Leanne Bridges Ltd

I help ambitious business owners and leaders to achieve their business and personal goals through improving the effectiveness of themselves and/or their teams. 

Service options include: 

▪ One to One Coaching for Executive and Leaders 

▪ Group Coaching Programmes (open and in-house)

▪ Leadership Training and Development - Customised programmes that combine real world perspectives and a deep understanding of people to take performance in your business to the next level

▪ Leadership Consulting Services for SME's - as a Freelance HR Director and Leadership Consultant I help growing business with strategic leadership solutions to fuel the companies growth. Typically working with clients who have no HR resource, a junior HR Manager or are using an outsourced provider to support with HR basics. 

Examples of how I help businesses include: 
▪  Defining and communicating your business strategy and goals & aligning your team to achieve these
▪  Getting under the skin of people issues that consume your time and find effective long-term solutions to problems 
▪  Structuring your team and defining job roles for high performance and productivity combined with excellent customer experience
▪  Creating and communicating company values and ways of working so that your team understand the attitude and approach that works in your business and for your customer 
▪  Developing simple and pragmatic performance processes to support you team to move from good to great performance
▪  Assessing company culture and engagement supporting you to create a highly constructive and productive environment and ultimately build a better business 
▪  Establishing and implementing communication routines so that your team are making better decisions based on the latest information, while feeling involved and informed to improve retention 
▪ Defining what you need from an HR function in your growing business and supporting you to implement it.

Founder of the Limitless Success Academy & Lead Coach / Consultant

Various Companies

Over 25 years in International HR and Operational Leadership roles, working across a broad range of countries, sectors, organisation sizes and ownership structures.  

Experience in Chemicals & Gas, Manufacturing & Engineering, Retail, Leisure & Entertainment, Professional Services and Sales.

Well versed in anticipating and responding to rapid market, environmental and legislative change and developing associated strategic plans. Supported and led projects to manage business expansion and acquisitions.  

Coached and consulted with a broad range of Execs, MD’s and Leadership Teams

Achievements include: 
 
Winners of the Business Leaders Employer of the Year (2018 & 19)

Building and leading respected, energetic and competent People and Culture teams across the European Region 

Successfully turning around and leading In-house and Outsourced Operational and Service Delivery teams

Supporting the acquisition and integration of new businesses including both small European privately owned entities and large businesses with 10,000+ people.  

Implementing new business operating models and reorganising to support expansion, downturns and changes in trading situations

In-sourcing and outsourcing services to generate savings or create service improvements

Implementing a full suite of organisational development activity from values and behaviours to leadership programmes to support high performance

Conducted culture and engagement improvement initiatives resulting in service, profit and staff retention improvements 

Led the implementation of HR Systems (including SAP) to support process improvements and provide online learning platforms

Introduced new approaches to total pay and reward packages to secure high potential colleagues and improve attraction

Supported site & business divestment and closures

Summary of Experience - People and Operations Director | Leadership Roles (27 Years)

A-Gas

A-Gas is a private equity owned niche gas/chemicals recovery, recycling and manufacturing business.  A complex business with rapidly changing environmental, market and legislative changes. 

As P&C Director I was a member of the European Leadership Team where we were together responsible for delivery of the business expansion, growth and profit plan. 

The business was in a high growth phase and as the first HR appointment my responsibility was to lead and develop the People and Culture Strategy as well as establishing an HR team capable of supporting the growth plan.

People and Culture Director (International)

Liberata

Managed an HR Service Centre and led a team of 13 Advisors to provide HR and Recruitment Services to c.6000 employees across North Somerset Council & Schools.

Worked in partnership with the Council's Management Team to turnaround the Service Centre so that it exceeded contractual obligations and service requirements.  Key requirements included: complete process review and remapping, process redesign, implementation of new IT software and processes, team restructuring, change management, strong team leadership and engagement.

HR Operations Lead

Gala Coral Group Limited

HR Business Partner spanning the diverse brands of Gala Casino, Gala Bingo and Coral Betting Shops. Partner to Regional Directors across 250 outlets in the South Region. 

Developed and delivered a people plan for each brand to support the business and trading priorities.

Regional Human Resources Business Partner

Somerfield

HR Consultant for Somerfield Head Office Directors and Management Team

Following acquisition by the Co-operative Group my contract was to manage closure of the head office and a smooth transfer of services to the Co-op Group. 

Key activities included: retention planning for key employees, restructuring, exit planning, redundancy, relocation/transfers, change management.

