Mid Level Leader

From Strategy to Execution: How BTS and Sounding Board are Transforming Coaching

In this Brandon Hall Group™ Excellence at Work Podcast, Michael Rochelle, Chief Strategy Officer, engages in an insightful conversation with Katrin Mulford, SVP and Global Head of Coaching at BTS, and Christine Tao, Co-founder of Sounding Board. They explore the transformative impact of BTS’s acquisition of Sounding Board on leadership development and coaching. The discussion delves into how organizations can leverage coaching to drive leadership effectiveness and organizational change at scale.

Are hyper-local SKOs on the rise in 2025 and 2026?  

Traditionally, Sales Kick-Offs (SKOs) were large, centralized gatherings, designed to align teams, spark momentum, and roll out the company’s go-to-market strategy. But as global businesses expanded, that one-size-fits-all approach began to show its limits.  Even before 2025, forward-thinking companies were experimenting with more localized formats to meet rising complexity and regional nuance. As international operations expanded, centralized SKOs began to strain under the weight of market variability, logistical challenges, and cultural differences. Regional activations emerged as a way to make strategy more relevant, and more actionable, at the local level.  Then came COVID-19. Travel restrictions, distributed teams, and new ways of working forced companies to reconsider the value, and feasibility, of large-scale gatherings. Virtual and regional alternatives emerged not just as stopgaps, but as smarter, faster, more focused activations.  That shift planted the seeds for what’s now taking hold: a hybrid model, where flagship events are amplified, not replaced, by a network of hyper-local strategy activations.  Why hyper-local SKOs have gained traction in 2025  Tighter budgets, tariff volatility, region-specific complexity, and faster-moving markets have made the traditional SKO model harder to justify, at least for now. But what’s emerging isn’t a downgrade. It’s a high-impact alternative built for today’s realities.  Hyper-local SKOs offer:  Budget-conscious impact: Less spent on travel, more invested in enablement.  Regional relevance: Local markets demand tailored approaches.  Faster execution: Smaller events mean shorter planning cycles and more agility.  Stronger engagement: Intimate settings foster real dialogue, trust, and retention.  Done right, hyper-local SKOs deliver sharper alignment, deeper enablement, and faster activation, without the logistical drag.  But this approach only works when it’s connected to something bigger:  A clear, unifying story  A strategy that flexes by region  Tools and experiences that build competence, not just motivation  They’re not replacing the flagship event, they’re extending its reach, bringing strategy to life where performance happens in the field.  