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A coaching culture is one that supports innovation, sparks insights, and energizes employees. What’s more, it increases performance and profitability. Organizations with strong coaching cultures report revenue growth well above their industry peer group (51% compared with 38%) and significantly higher employee engagement (62% compared with 50%).
Taking a strategic approach to ESG can help you can a competitive advantage. An Environmental, Social, and Governance (ESG) strategy is a cornerstone to accelerating impact and financial growth goals. A forward-looking ESG strategy deepens customer relationships and loyalty, improves the ability to attract and retain talent, reduces regulatory risk, increases the ability to attract capital, and results in increased resilience, driven by a more nuanced understanding of stakeholder expectations.
In our 40 years of operating, we have never been more aware of just how much today’s leaders must manage; the complexity of global markets, burnout and turnover rates that have skyrocketed since the advent of COVID-19, and shifting and often confusing priorities around inclusion and equity, the role of resilience and purpose at work, and the steady drumbeat of cost and profit pressures.
CASE STUDY Telecom Leader Accelerates Business Growth Through Coaching A global telecommunications provider engaged Brimstone to design and facilitate leadership development cohorts, build an inclusive global Sustainability Plan, and coach leaders across the US and Europe. One of the leaders, the head of the organization’s US-based Operations Group, had been identified as a candidate for coaching by his manager.
Executive coaching is a powerful tool to transform your leadership and your organization. Coaching has a direct impact on business performance while accelerating personal development and performance. Here are four reasons to consider executive coaching. Improved Self-Awareness Self-awareness is about understanding your strengths, weakness, behaviors, and blind spots.
Environmental, Social, and Governance (ESG) measures the sustainability and ethical impact of a company’s operations. ESG describes an organization’s environmental status, societal characteristics, and corporate governance, and reflects the organization’s exposure to, and management of, environmental-, social-, and governance-related risks. Here are three things leaders need to know about ESG: ESG is no longer a choice ESG is becoming increasingly important for investors, customers, and ot
Fewer than 40% of organizations have a formal succession plan in place. The absence of a formal succession plan is significant. Poorly managed S&P 500 CEO and C-suite transitions result in annual losses of close to $1 trillion. Strong and smart succession planning can increase company valuations and investor returns by 20% to 25%. Critical to better succession planning is not just creating a plan, but also creating a plan well before an organization thinks it is necessary.
“We asked a lot from our people during the pandemic. In return, we implemented a profit-sharing program and introduced a hybrid model – a model that we still have today. But, I’m not sure we’ve done enough.” The company had taken steps to measure, codify and ultimately, improve the firm’s approach to attracting, developing and retaining their employees, but the efforts were not proving successful; they had experienced increasingly high attrition rates over the past three years.
LinkedIn’s 2023 Jobs on the Rise is an annual ranking that reveals the 25 fastest-growing job titles over the past five years and the trends defining the future world of work. Making the list is sustainability/ESG. And Brimstone’s David Bennell’s LinkedIn Learning course, “Sustainability Strategies” has been highlighted as a way to improve sustainability skills.
Your strategy needs to consider current and future sustainability and ESG rules and regulations and market realities. 2023 is the year when multiple sustainability-related regulations will come fully online. Compliance with rules and regulations at the local, state, federal, and international levels has already begun and will continue to impact corporate strategy.
An Environmental, Social, and Governance (ESG) strategy is a cornerstone to accelerating impact and financial growth goals. A forward-looking ESG strategy deepens customer relationships and loyalty, improves the ability to attract and retain talent, reduces regulatory risk, increases the ability to attract capital, and results in increased resilience driven by a more nuanced understanding of stakeholder expectations. .
CASE STUDY. Accelerating Progress Towards Achieving Sustainability Goals. A global agricultural sciences company engaged Brimstone to partner with its Chief Sustainability Officer (CSO) to build a strategic roadmap that would enable the company to achieve its sustainability goals. The CSO was appointed to the role after the company identified the need to accelerate progress toward its sustainability goals.
CASE STUDY. How a Sustainability Business Framework Aligned the Leadership Team and Accelerated Progress. A Director of Sustainability in a billion + life sciences company was tasked with designing her division’s first sustainability strategic business framework. If successful, the framework would be duplicated and implemented across the enterprise.
Brimstone Launches Environmental, Social, and Governance (ESG) Practice. Brimstone is announcing its new ESG Practice today, adding on to the many ways the consulting firm partners with extraordinary leaders to move from strategy to execution and uncover the pivot points for true business growth and transformation. For more than 40 years, Brimstone has worked with leaders and organizations to align leadership goals with business capabilities at all levels to change the way work gets done, energi
Actionable Strategy Drives Success. Almost 70% of well-formulated strategies fail because of poor execution. While there are many reasons for this high rate of failure, in our work, we have found that the bridge from strategy to execution tends to fail due to one or more of the following reasons: The leadership team is not aligned. The strategy is not aligned with the goal.