Interim Human Resources Manager

Career Break

Traveling Australia

Phones 4u

Responsible for HR, recruitment and development through leadership of a team of 10 HR professionals. 

Partnered with the Divisional Director and advised senior stakeholders. Created a people plan that supported delivery of regional budget and profit expectations.

Lead Human Resources Business Partner 

Co-op

Contributed to development and delivery of the Food Retail HR Strategy. With Business Leaders devised and implemented a people plan for the South West and Wales Region that supported the corporate direction and local business requirements. 

Lead a multi-disciplinary team of 14 HR, Learning and Development and Safety professionals. Delivering HR, Training, Recruitment, Food Safety and Licensing Services across c.420 stores and 12,000 employees.

Seconded to the Alldays integration project for 12 months to transition the incoming 10,000 employees and 400 business units - some requiring sale or transfer to other Co-operative Businesses.

Dalehead Foods

Personal Officer on Food Production and Manufacturing site with c.600 employees

Personnel Officer

"Are you running your business or is it running you?"

You've built a successful business. You're respected by clients. You get results.

But you KNOW you could achieve so much more...

Your business has immense technical expertise. You see the enormous potential

You just need to get your managers and operation sorted out, so you can go after that work & KNOW with confidence that you'll deliver to the high standards you're known for, without it giving you more headaches

You thought running a business would be easier BY NOW

Yet you're still sorting out problems that your management team should be taking care of. 

And there's more to this than business success...

You want more quality time for yourself

Rest assured, it's common to hit this point

The great news is, it only takes a few strategic adjustments and your managers will take ownership and drive the business forward, freeing you up to focus on growth & enjoy the quality time you deserve. 

Hi, I'm Leanne and this is EXACTLY what I help Business Owners, CEOs and MDs achieve. 

** MY SERVICES **

THE BUSINESS ACCELERATOR PROGRAMME ►  Work one-to-one on a personally tailored programme to achieve your business goals faster (visit my website - link in my bio with full details)

LET'S TALK ► Message me on LinkedIn

RESULTS ► "The company is in a better position as a direct result of Leanne's methods" Phil Silver. ""Leanne has played a pivotal role in propelling my business forward" David Frisby

MY CREDENTIALS ► For the last 7 years of my employed career, I worked as a Director for a PE-backed chemical engineering and manufacturing business, that we successfully scaled across Europe.

That's a total of 30 years experience working in global corporates and SME's. Rapidly growing businesses, turn arounds, acquisitions...

I've helped hundreds of clients to grow their teams and businesses too.

I’ve tackled all the challenges I help clients with, firsthand. 

I offer a unique blend of business strategy, commercial insight and leadership skills complemented by human behaviour and mindset expertise.

With so much experience, I can quickly pin point the biggest opportunity for clients to make rapid progress.

I provide tools, strategies, training & practical ways to solve problems efficiently.

The solutions I offer took me years to develop & you can implement them in just hours.

OUTSIDE OF WORK ► Seriously average tennis player and skier. I love to travel with my family. I enjoy spending time with friends. I've a dry sense of humour which is proving useful learning to play golf.

7 reasons micromanagement isn't leadership
(and what strong leaders do instead)

Micromanagement isn't attention to detail.
It's a lack of trust in action.

In my HR Director days, I saw micromanagement quietly drain confidence, morale and performance, even in teams full of capable people.

Here's why micromanagement fails and what strong leaders do instead:

1/ It kills trust

You want to make sure everything’s right.
But your team hears: You don’t trust me.

Fix: Give clear goals and step back.
Check results, not every step.

2/ It breeds paralysis

When decisions need a green light, nothing moves.
People freeze instead of act.

Fix: Set parameters, then step aside.
Define the “what.” Let them own the “how.”

3/ ‌It kills accountability

If you control everything, your team own nothing.
Success or failure. It’s all on you.

Fix: Assign full responsibility.
Let them lead. Let them learn.

4/ It destroys innovation

New ideas get lost in permission loops.
People stop trying.

Fix: Reward smart risk-taking.
Celebrate bold thinking, even when it doesn’t land perfectly.

5/ It creates hidden problems

People hide issues to avoid being corrected.
You only find out when it’s too late.

Fix: Build a culture where people are open.
Ask, “What’s not working?” Then listen.

6/ It drains energy

Constant updates and second-guessing drain people, especially your best ones.

Fix: Manage based on need.
Some need check-ins. Some need space.

