LTA People

Ross Bell

Director

Ross measures and shapes organization culture to create greater effectiveness and performance. In designing organisations to really work, Ross works closely with his clients to understand the latent processes that drive behaviour.

Ross’ reputation for reading people, situations and human systems stems from his broad professional and organizational background. After completing a Masters at Oxford University, Ross moved on to a broad variety of roles in the commercial world: from constructing offshore oil rigs to working as a global futures trader and project manager of large system implementations.

He brings this commercial savvy, his love of developing people, and a deep knowledge of Organisation Dynamics to LTA.

As an L&D and OD consultant, Ross has worked with an impressive list of clients including ANZ, Arrium, Australia Post, BHP Billiton, Crowe Horwath, Coles, KPMG, NAB, St Vincents Health Australia, TAC and Transurban. A key project involved designing, developing, piloting and training the trainers at a global Team Leader development program for one of Australia’s largest financial institutions, which has since rolled out globally across more than 20 countries and won global awards.

Of his role at LTA, Ross says: “I am passionate about making real and sustained change – whether it be with individuals or organisations. After 13 years of executive coaching, I still get a buzz helping senior leaders significantly change how they approach their work. Seeing the whole-of-life impact for them, their families, and the people they work with, is fantastic.”

  • BEng (Hons), MSc (Oxford),
  • Grad Dip Organisation Dynamics 

Ross is accredited in: Life Styles Inventory (LSI); The Leadership Circle (TLC); Leadership Culture Survey (LCS); CCL Benchmarks 360 Assessment Suite; CEB Personality, Motivation and Ability Assessment Suite; Myers Briggs Type Indicator® (MBTI Step I and II); Team Management Profile (TMP); and is a BIOSS Practitioner.

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A collaborative approach to developing senior leaders

When time is short, decisions are many and there is no end to the challenges, senior leaders (and organisations) can sometimes forget about their own development. However, while they might not need extra skills (they have generally already proven their competence to get the job), continuing their development through an integrated personalised and targeted approach is important - for themselves as well as role modelling the importance of development for others within the organisation. What makes for good practice? In our experience, an assessment - feedback development planning - implementation... More...