Mid Level Leader

An emerging role of coach in learning journeys: the learning partner

In a world where complexity defines the challenges ahead, the role of the coach is undergoing a profound transformation. Traditional coaching, with its focus on individual growth, is evolving into something far more integrated and dynamic: the coach as learning partner. Unlike conventional coaching, which often operates in isolation, the learning partner approach is deeply intertwined with an organization’s broader goals and culture, driving leadership capacity, strengthening talent pipelines, and catalyzing strategic change. This shift isn’t simply about improving individual performance — it’s about reshaping how leaders and organizations learn and adapt together. The coach as learning partner doesn’t just help leaders understand themselves; they connect personal transformation to collective goals, linking individual development with the organization’s mission. As change accelerates and complexity intensifies, this partnership model prepares leaders to face the future, equipped with both the skills (horizontal development) and the expanded mindsets (vertical development) necessary to drive sustainable change. The learning partner role is, at its core, about aligning human potential with strategic purpose. It is a role designed to navigate the nuances of the modern workplace, blending coaching with insight into organizational dynamics to create leaders who aren’t just capable of adapting but can lead the organization forward with clarity and resilience. This holistic model redefines coaching, making it a strategic lever that fosters growth at both the individual and organizational levels, moving beyond traditional boundaries to empower leaders for what lies ahead.

Breaking bias with simulation-based talent strategies

Nearly 80% of organizations continue to make commitments to inclusion, despite the current political and social criticism of these efforts portrayed in the media. Yet, many of these same organizations rely on outdated talent practices that unintentionally reinforce systemic bias that can, in some cases, open the companies up to legal risks. Simulation-based assessments—immersive, job-relevant experiences—are changing that. By prioritizing objective, behavioral evaluation over abstract measures, they are unlocking opportunities for underrepresented groups while building fairer, more defensible processes. Simulation-based assessments drive two critical outcomes: Reducing bias by evaluating candidates on observable, role-specific behaviors. Minimizing legal risk by aligning with Equal Employment Opportunity Commission (EEOC) standards to prevent adverse impact – designed for companies to comply with laws, such as the Civil Rights Act of 1964. These assessments aren’t just more inclusive—they’re a smarter, evidence-backed approach to talent development.

Navigating the future: smart cities and autonomous vehicles with Prof. Alejandro Lozano Robledo

5 mind traps limiting your sales team’s performance

Preparing for the future now: how to lead your teams to thrive in uncertainty

Cultivate Braver Conversations for Trust & Innovation

In today’s rapidly changing world, leaders must foster environments where open dialogue, trust, and innovation thrive. But are "safe spaces" enough? In this article published in the Winter 2025 issue of Rotman Management, Andrew Atkins explores how leaders can move beyond comfort to create braver spaces—ones that encourage authenticity, diverse perspectives, and meaningful change. Discover the seven dimensions that define conversational spaces, the pitfalls of toxic and overly safe environments, and ten actionable strategies to cultivate braver conversations in your organization. Learn how braver conversations drive innovation and collaboration. Understand why "safe spaces" can limit growth and honest dialogue. Get practical tips to create a culture of trust, engagement, and psychological safety. Ready to transform your team’s conversations? Download the full article now. (This article appears in Rotman Management Winter 2025.)

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.