7/ It wastes talent

You hired smart people.
Now they’re just following instructions.

Fix: Let pros be pros.
Step back so they can step up.

Micromanagement often comes from a good place, from wanting things to go well.

But the irony? It slows everything down.

It kills trust. It kills ownership. It kills performance.

Micromanagement creates control.
Leadership builds capability.

♻️ Repost to help leaders build strong teams

➕ Follow Leanne Bridges for practical leadership strategies that help MDs and CEOs build teams that deliver consistently

PS. In your experience, which one causes the most damage in teams? Drop the number below 👇

Leanne  Bridges

MDs, CEOs & Owners of 10–200-person UK businesses → Teams who do what they’ve agreed — without you having to chase | Worked with 152 leaders

A black-and-white pencil sketch showing a leader standing slightly behind their team in a meeting setting. The team are gathered around a table or whiteboard, actively discussing and taking the lead, while the leader steps back to give them space. The image conveys trust, empowerment, and the shift from control to ownership — ideal for leadership, management, and team development content.

Two leaders say the same thing.
One gets buy-in. The other gets ignored.

I see this all the time when I coach MDs, CEOs, and Business Owners.

The message is clear to you…
but it doesn’t land the same way with everyone else.

And it’s not because your team aren’t listening.

It’s because they’re hearing it through their own lens.

Most leaders communicate in the way that makes sense to them.

But their team don’t all hear it the same way.

That’s where personality profiling is so useful.

I use DISC, a simple framework that shows you the four ways people typically think, communicate, and process information.

Here’s how each style hears you, and how to make your message land:

D – Dominance

How they operate: Direct, quick, focused on results.

What works: Keep it brief. Lead with the outcome. “What are we trying to achieve?” → That’s their language.

I – Influence

How they operate: Energetic, social, idea-driven.

What works: Start with connection. Acknowledge their input.
Engage first, then guide.

S – Steadiness

How they operate: Calm, steady, supportive.

What works: Give them time. Don’t rush decisions. They need clarity and space to reflect.

C – Conscientiousness

How they operate: Logical, detail-oriented, structured.

What works: Be prepared. Bring data.
They follow when it makes sense on paper.

When you adjust how you communicate, even slightly, communicating with your team gets easier:

✔️ Conversations flow
✔️ Pushback drops
✔️ Misunderstandings disappear
✔️ People take ownership faster

This isn’t a soft skill.
It’s a performance skill.

Because leadership isn’t just about what you say.

It’s about how effectively it lands.

What’s the biggest communication gap you notice in teams?

♻️ Repost to help more teams communicate better.

➕ Follow Leanne Bridges for practical leadership strategies that help MDs and CEOs build teams that deliver consistently

A minimal, framed poster hanging on a white wall with bold black text that reads: “Your title doesn’t make you a leader. Your impact on others does.” The words “title” and “impact” are highlighted in orange and blue for emphasis. The design is clean, modern, and motivational—ideal for leadership, management, and personal development content.

The belief that the fastest learners are the smartest is a myth. The truth is, the fastest learners are the most humble.

And it shows up clearly in leadership.

The leaders who stop growing are the ones who think they’ve learned everything.

They’ve handled so many situations that it’s natural to fall back on familiar patterns.

So they stop looking at their own habits.

They stop questioning what’s no longer effective.

They stop improving the parts of their leadership that would help their team deliver more consistently.

But here’s the contrast I notice in my work:

The leaders who’ve run their business for 10, 20 or even 30 years?

They’re often the most open.

They’re experienced.
They’re capable.
They’ve lived through enough cycles to know this:

You never “finish” learning how to lead people.

They say things like:

→ “I can tell something needs to change, I just don’t know what.”
→ “I’ve been doing this a long time, but I know there’s a better way.”
→ “I want fresh eyes on what I’m doing.”

That humility is why they continue to grow.

It’s why their teams keep getting stronger.

And it’s why their businesses keep progressing, year after year.

Experience doesn’t guarantee growth.
Humility does.

The moment a leader thinks they’ve learned it all is the moment the team stops growing too.

Stay curious.
Keep growing.

♻️ Repost this to help other leaders grow.

➕ Follow Leanne Bridges for practical leadership strategies that help MDs, Business Owners, and CEOs build teams that deliver consistently

A wall with soft natural light falling across it displays a handwritten-style quote. The quote reads: “The leaders who grow the most are not the ones who know the most. They are the ones who stay open. They question. They listen. They keep learning. The moment you think you’ve learned it all… you stop. Curiosity keeps leaders moving forward.” The words “grow” and “forward” are highlighted in blue. A small plant sits at the bottom left of the scene.

