Mid Level Leader

The Growth Prescription, a podcast for healthcare sales professionals: A value-based approach to sales with Per Ståhle

Learn How to Navigate Organizational Success

Join Lynn Collins and Brad Chambers of BTS and Brandon Hall Group™ COO and Principal HCM Analyst Rachel Cooke. Part of Brandon Hall Group's Excellence at Work podcast series.

From control to enablement: the evolving finance function with Katy Young and Ignacio Vaccaro

What’s the secret to AI adoption? Trust. 

Anthropic, the startup behind the generative AI chatbot Claude, recently polled 1,000 Americans, asking: what guardrails and values do you want AI systems to have? The result? Anthropic’s existing AI principles only overlapped with 50 percent of what the public said they wanted. So, where’s the disconnect?   Anthropic found that the public wanted more "objective information that reflects all sides of a situation” and responses that were easier to understand. Anthropic also noted that the public was "less biased" than Anthropic across nine categories, including age, gender, and nationality.  So what?   The study highlights a broader disconnect between what the technology firms creating AI think people want and what people using these technologies—including your employees and your customers—actually want. This approach mirrors a mistake technology firms made in the past—inviting exclusively technical experts to advise on product design, even though the market for a product is the average consumer.   Now what?  We already know that trust is key to the adoption of AI systems, and that people are less likely to trust and use systems that they can’t control or didn't help to design. One approach to driving more user adoption and trust is soliciting more user feedback.  We also know that there can be a trade-off between control and performance of these systems: for example, allowing users to tweak algorithms to reflect their preferences often leads to reduced performance of the algorithm—thus defeating the purpose of using the system to begin with.  Next steps   Anthropic's findings illustrate a vital strategy for leaders to consider when implementing AI systems: include key stakeholders in AI design. How? By drawing input and inspiration from customers, employees, and partners in addition to your technical experts. The “pro move”? Do this in a way that produces systems that are both adopted and effective.   Put on your jerseys  Getting AI right is a team sport and will require input from a diverse set of talent in your business. Not easy to do, but well worth the effort. 

Cuatro consejos para impulsar con éxito una convención comercial

La calidad creativa multiplica por cuatro las ganancias de las empresas En la sociedad actual, en la que la capacidad de atención de TikTok es la regla, la inmediatez es un factor fundamental para conseguir el éxito en un proceso de ventas. Los cortos períodos de atención de las personas implican que, durante una reunión anual de ventas, los niveles de participación se desploman. Las horas de reuniones consecutivas sin conclusiones procesables no solo son aburridas para los empleados, sino que tampoco marcan la diferencia para el negocio. En este punto, la creatividad emerge como un concepto fundamental para marcar la diferencia. Es un concepto que se aplica con éxito en al ámbito publicitario y en marketing. Según un estudio de Kantar y WARC, que analiza más de 250.000 anuncios globales, la calidad creativa multiplica por cuatro las ganancias de las organizaciones. Para leer más, haz click aquí.

8 de cada 10 compañías que aplica alguna agilidad empresarial se decanta por Scrum

Las organizaciones de todo el mundo son conscientes que a medida que disminuyen los riesgos derivados de la pandemia surgen nuevos desafíos en el horizonte. Con un mercado laboral en movimiento, la incertidumbre económica derivada del impacto de la guerra entre Rusia y Ucrania o las amenazas subyacentes de la crisis climática, el entorno empresarial seguirá teniendo un componente volátil en los próximos años. Con el objetivo de afrontar los desafíos empresariales, las organizaciones apuestan por implementar nuevas metodologías para resultar más competitivas y eficientes. En este contexto, el 30% de las organizaciones a nivel mundial reconoce tener una alta tasa de madurez en agilidad empresarial, lo que supone un 7% de crecimiento respecto al año anterior, tal y como concluye “The Business Agility Report” de 2022, un análisis elaborado a nivel mundial que trata de esclarecer el grado de madurez digital en las compañías. Para leer más, haz click aquí.