What to consider if you’re going local in 2026  Start with a unified strategy Without a cohesive message, fragmentation becomes a real risk. That’s why leading companies align early on messaging, strategic pillars, and storylines, then empower regional leaders to bring them to life in context. Centralized intent, decentralized delivery. That’s the sweet spot. Use simulation and AI-enabled practice to scale what matters Smaller doesn’t mean shallower. Digital tools, like AI-powered practice platforms and immersive simulations, let teams stress-test decisions, sharpen skills, and internalize strategy. Instead of hearing strategy, reps experience it and leave ready to act. Cut costs, without cutting connection The savings from reduced travel and venue spend are real, but the return comes from reinvesting in high-value enablement: stronger coaching, sharper content, localized insights, and sustained follow-through. Be thoughtful about how you redirect your budget. Spend to increase the outcome you desire.    Match the way your teams actually sell Modern GTM teams flex by region, segment, and product line. Hyper-local SKOs let teams focus on what’s actually happening in their markets. It’s not just about relevance, it’s about reps feeling seen and set up to win. Create space for meaningful dialogue Large SKOs can default to performance over participation. Local formats flip the script. Smaller rooms enable deeper conversations and real-time alignment. Candor goes up. Trust goes up. Impact goes up. Move faster, stay closer to the market Planning a traditional SKO can take six months or more. In a world where pricing shifts monthly and competition evolves weekly, that delay is a liability. Local events can launch quickly and adjust mid-stream, by design. It’s not a replacement. It’s a complement. The flagship SKO still has value, especially to launch a new strategy or bring global teams together. But leading organizations are building a drumbeat of activation through local SKOs that reinforce, tailor, and sustain that initial momentum. Think about the tradeoffs and choose a flagship SKO versus localized experience based on the desired goal of the event.    Understand the risks and how to avoid them  Hyper-local SKOs bring opportunity, but also potential pitfalls if not well-integrated. Key risks include:  Fragmentation of message and priorities Without a strong central narrative, messaging drifts, and alignment erodes. Uneven quality and experience When local teams aren’t equally equipped, outcomes vary. Some teams leave inspired. Others don’t. Loss of cross-regional connection Flagship SKOs build culture through shared experience. Without intentional connection, silos can deepen. Underinvestment in enablement If companies view local SKOs purely as cost-saving, they risk missing the moment to truly invest in seller capability. Leadership misalignment If local and global leaders aren’t working from the same playbook, sellers get mixed messages, and lose confidence. How to mitigate these risks:  Anchor every SKO to a common strategic narrative  Equip regional leaders with tools, training, and facilitation support  Invest in shared enablement assets like simulations and AI tools  Create cross-regional touchpoints to build culture and community  Track impact and reinforce key messages over time  Finding new ways to perform and adapt  In a time of uncertainty, the best sales organizations aren’t pulling back on alignment, they’re finding new ways to deliver it.  Hyper-local SKOs offer a strategic evolution: reducing spend, increasing relevance, and accelerating execution.  It’s not just a budget decision. It’s a better way to make what matters go further.  The question isn’t “What can we do with less?” It’s “How do we get more out of every moment?”   