This is an excerpt from The Core 4 , by Brimstone’s Managing Founder, Bob Weiler. The book explores the foundational capabilities of any organization, from a small group to a global enterprise—leadership, change, alignment, and energy. These core drivers are critical to accelerating growth, performance, and profitability. An energized, engaged, committed, and insistent organization is remarkable, and possibly unstoppable.
Leaders need to prioritize engaging and energizing their organization. If it feels like your organization is unengaged, you are not alone. For the first time in more than a decade, the percent of engaged workers has declined. In 2021, the percentage of engaged employees declined by 5.5% to 34%, while the percentage of actively disengaged employees increased by 14.2% to 16%.
Alignment is a catalyst for speed and a cornerstone for accelerated growth. Is your leadership team aligned? The CEO of a large technology company was delighted when the results of the annual employee engagement survey showed that 97% of senior leaders surveyed said they clearly understood the company’s priorities and how their work contributed to corporate objectives.
This is an excerpt from The Core 4 , by Brimstone’s Managing Founder, Bob Weiler. The book explores the foundational capabilities of any organization, from a small group to a global enterprise—leadership, change, alignment, and energy. These core drivers are critical to accelerating growth, performance, and profitability. Commit to Leading. A common thread running through our experiences with many leaders is that— at some point—individuals must make an explicit commitment to being a leader.
Q&A with Bob Weiler. Bob Weiler shares his journey to founding Brimstone, the great advice he’s received, and what inspires him. What are your areas of expertise? Strategy, organization structure, business growth, business acceleration, marketing, leadership development. What led you to Brimstone? Describe your journey. Before launching Brimstone, I was the President and COO of Grand Circle Travel, an industry leader in direct marketing of travel to mature Americans; Associate Director
When faced with critical issues in the organization, a leader does not have the luxury of time. When an organization is stuck, stagnant, or facing headwinds, swift action is needed. Too often, in these situations, we have seen leaders take a reactive approach and execute Band-Aid solutions. While the organization may realize immediate relief, the challenge -and additional challenges – typically remerge.
CASE STUDY. Strategy and Leadership Team Alignment energizes an organization and increases the stock price by 170%. A multinational biopharmaceutical company brought in a new CEO to improve operational efficiencies and accelerate growth. The organization was emerging from a crisis involving the safety of a recently released drug. The CEO immediately recognized the need to improve the culture and reenergize the organization.
When organizations get people and alignment right, their transformation efforts are more likely to succeed. Just 26% of organizational transformation initiatives succeed. There are many reasons why most transformation efforts fail including a lack of vision, strategy, and/or sense of urgency, declaring victory too soon, not anchoring the transformation within the culture, and not giving people the tools, resources, and autonomy necessary to implement the changes needed for transformation.
In 2021, the number of new CEO appointments rose dramatically. These new leaders are faced with the task of not only running the business / delivering results, but also rebuilding, reenergizing, and realigning organizations that have been possible fractured, siloed, and challenged over the past two years. Those leaders who stepped into a new organization that was not thriving during the pandemic, recognize the need to reset the goals / deliverables, align or realign the leadership team, and ree
ZRG Partners , a rapidly growing global talent advisory firm, today announced its acquisition of Brimstone. ZRG’s acquisition of our organization is an exciting step forward for Brimstone. For more than 40 years, we have worked side by side with extraordinary leaders to move from strategy to execution and uncover the pivot points for true business growth and transformation.
When designing a hybrid workplace, communication guidelines are critical to creating an effective and thriving workplace. While more than 90% of organizations say they are moving to a hybrid workforce , there are few organizations that have a detailed vision in place. Those organizations still in the design phase have the opportunity to avoid the mistake of not creating communication guidelines.
Perfection is a goal, precision is what you aim for. Focus on executing your strategy with precision. This will enable you to adapt and progress. Imagine you are at the helm of a boat. The boat can be a small sailboat, a massive container ship, or anything in between. You are the captain of the boat. You not only have the skills and knowledge needed to operate it, but you have also spent so much time on this boat, you know its unique quirks.
You can spend hours and resources putting systems in place to track and measure any number of key performance indicators (KPIs) and Objective and Key Results (OKRs), but none of these metrics matter if your employees don’t know what is expected of them, if the metrics are too complex to be understood, and if the metrics can not be measured without you.
It is more than likely that your team (even if it has been in place for some time) is in the forming stage. Over the last two years, the amount of change we have experienced, collectively and individually, has been tremendous. We’ve all dealt with personal challenges, loss, and even grief on an unprecedented level. For example, even in our organization, two leaders lost parents they could not say goodbye to because of COVID-related restrictions.
