LTA People

Bridget Blackford


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. 

Given her interest in the impacts of global economic and technological changes on business, she has extensive 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, entrepreneur development, social policy, media, politics and health. 

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.

  • BA (Hons) Journalism (Curtin University)
  • MSc Global Politics (London School of Economics)
  • Diploma in Organisation Development (Roffey Park)
  • Diploma in Executive Coaching (AoEC, UK)
  • Certificate IV Training and Assessment (Inspire Education)
  • Certificate in Executive Coaching (Roffey Park)                                  
  • International Coaching Federation member
  • UN Women member

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).

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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.

When osmosis is no longer enough

Building a culture of deliberate conversations in your team. Over the years, many teams have achieved a lot by osmosis. The benefits of co-location have meant that critical information about changing project timeframes was shared around the coffee machine. Realisations that key stakeholders had inadvertently been left out of a consultation process occurred as we walked by a colleagues’ desk, at just the right moment. Awareness of the need to integrate two seemingly disparate pieces of work hit us when we picked up our document, along with someone else’s from the shared printer. We had the... More...