Tariffs are impacting strategic selling 

In 2025, sales organizations are navigating more than just competitive landscapes. They’re contending with intensifying trade tensions, evolving geopolitical alliances, and the cascading effects of global tariffs. These forces aren’t abstract, they’re showing up daily in pricing pressure, delayed shipments, shifting forecasts, and customer churn. And they’re transforming how companies approach go-to-market strategy, starting with how they design and deliver their Sales Kick-Offs (SKOs).  Tariffs are no longer edge-case scenarios. They’re sending ripple effects across every link in the value chain. Sales teams are contending with pricing instability as supplier costs swing unexpectedly. Delivery timelines are harder to pin down. Customers are pushing back on cost hikes or walking away altogether. And forecasting? It’s become a moving target. What was once considered a background risk is now a central variable in sales planning.  In this climate of constant flux, SKOs are evolving from motivational moments into serious strategic platforms. Several themes are rising to the surface: 1. Redefining “adaptability” in sales strategy Tariffs have amplified economic turbulence. With global cost structures in near-constant motion, organizations are being forced to sharpen how, and how fast, they respond. While “agility” has been a staple of business language since COVID-19, today’s landscape demands something deeper: adaptability built on scenario planning, data fluency, and customer-centered pivots.  Sales teams are being asked to do more than react. They’re adjusting pricing mid-cycle, sourcing new suppliers, and rethinking product priorities based on margin impact or availability. SKOs need to reflect this reality. It’s not just about preparing for change it’s about practicing for it. Teams need exposure to the messiness of mid-quarter shifts, trade-offs across functions, and pressure-filled decisions that can’t wait.  2. Flexible pricing models are pushing teams to focus on customer value As tariff-related costs climb, many companies are left with little choice but to raise prices. But doing so without a strong value narrative is risky, especially in a market shaped by caution, cost sensitivity, and competitive noise.  Sellers can’t afford to lead with price. They need to lead with relevance. That means helping customers connect the dots between solutions and the outcomes that matter to them, faster ROI, mitigated risk, and sustained performance. The more the landscape shifts, the more essential it becomes to differentiate through clarity and confidence, not discounts.  3. Relationship-building, referrals, and longer sales cycles In unpredictable environments, trust becomes a competitive advantage. Tariffs introduce new friction—delivery delays, price changes, procurement constraints, that sellers must help customers navigate. As buyers face more internal scrutiny, decisions slow down. Sales cycles stretch. Consensus is harder to build.  All of this puts relationship quality front and center. Sellers who understand their customer’s world, anticipate challenges, and offer real partnership, not just pitches, are the ones who earn the right to stay in the conversation. Advisory behaviors and referral networks matter more than ever. Investing in long-term trust has become a short-term differentiator.  4. Shaking things up with cross-functional insights The effects of tariffs aren’t siloed. They ripple through procurement, finance, operations, and strategy. Sales teams without visibility into those pressures risk overpromising, or missing opportunities for smarter collaboration.  That’s why more organizations are bringing cross-functional voices into the SKO. Procurement leaders are spotlighting sourcing constraints. Finance is unpacking cost structures and trade-offs. Operations is clarifying where flexibility exists, and where it doesn’t. These perspectives help sellers see the system they operate within and bridge the gaps that often slow down execution, from misaligned incentives to regional friction.  5. Leveraging AI and data to support shifting targets for frontline sellers In a tariff-impacted world, data is no longer a nice-to-have. It’s a real-time edge. As market signals shift faster than humans alone can track, AI-powered tools and predictive analytics help surface patterns, sharpen messaging, and guide better decisions.  Forward-looking companies are embedding AI into the SKO itself. Tools like BTS’s Verity give reps the ability to practice, iterate, and refine in real time, coaching them through tough conversations, pricing trade-offs, and shifting buyer behavior. It’s not about replacing reps. It’s about expanding their ability to adapt, stay sharp, and lead confidently through constant change.  6. Preparing for longer sales cycles and negotiations As cost pressures rise, customers are taking longer to commit. Deals are dragging. More stakeholders are weighing in. Pricing discussions are stretching further than before.  SKOs are a chance to help teams get ready for that reality. Sellers need to build fluency in managing drawn-out conversations, navigating objections, and reinforcing value over time. Practicing those skills now ensures they can show up with confidence and consistency, especially when the path to close is slower and more complex than expected.  Rethinking your SKOs for shifting ground  Tariffs aren’t a temporary disruption, they’re part of a broader pattern of global instability that sales organizations must plan around. The question isn’t how to avoid the turbulence. It’s how to lead through it.  That’s what the best SKOs are doing in 2025 and into 2026: grounding teams in the real conditions they’re facing, building strategic muscle, and creating alignment across the business. It’s not about hype. It’s about capability.  Done right, your SKO becomes more than a kickoff. It becomes a catalyst, one that equips your team to win on uncertain ground. 

