simulations addressed critical skills in an immersive, realistic format.  Stretch assignments: Each module included hands-on assignments with three levels of activity, allowing participants to apply skills at a pace that suited their roles.  Alumni portal: Additional resources like articles, podcasts, and talks were accessible on the alumni portal, supporting ongoing development.  Streamlined communications: Weekly updates on a virtual portal and internal messaging channels kept participants engaged and informed.  Results The program drove significant progress, with over 1,000 leaders reporting notable improvements:  89% felt greater clarity on their personal purpose.  92% were more comfortable seeking diverse perspectives.  93% gained stronger awareness of their emotional states.  91% felt better equipped to handle stress.  By the time of review, participants had completed over 57,000 on-the-job actions, with 96% noting substantial progress in self-awareness and behavior shifts. The program achieved a 92% attendance rate, ensuring aspiring leaders were well-prepared to lead and guide the organization into a successful future.

Transforming leadership culture for enterprise alignment

Client need To continue competing and winning in a complex industry, a multinational energy corporation recognized the need to change its ways of working. To achieve sustainable success for its Australian branch, the organization needed to shift from a project-focused operation to a unified business culture. To make this transformation a reality, the organization identified a need for aligned enterprise mindsets, enabling leaders to internalize the new strategy and develop new leadership behaviors. Solution In service of this need, BTS and the organization co-created an immersive, in-person simulation experience. The experience projected a customized business portrait 30 years into the future, designed to: Guide leaders on optimization strategies. Foster relationship-building. Encourage personal development. Portray realistic, on-the-job challenges while coaching solutions. The project team developed the program over three phases to ensure maximum effect, turning themes and objectives gathered from stakeholder interviews and pilot-test feedback into tangible, experiential materials and activities including: Scenario-based roleplaying Cohorts compiled of leaders from diverse backgrounds and skillsets were provided with case study scenarios reflective of their real-life roles, tasked with developing effective strategies against common restraints like time, budget, client profiles, and geopolitics. Through this activity, players learned decision-making through collaboration and healthy competition, balancing short- and long-term goals in a simulated environment encouraging trial-and-error. Each simulation round was followed by debrief sessions, allowing teams to reflect on how their individual and group strategies affect business operations—a vital component for sustainable growth. Behavioral guides Leaders were provided with helpful resources for navigating the company’s operation transition, promoting enterprise thinking through industry surprises like timeline alterations, decision-making under pressure, and prioritizing quality over targets. A Leadership Q&A event was held to address concerns, provide clarity, and reinforce the company’s vision and values to empower and engage leaders mid-journey. Coaching sessions Amidst team leadership building, coaches offered individual, personalized guidance for participants following each simulation round. Presented opportunities for performance and lesson reflection, as well as goal-planning and application back on the job. Results The program’s ROI was measured by performance data, behavioral assessments, and participant feedback, with an NPS score of 80, surveyed across 500 leaders from 15 cohorts. Post-journey, participating leaders credited the simulation for: Strengthened decision-making skills. Broadened business fluency. Heightened knowledge and resilience of industry complexities. Overall enjoyment of collaborative, game-like medium. Testimonials “Excellent fundamentals about impact across value chain of decision making and clearer understanding of levers used by management.” “An excellent course, this really cemented in my mind the value chain and the necessity to consider all elements of this together. Shining a light on the complexity of the business and the many drivers, metrics, and desired outcomes needed to be balanced or traded-off was very enlightening.” “Great job on asking people to represent other parts of value chain. This put all of us in a more uncomfortable place and we had to rely on each other.” “Really enjoyable course that had a great balance of simulation, discussion, and humor. Sessions were well set up and managed.” “The simulation reinforces the value of cross functional collaboration, which, along with specific insights into other areas of the business, I will continue to promote within my team.”

The Changing Face of Change: Navigating Transformation in the Age of AI

Join Kendra Okposo and Kevin Bronk of BTS and Brandon Hall Group™ COO and Principal HCM Analyst Rachel Cooke. Part of Brandon Hall Group's Excellence at Work podcast series.

