LTA People

Bridget Blackford

Senior Consultant

As an experienced consultant and coach, Bridget is passionate about working with values-driven organisations and leaders to build capability, develop resiliency and maintain high performance in the face of ever-changing and increasingly complex business challenges. 

She has international experience in designing and delivering strategic change, performance management, cultural change and leadership development programmes for clients in various industries including professional services, financial services, health, economic development, social policy and media.

Her clients value her systemic perspective, her creative yet practical solutions, and her ability to facilitate meaningful processes for individuals, teams and organisations to explore and understand the critical elements of cultural and behavioural change.

Bridget is accredited in Myers Briggs Type Indicator Accreditation (MBTI Step I and II); The Leadership Circle – Individual 360 and Team Culture Profile; Hogan Assessment Systems (HPI, HDS, MVPI, Judgement & 360); EQ-i 2.0 and EQ 360; Wave Professional Styles Assessment; NEO PI-R Personality Inventory; Resilience at Work; Hay Job Evaluation; Prince 2 and Managing Successful Programmes (MSP).

Bridget holds a Diploma in Executive Coaching (AoEC, UK) and a Certificate in Executive Coaching (Roffey Park).  She also holds a Certificate IV Training and Assessment (Inspire Education), and memberships with UN Women and the International Coaching Federation.

  • BA (Hons) Journalism (Curtin University)
  • MSc Global Politics (London School of Economics)
  • Diploma in Organisation Development (Roffey Park)

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We love to read, think, share and have a point of view. Here’s where you’ll find interesting research, compelling content and practical advice relevant to your work.

Do good leaders have more than one style?

In this recent HBR blogpost, Herminia Ibarra, professor of organisational behaviour at Insead, commented on the two different "rhetorics" about leadership which have coexisted since the global financial crisis in 2008 one which is decisive and crisis-oriented compared to one which is more collaborative and inclusive. She observes that we seem to have settled on a solution not "either/or" but "yes/and" where the new leader can and must both command and collaborate. This post prompted me to think about my own experience personally as well as that of developing leaders.

In my view, the... More...