Why executive transitions go wrong – and what to do about it

Day 42: A newly hired Group Strategy Director is still at her desk at 9:00 p.m. She was brought in to lead a major transformation – one that’s been discussed for months but never clearly defined. She was hired because she’s capable, and there’s often an unspoken belief that capable leaders should just “get it” and move. Her inbox is overflowing. Priorities keep shifting. Her peers are polite but distant – unclear on her mandate, protective of their turf, and too busy to engage deeply. Conversations stay surface-level. She’s been invited in – but not set up to succeed. It’s a common story: a strong leader, dropped into a high-stakes role without the clarity, structure, or support to land well. Whether new to the company or stepping into a bigger role, many executives spend their critical first months navigating complexity alone – while being expected to deliver from day one. Research has held steady for years: around 40% of leadership transitions fail within 18 months when the right support isn’t in place. Too often, companies focus on choosing the right person – then overlook what it takes to truly integrate them. Without structured, human-centered support, even the most capable leaders struggle to succeed. Why this matters more now Transitions have always been high-stakes moments. But in today’s climate, the pressure is rising and the timelines are shrinking. Leaders are stepping in during disruption – not stability. Most aren’t inheriting status quo – they’re hired to fix or accelerate something. Hybrid work delays trust-building and blurs cultural cues. Visibility is high. Expectations form early and often. In short: less room for error. More risk when it goes wrong. Different paths. Same risks. It’s tempting to think internal promotions are easier. But each path comes with invisible traps: External hires lack historical context and relationships yet are expected to drive change. Internal promotions bring familiarity but struggle to reset relationships and lead differently. In both cases, leaders are often left navigating ambiguity alone once onboarding ends. What’s missing Most organizations do onboarding. Few do transitions. And that’s where things break down. What’s often overlooked: A clear and aligned mandate Shared definitions of success across key stakeholders Insight into unspoken cultural and political dynamics Active sponsorship from the manager A longer runway to build trust and momentum Board-level clarity and engagement for senior roles The result? Leaders are under pressure to perform – while still finding their footing. The quiet rejection Leaders are often hired to shift the system. But once inside, they encounter subtle resistance: Their pace feels too fast. Their questions challenge norms. Their style doesn’t match unspoken rules. Suddenly, trust is withheld. Expectations shift. Peers disengage – but don’t say why. The very qualities that got them hired now work against them. Confidence erodes. Performance stalls. And promising transitions quietly derail. This isn’t just an onboarding issue. It’s a readiness issue – on both sides. The cost of getting it wrong A failed executive transition doesn’t just impact the individual – it ripples across the organization. It stalls momentum, fractures teams, delays results, and undermines trust in leadership. It’s also expensive. Between lost productivity, re-recruitment, and missed goals, the cost can easily reach several times the leader’s salary. When transitions go off course, it’s not just a talent issue – it’s a business one. What needs to change Organizations that get transitions right do five things well: Treat transitions as enterprise critical. Ask: What’s at stake beyond this one role? Define success together. Ask: Are expectations aligned across leader, manager, and stakeholders? Equip the manager to lead the transition. Ask: Are they prepared to sponsor – not just evaluate? Provide real support – not just warm welcomes. Ask: Have we created space for the leader to reflect, adapt, and build capability? Extend support beyond day 90. Ask: What happens after the honeymoon ends? The gray zone Most leadership transitions don’t fail during onboarding – they stall in the murky middle. That stretch between onboarding and full performance. Too late for checklists, too early for formal reviews, and too often overlooked. This is when the leader is highly visible but still gaining footing. The system assumes they’re up and running. But what they actually need is time to reflect, context to navigate, and support to show up differently. Without that space, small misalignments become big ones. First impressions stick. And promising transitions quietly derail – not because the leader isn’t capable, but because they’re left to navigate complexity alone. This “gray zone” isn’t anyone’s job to manage – and that’s the problem. The role of transition coaching Transition coaching provides a confidential, strategic space to: Navigate unspoken dynamics Build confidence and clarity Reflect and recalibrate in real time As Greg Smith, CEO of Teradyne, put it: “We’re investing in executive coaching because we want our senior leaders to lead with confidence from day one-not figure it out by month six.” And the research backs it up.⁷ Coaching accelerates traction, strengthens alignment, and improves long-term performance. But it only works when paired with system-level readiness: aligned stakeholders, engaged managers, and a clear plan for integration. Final thought Transitions aren’t just about setting a leader up to succeed. They’re a mirror for whether your organization is ready to evolve. Because every new leader brings change – and every transition is a test of how well your system absorbs it. If you’re hiring or promoting this year, the question isn’t just “is this the right person?” It’s “are we ready to change with them?” BTS helps leaders – and the systems around them – thrive through transition. Let’s talk. Sources McKinsey & Company (2023), Leadership Transitions: Making the Move from Operational to Strategic Harvard Business Review (Ciampa & Watkins, 1999), Right From the Start CEB/Gartner Executive Research (2016), Why Successful Executives Fail DDI Global Leadership Forecast (2021), Assessing the Risks in Leadership Transitions McGill, P., Clarke, P., & Sheffield, D. (2019). From “blind elation” to “oh my goodness, what have I gotten into”: Exploring the experience of executive coaching during leadership transitions into C-suite roles. International Journal of Evidence Based Coaching and Mentoring. Oxford Brookes University. Greg Smith, CEO of Teradyne, as quoted in BTS webinar (2025) International Coaching Federation (ICF, 2021), The Value of Coaching in Leadership Transitions