CASE STUDY. Agile strategy leads to 220% increase in revenue. The CEO of a family-owned construction company recognized that an outside, objective perspective would be valuable to the future and growth of the company. After exploring several options, the CEO chose to engage Brimstone based on a recommendation and introduction by a former Brimstone client.
It is more than likely that your team (even if it has been in place for some time) is in the forming stage. Over the last two years, the amount of change we have experienced, collectively and individually, has been tremendous. We’ve all dealt with personal challenges, loss, and even grief on an unprecedented level. For example, even in our organization, two leaders lost parents they could not say goodbye to because of COVID-related restrictions.
You can spend hours and resources putting systems in place to track and measure any number of key performance indicators (KPIs) and Objective and Key Results (OKRs), but none of these metrics matter if your employees don’t know what is expected of them, if the metrics are too complex to be understood, and if the metrics can not be measured without you.
Perfection is a goal, precision is what you aim for. Focus on executing your strategy with precision. This will enable you to adapt and progress. Imagine you are at the helm of a boat. The boat can be a small sailboat, a massive container ship, or anything in between. You are the captain of the boat. You not only have the skills and knowledge needed to operate it, but you have also spent so much time on this boat, you know its unique quirks.
When designing a hybrid workplace, communication guidelines are critical to creating an effective and thriving workplace. While more than 90% of organizations say they are moving to a hybrid workforce , there are few organizations that have a detailed vision in place. Those organizations still in the design phase have the opportunity to avoid the mistake of not creating communication guidelines.
The Brimstone team is made up of highly-skilled, senior-level consultants from a wide range of backgrounds—educators at top universities, serial entrepreneurs, former C-suite executives, and seasoned process consulting experts. For more than 40 years, we have worked side by side with extraordinary leaders to help them spur changes and drive transformation in their organizations, businesses, and industries.
New Books on Leadership and Change. Earlier this year, we shared a list of 31 books on leadership and change. Comprised of books we have found helpful in our careers and ones we often recommend to leaders, the list included recent publications and ones that have stood the test of time. The following list includes books published in 2021 (and one in 2020).
ZRG Partners , a rapidly growing global talent advisory firm, today announced its acquisition of Brimstone. ZRG’s acquisition of our organization is an exciting step forward for Brimstone. For more than 40 years, we have worked side by side with extraordinary leaders to move from strategy to execution and uncover the pivot points for true business growth and transformation.
Employees are experiencing change fatigue and burnout , in addition to a sustained frustration with not feeling as though they are listened to or valued by their organizations. Retention rates are declining while turnover rates continue to rise. At the same time, leaders are faced with the complexities of the pandemic, supply chain challenges, new ways of working, and pressures to make progress on DEI.
The real reason for “The Great Resignation” is that employees are fed up with not being listened to and not being valued. “Workers surveyed are not in the least bit happy with the way they are managed or told to work.” “Leadership has to wake up to the demands of their employees if they hope to attract and retain great talent in the 21st century.” “This is not the end of management and hierarchy, rather it’s a shift where companies involve the workforce in the design and maintenance of an organi
When it comes to transformation, more employees owning initiatives leads to better results. New research from McKinsey & Company finds that while the average organization involves 2% of its employees as initiative owners in a transformation, 7% is the tipping point for better results. When at least 7% of employees own part of the transformation, the organization is twice as likely to have positive excess total returns to shareholders (TRS) as those that involve a smaller share.
Q&A with Sara Sheehan. Sara Sheehan shares the best advice she has been given and what inspires her. What are your areas of expertise? . Change Management, Executive Coaching, Organization Design, and Leadership Development . Which of our values do you most relate to? Why? . All of Brimstone’s values speak to me personally. There are three that feel particularly aligned with: 1.
Q&A with Chris Carrigan. Chris Carrigan shares the best advice he has been given and his greatest accomplishment. What are your areas of expertise? . Team and individual coaching, leadership development, and process consulting. Which of our values do you most relate to? Why? . I would say our value of “giving generously” is the one that I relate to the most.
Q&A with Michael Hornsby. Michael Hornsby shares what brought him to Brimstone, what makes Brimstone distinctive, and his biggest mistake. What led you to Brimstone? Describe your journey. I started with Brimstone in 1995 – 26 years ago! I tell people I was one of the last people that got a job answering phones and opening mail – when those were still things anyone did!
You need to take action to ensure that your new hires don’t become next year’s culture escapees. So, you just found wonderful new hires from other companies in your industry. Congratulations…and beware, these new hires are part of the “Great Resignation.” They left their last company looking for change, and if you don’t provide it, they’ll leave your company too.
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