Revolutionizing sales: How AI coaching is shaping the future

Building a future-ready CEO bench in Oil and Gas

Client need In the fast-paced world of oil and gas, robust executive bench strength is essential for sustained success. Anticipating a CEO transition within the next five to ten years, a leading industry player recognized an urgent need to diversify and enhance their leadership capabilities. To tackle this, they enlisted BTS to assess their executives for future key roles and equip them with the skills and insights needed to thrive in a complex market environment.  Solution  BTS designed custom, forward-looking CEO and senior leader profiles that reflected turbulent market conditions and energy transition challenges within the oil and gas industry. These profiles were deeply rooted in the client’s values to ensure the assessments were grounded in the company’s culture.   The BTS team then developed a customized business and strategy simulation that was used in a "Leader Lab” to translate these profiles into an engaging learning and development experience and observable behaviors. The Leader Lab was delivered for 25 executives divided into teams of five, each with an embedded assessor. This structure allowed for a comprehensive evaluation of participants as individual leaders, team members, and strategic executives leading the enterprise.  Results To date, BTS has assessed the top 100 executives and provided the client with a detailed heat map that highlights strengths and development areas to strengthen their succession planning. This data has also been instrumental in shaping development plans and retention strategies.  Key outcomes include:  Identification of high-potential leaders: One standout participant from the supply chain function demonstrated exceptional capabilities, leading them to step into a new global role to leverage their leadership potential.  Targeted development for future CEOs: After the assessments, the client’s anticipated successor for the CEO role did not initially rank in the top five executives. With the help of an executive coach, this individual showed significant improvement evidenced by positive feedback from direct reports.  Addressing leadership gaps: The assessments revealed a lack of a shared leadership language and foundational business acumen beyond functional expertise. BTS now partners with the client to address these gaps through ongoing Leader Labs, aimed at enhancing the depth and breadth of organizational leadership.  By uncovering hidden leadership potential and addressing critical gaps, the company identified high-potential leaders ready to step into key roles. As a result, the company now boasts a robust and cohesive leadership team, well-prepared for the CEO transition and future industry challenges. This investment in leadership development has poised the company for sustained success and innovation in a turbulent market.   

Building a pipeline of high-performing general managers in aviation 

Client need  An aviation services provider with over 200 fixed base operations (FBOs) across five continents recognized the need for a standardized approach to hiring, training, and assessing its general managers (GMs). Facing complex market dynamics like industry consolidation and rising customer expectations, the company found that GMs were now expected to act as mini-CEOs. They needed a diverse skill set to drive revenue, manage talent, ensure safety, and maintain customer satisfaction. However, without a clear development path, it was difficult to consistently prepare GMs for this demanding role.  The solution  The organization partnered with BTS to develop a comprehensive leadership framework that defined expectations and built the necessary capabilities for GMs to thrive.   This solution included:  The playbook: A foundational guide outlining:  GM profile: Key capabilities and behaviors for GM success.  GM pivotal moments: 11 critical scenarios requiring strong leadership.  GM experience map: Experiences that aspiring, new, and seasoned GMs should seek to ensure they excel in the role.  The assessment: A multifaceted tool designed to:  Evaluate current GMs by identifying development areas aligned with the GM profile.  Assess aspiring GMs to define what development is needed to prepare them for the role.  Screen external candidates to determine their readiness for GM responsibilities.  The assessment comprises several components, including:  Moments-based assessment: A simulated environment where candidates demonstrate decision-making in job-related scenarios.  Mindset explorer assessment: Evaluates alignment with key leadership beliefs.  360-survey: Provides feedback on participants’ strengths and development areas.  Work preferences assessment and panorama assessment: Explore work style preferences, critical thinking, and problem-solving skills.  Results  The playbook and assessment have enabled the organization to identify and elevate high-potential leaders across its global locations. Since launching the program, numerous GMs have been promoted to leadership roles such as area director. The structured evaluation has empowered participants to uncover performance gaps and develop targeted growth plans.  One GM, recently promoted to area director after following a personalized development plan, shared, “You are given the tools to succeed, and your future is in your hands. The assessments and the courses offered are outstanding and can be life-changing.” 

Leading with others: Embracing a new era of leadership

The landscape of leadership is evolving as newer generations challenge traditional hierarchies. Outdated practices, focused on a top-down power dynamic, have fostered an “us vs. them” mentality, stifling collaboration, slowing innovation, and hindering sustained growth. In response, Future Relevant Organizations are adopting "next practices" that recognize and celebrate contributions, influence, and impact of contributions at all levels of the organization. Central to this shift is the movement from “leading others” to “leading with others,” recognizing that leadership isn’t confined to those in senior positions. “Leading with others” encourages a more inclusive, collaborative approach by: Encouraging employees to lead and influence across boundaries. Inspiring shared purpose and accountability toward collective goals. Prioritizing well-being, fostering psychological safety, and enabling open idea-sharing. Viewing vulnerability as a strength, recognizing that no one has all the answers. Maintaining focus and thoughtful engagement amidst uncertainty. A biopharma company with a historically top-down leadership structure offers a clear example of the transformative power of this shift. While the company had enjoyed impressive growth, it faced competitive and pricing pressures from disruptive innovation, regulatory challenges, and supply chain vulnerabilities, all of which called for a fresh approach to leadership. Innovation and expansion were crucial to sustaining success. Recognizing the need for change, the company embraced the idea that leadership and influence aren’t confined to those at the top. Here’s how this new approach reshaped their organization: Empowering all levels: Leadership became less about titles and more about fostering a culture where every employee felt valued and capable of contributing. Through well-crafted experiences, 5,000 employees enhanced their self-awareness, challenged established norms, and adopted a long-term perspective aimed at collective growth. Redefining leadership: Leadership shifted from micromanagement to empowering others to make meaningful contributions. Employees were given greater agency and ownership, leading to increased adaptability in a dynamic market. Building trust through vulnerability: The organization encouraged vulnerability, quickly building trust across teams in an evolving, loosely connected environment. This strengthened team dynamics and established a supportive community ready to face new challenges. Next practices: Shared leadership responsibility The shift toward “leading with others” is not simply a change in leadership style; it is a strategic imperative. By embracing diverse perspectives and treating leadership as a collective responsibility, organizations gain more valuable insights that drive better decision-making and innovation. Companies that adopt this approach are better prepared to adapt to change, seize new opportunities, and build a culture where everyone is engaged in shaping the future. “Leading with”: A more inclusive path forward Adopting a “leading with others” mindset requires more than just structural changes—it calls for a fundamental shift in how leadership is understood at all levels. Leaders must actively create environments where contributions from all employees are expected, not optional. This inclusive leadership approach fosters a deeper sense of ownership and accountability, empowering employees to align their actions with the organization’s long-term goals. As the business landscape continues to evolve, organizations that embrace this collective approach to leadership will be better positioned not only to navigate uncertainty but also to thrive in the future ensuring future relevance.