What AI can’t replace: the human side of leadership

Future-proofing succession: insights from top talent leaders

Executive summary  Succession planning has come into sharp focus with fresh urgency for companies competing in today’s volatile environment, moving from a routine annual exercise lead by HR into a strategic business action reviewed more frequently and broadly to manage business risk and performance. Faced with mounting complexity, organisations are challenged to attract, retain and develop highly desired talent, building leadership pipelines that are agile, resilient, and aligned to shifting priorities.  Our most recent research conducted in partnership with our global client companies highlights 3 decisive shifts underway, from:  Static, role-based promotions to dynamic, experience-driven development of successors.  Succession planning as an HR and compliance routine to an active business process with executive accountability.  Opaque criteria and processes to transparent leadership dialogues.  Yet, these shifts are themselves in a state of dynamic change driven by high-speed transformation happening in the external marketplace and subsequent corporate restructuring. Many organisations are experimenting with modern approaches but still face execution gaps, cultural friction, and a disconnect between intent and action. This paper synthesises insights from interviews with talent leaders and a live panel of industry experts to identify six emerging themes, practical trends, and implications for leaders seeking to future-proof succession. 

Built to Shift: A playbook for downturns

The COVID era and past economic downturns taught leaders how to navigate through crisis: make fast decisions, protect the core, reallocate resources, and communicate constantly. Many of those instincts still serve leaders well today.  But 2025 presents a different kind of pressure.  What’s different:  No shared “shock event”: Unlike COVID, there’s no singular catalyst. The global disruption is distributed tech acceleration, economic shifts, geopolitical turmoil, workforce evolution all happening at once.  Fatigue is deeper: This isn’t the first wave of change. Employees and leaders are tired. Resilience reserves are low, and trust is harder to rebuild.  The talent landscape has changed: Hybrid expectations, new career norms, AI anxiety, and burnout have redefined what people need from work and what they'll walk away from.  Change is the default now: In 2020, disruption felt temporary. In 2025, it’s clear that constant transformation is the new normal and many systems weren’t built to sustain it.  AI is rewriting roles in real time: It’s not just automation or cost-cutting. It’s rethinking how work gets done, who does it, and what creates value in the first place.  What’s similar:  High uncertainty: Just like during COVID, the path forward isn’t clear and it’s shifting quickly.  Accelerated change: Companies are once again reinventing strategy, structure, and ways of working, sometimes all at once, and in an equally shifting global landscape.  Pressure on leadership: People are looking for direction, clarity, and stability in a volatile environment.  Urgency to act boldly: Playing it safe isn’t an option. Bold moves are still what differentiate winners from laggards.  What companies learned in past crises still matters, but the playbook needs an upgrade. The challenge now isn’t just adapting once. It’s building an organization that can keep adapting without losing energy, clarity, or cohesion.  This playbook lays out the four high-leverage moves senior leaders are using to guide their organizations through today’s complexity and build long-term momentum in the process. Each move is designed to help you challenge assumptions, activate your team, and make the bold shifts that relevance and resilience require.  This draws on lessons from past downturns, including COVID, but applies them with a new lens. In 2020, the shock was sudden and shared. Today, the pressure is persistent and compounding. There's no single moment of crisis, just a constant churn of variables. And that makes discipline, imagination, resilience and team readiness even more essential. 

Culture Under Pressure: From Definition to Activation

In major transformations- from M&A integrations and restructuring to private equity buyouts – culture is often the decisive factor between successful execution and stalled strategy. While leaders recognise its importance, many struggle with what can feel like a nebulous concept and underestimate how culture must be defined, activated, and managed to match the pace and ambition of change. This session will cut through the complexity, offering a practical roadmap for defining and activating culture as a driver of business performance.

Leader Lab Simulation Workshop

Please choose date/location that suits you best   Tuesday, September 2 Brisbane – Register here 8:30 – 11:00am | Light breakfast served from 8:00am Hyatt Regency Brisbane, 33 Burnett Lane   Thursday, September 4 Sydney – Register here 8:30 – 11:00am | Light breakfast served from 8:00am QT Sydney, 49 Market Street