Entrevista a Philios Andreou, Deputy Chief Executive Officer de BTS Group

Un buen proceso de sucesión en la alta dirección comienza con la comprensión completa de la estrategia empresarial futura Uno de los desafíos que tienen por delante las organizaciones es el de afrontar la sucesión de la alta dirección. Se trata de un proceso que requiere una comprensión profunda de la estrategia empresarial de hoy y de los próximos años para determinar los atributos que debe reunir el sucesor. Philios Andreou, Deputy Chief Executive Officer de BTS Group, explica en esta entrevista cómo las compañías deben desarrollar los planes de sucesión para seleccionar a los líderes del futuro. Según un estudio de la compañía Corporate Executive Board, entre el 50 y el 70% de los ejecutivos fracasan dentro de los primeros 18 meses de su promoción, independientemente de que provengan de dentro o fuera de la organización. Un problema que bebe de las dificultades de las empresas para detectar si las capacidades y la mentalidad de gestión están realmente en consonancia con las necesidades futuras de la organización. Philios Andreou, Deputy Chief Executive Officer de BTS Group, explica que es necesario analizar en profundidad la estrategia empresarial presente y futura para determinar los atributos que debe reunir el sucesor. El proceso, además, debe ser lo más transparente posible para evitar dudas y problemas. «Si las compañías buscan una sucesión a futuro, deben entender profundamente la estrategia empresarial de hoy y de los próximos años», subraya. Para leer más, haz click aquí.

Best in class executive coaching with Jennifer Porter and Jessica Skon

Building an inclusive Multiplier culture 

Client need  A technology and manufacturing company of specialty glass and technologies recognized a need to build the leader mindsets and capabilities that would support their leaders in shifting from a ‘command and control’ structure to ‘doing more with less’ across levels of the organization.    To build and expand leadership mindsets in a virtual environment, the company partnered with BTS to create an interactive program to equip leaders with the necessary skills to grow across cultural and organizational boundaries.  The Solution  To help leaders better engage their diverse teams, they participated in the BTS Multipliers Simulation, which is based on Liz Wiseman's book, Multipliers: How the Best Leaders Make Everyone Smarter.  The Senior Leader Journey includes the following:   A kickoff call, followed by a 360 Assessment, Hogan assessment, and virtual individual assessment (VIA).   A 1:1 Coaching Journey consisting of four sessions between the leader and a coach to debrief their assessment results and align on an action plan to support their priorities and leadership development.   A Multipliers simulation Experience to explore key moments and their tradeoffs and the accidental diminishers tendencies that can unintentionally diminish others   A Business Simulation Capstone featuring a 3-round business and strategy simulation demanding an enterprise-wide consideration of tradeoffs a priorities, an exploration of shareholder value, deep-dive on empowering as a Multiplier and a Leader Lab for greater awareness of how to lead and engage teams.  The Manager Journey contains the following:   Four half-days dedicated to exploring Multiplier moments.   These moments are supported by targeted know-how and application.  Results  The program helped leaders:  Build self-awareness about their leadership mindsets and the impact they have on their team.  Learn to "multiply" the talent and intelligence of others, applying specific mindsets and behaviors to bring out twice the intelligence of their teams.  Avoid "Accidental Diminishers," which are actions and words that, despite the best of intentions, lessen their team's contributions.  Reach their own "a-ha" moments by working through challenging scenarios, participating in rich virtual discussions, and reflecting on their own interactions in a risk-free environment.  Recognize and thank people for how they contribute to the team with their Natural Genius.  Participant quotes  “The multiplier mindset is powerful. I experimented recently on a critical resource re-allocation request to execute a resource move from project A to project B. […] It turned out that my team was able to provide great suggestions for an optimal alternative solution with no impact to project A while making project B customer happy.”   “I'm asking more questions in meetings to unlock the team's ideas/insights…I'm focused more on active listening and empowering the team to execute our plan.”     

Leadership alignment across high potential Directors, VPs and SVPs 

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.  The 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.” 

Building and supporting highly effective teams in a matrixed environment 

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.  The 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.” 

Bridging the gap from salesperson to sales manager with Kyle Dean