From burnout to breakthrough: A transformation in Nursing leadership 

Client need A leading global healthcare organization faced a critical challenge post-pandemic: the well-being of their nursing staff. With burnout, early retirements, and a labor shortage threatening the quality of care, they turned to BTS for a solution. Together, we set out to strengthen nursing leadership, build resilience, and ensure sustainable, high-quality patient care in this new era. The solution  In collaboration with BTS, the organization developed a two-month, immersive program designed to strengthen leadership capabilities and build resilience among their nursing staff. Leveraging in-depth interviews and an understanding of the organization’s unique culture, BTS created a customized simulation that mirrored the real-world challenges nurses face daily. The program, delivered virtually over two and a half days, combined pre-work, engaging kickoff sessions, and realistic hospital scenarios. Participants from diverse teams worked through complex simulations, receiving feedback and engaging in reflective exercises. Key components, including actionable "Go-Dos" and a follow-up accountability check-in, ensured that the learning was sustained and immediately applicable to their roles. Results  The impact was transformative. The program not only reignited engagement but also fostered a deep sense of ownership and leadership among nurses. Participants rated the experience an exceptional 4.8/5, with a net promoter score of 91%, reflecting the powerful alignment between the program and their real-world challenges. Beyond the numbers, the program drove tangible shifts in behavior—nurses reported enhanced teamwork, stronger decision-making, and a renewed sense of purpose in their roles. Many credited the experience with helping them build the confidence and resilience needed to navigate the complexities of post-pandemic healthcare, leading to improved patient outcomes and more cohesive teams. The lasting effect? A healthcare organization better equipped to support its frontline leaders and deliver exceptional care. Testimonials  “We were able to discuss the challenges faced in various hospitals and get ideas to solve the issues.”  “Fantastic moments and realistic dilemma options that allows us to really reflect on our choices.” Go-Do reflections   “Practicing listening skills has helped to keep the dialogue open. Staff are more willing to bring out discussion points freely. Listening intently allows me to understand the information being presented to me, and not make a decision midway through the conversation. Staff feel that they are heard. I have learnt to refrain from the temptation of jumping to conclusions or forming opinions about what is being said. Use the coaching methodology instead of being prescriptive.” “I managed to meet my Nurse Manager and staff on the ground daily and spend at least one to two hours with them. We had a great discussion, and I listened to the problems the Nurse Manager was facing with staffing constraints—high turnover of staff and managing junior nurses. I worked with her to manage the staffing issues, and the Nurse Manager and staff fed back to me that they appreciate my time and efforts spend with them.”

Strategic Execution Observatory

At BTS we believe that a strategy, a strategic plan if you will, is as important as its execution. This is not a new idea, but it should be verified periodically to confirm its validity. If the initial premise is confirmed, it would then be necessary to investigate the facilitators and obstacles to this strategic implementation. Our premise or hypothesis is that organisational culture and alignment with the strategy are two key enablers, which cannot be missing if the strategy designed and planned is to be successful. In order to validate or reject both premises, we have carried out a study in which 500 professionals with different levels of responsibility in their organisations participated. Among the most important conclusions, we find: Disconnect between organisational levels: While 54% of managers believe that there is a perfect alignment between culture and strategy, an overwhelming majority of employees perceive the opposite. Lack of clarity and tools: Half of employees do not know how to contribute effectively to their company's strategy. Internal communication problems: Only 30% of employees have a detailed understanding of strategy and how it relates to their work.