Strengthening talent and leadership development in the aluminum industry

Client need  A leading global aluminum products manufacturer faced a pivotal challenge: how to create a unified, empowered workforce in a highly decentralized organization. With each business unit operating autonomously, the company recognized the need for global learning programs that complemented localized efforts and aligned with both its business and HR strategies. To address this, the organization launched a “Corporate Learning University,” a multi-year initiative designed to transform its employee development approach. BTS partnered with the company’s HR and L&D leaders to co-create a portfolio of programs tailored to diverse roles and career levels across the enterprise. Solution  The transformation began with a clear vision: align learning with strategic outcomes to unify and empower a decentralized workforce. BTS partnered with the company to create an impact map that directly connected business priorities—such as financial performance, safety, and employee engagement—to the skills and behaviors needed at each level of the organization.. This map defined clear learning objectives, such as: Fostering unity and collaboration across a decentralized organization. Enhancing business acumen to help employees contribute more effectively. Instilling a shared sense of leadership aligned with company values. With these objectives as a guide, BTS and the client designed programs that engaged employees throughout their career journeys. For mid-level leaders, the Leadership Development Program provided a transformative nine-month journey built around two workshops and supported by an online journey. The first workshop, “Leading Self,” introduced Liz Wiseman’s Multipliers framework, enabling leaders to amplify their team’s potential through role-plays and practical exercises. The second workshop immersed participants in a three-day customized business simulation where they acted as CEOs, navigating scenarios like customer satisfaction, safety, and profitability across simulated fiscal years. The program portfolio extended further, including: Training for frontline leaders, focusing on operational excellence and team management. Executive development sessions tailored to senior leaders, emphasizing strategic alignment and culture building. By embedding business strategy into every program, the company established a cohesive learning ecosystem that strengthened leadership capability, reinforced collaboration, and accelerated organizational impact. Results  The co-designed programs delivered measurable benefits, helping the organization advance its safety, engagement, and financial goals. Key outcomes included: Actionable business improvements aligned with strategy: Financial performance: Optimized production schedules and reduced inventory levels to boost cash flow. Operational efficiency: Empowered managers to improve asset utilization and focus on controllable budget items. Cultural transformation: Integrated the Multipliers framework to foster collaboration, daily CapEx reviews, and safety-focused onboarding for new hires. Leadership excellence: Increased coaching and feedback frequency to enhance communication and alignment. These initiatives not only elevated employee engagement but also positioned the manufacturer as an industry leader in workplace culture and operational performance. By integrating business and HR strategy into every facet of learning, BTS enabled the aluminum manufacturer to achieve its vision of becoming the most exciting place to work and invest in its industry. The programs are a testament to the power of customized results-oriented leadership development, creating a foundation for long-term success.

High-velocity talent strategies for a changing world

Work is evolving faster than most talent models can keep up. AI, automation, and shifting employee expectations are reshaping how organisations attract, develop, and retain people. Traditional approaches—designed for predictability—are falling short in a world defined by disruption. High-velocity talent strategies—built for adaptability, resilience, and continuous learning—are quickly becoming non-negotiable. The organisations that thrive won’t just fill roles. They’ll create ecosystems where people can stretch, grow, and stay relevant. Today, trust, fairness, and career agency aren’t nice-to-haves—they’re make-or-break. In the age of AI, helping employees stay skilled means helping them stay employed. And that requires rethinking not just how we manage talent, but how we design work itself. The best organisations don’t just manage talent—they architect environments where it thrives.

Dancing with disruption

It pulses through every strategy, decision, and interaction, shaping how businesses grow, compete, and evolve.  In the past, change followed familiar rhythms—planning cycles, product launches, leadership transitions. It felt manageable, something leaders could direct from the top down. But today, the nature of change has fundamentally evolved. Disruption is more frequent, more intense, and more interconnected. And it’s not just coming from the outside—it’s emerging from within.  A shift in customer behavior or technology can ripple across teams, functions, and markets in an instant. Traditional structures built for predictability don’t just slow execution—they create drag: delayed decisions, misalignment, and missed signals. Success now demands the ability to move as one—quickly and without a perfect playbook. Real-time alignment between strategy, execution, and people is the new imperative.  Certain catalysts—market shifts, leadership transitions, AI integration—make change feel like a discrete event. But the real story lies between the headlines. It’s the steady accumulation of smaller shifts—in behaviors, mindsets, and ways of working—that determines whether an organization adapts or stalls. Mastering change readiness means recognizing both the visible spikes and the deeper, persistent currents.  Yet many change efforts remain piecemeal focused on tools, communications, or isolated initiatives. That’s not enough.