Years ago, a project blew up... 
24 hours before deadline.

Not because the team didn’t care.
Not because they weren’t capable.
But because a key detail I thought was crystal clear… wasn’t.

Everyone was working hard.
But not on the outcome I had in mind.

And for a moment, I felt frustrated:
“Why didn’t someone flag this earlier?”

But when I stepped back, the truth was obvious:
The gap hadn’t come from them.
It had come from me.

I’d assumed we all had the same picture in our heads.
We didn’t.

That lesson has stayed with me for 20 years, and I see it with so many MDs,  CEOs, and Business Owners I coach:

Most leaders really do think they’ve been clear.
The team thinks otherwise.

It’s rarely a capability problem. 
It’s almost always an interpretation problem.

Here’s the simple structure I now teach clients (and used myself) to avoid costly surprises:

1️⃣ Be explicit about the outcome
Not just the task. The end result and the standard.

2️⃣ Invite questions early
If no one asks anything, assume something’s unclear.

3️⃣ Check understanding, not agreement
“Talk me through how you’re approaching this” reveals the truth every time.

4️⃣ Leave a short written summary
A 60-second recap avoids days of drift.

This isn’t about over-explaining.
It’s about removing assumptions.

Because clarity is what turns effort into results.
And it prevents the last-minute scrambles no leader has time for

What’s the biggest ‘assumption gap’ you’ve seen in a project?

♻️ Repost to help leaders build strong teams

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Pencil-sketch style illustration showing a manager explaining a complex flowchart on a whiteboard to an employee who looks confused. The manager points confidently at the diagram while the employee frowns, highlighting a mismatch in understanding. Above them, the text reads: “What’s crystal clear to you may be cloudy to others.” The scene represents workplace communication gaps, leadership clarity, and the challenges of aligning teams.

You hire someone on £75k+. You assume they'll just get it.

So when three months in, you’re still giving more direction than you expected... 

It can feel frustrating and a bit surprising.

But this is where most MDs and CEOs get caught out:

Senior hires can't read your mind.
They still need clear expectations, context, and outcomes.

And when that’s missing, even very capable people struggle.

Here’s the leadership that works with senior hires:

1️⃣ Start with a clear, specific outcome

Not: “Sort out those projects so we hit profit margin.”

More like:
“Here’s the result we need and the context behind it — what questions do you have?”

Senior people fail far more often from vague targets than lack of ability.

2️⃣ Set a time to review progress

Don’t leave it open.

Something like:
“Let’s check in mid-month. “Bring where things are and what you recommend next.”

Senior hires don’t need handholding.
They just need a clear review point so things don’t drift.

3️⃣ Expect thinking, not updates

Not: “Here’s what I did.”

Expect analysis:
Where things are, what the issue really is, the options, their recommendation.

That's what you're paying for. 

4️⃣ Challenge early if things aren’t where they need to be

Clear, early challenge ensures on-time delivery.

Waiting never does. 

What good leadership with senior hires actually looks like:

You set direction.
They bring the thinking.
You review progress.
You challenge early.
They own the outcome.

A big salary doesn’t replace leadership. 

It just changes what they need from you.

Have you ever been surprised by how much direction a senior hire still needed?

♻️ Repost to help leaders set their teams up for success.

➕ Follow Leanne Bridges for practical leadership strategies that help MDs, Business Owners, and CEOs build teams that deliver consistently

A pencil-sketch style illustration of a man and woman sitting at a desk having a focused conversation. The man, dressed in a suit, is pointing to a document on the table labelled “Outcome.” The woman, also in business attire, is leaning in and listening attentively. Above them, bold text reads: “Leadership isn’t stepping back. It’s setting direction,” with the words “back” highlighted in orange and “direction” highlighted in teal.

He wasn’t micromanaging.
He was scared to let go.

A founder told me recently:
“I know I shouldn’t be doing this… but I just can’t leave my team to it.”

He wasn’t trying to control everything.
He cared about the work.
He wanted it done well.

And he was proud of his business.

But somehow, he still found himself:

→ Checking details
→ Rewriting proposals
→ Chasing tasks he’d already delegated

On the surface, it looked like management.

But he was stretched so thin.

And what he eventually realised was this:

Deep down, he believed:
“If I don’t check it, it won’t be done properly.”

That was hard for him to admit,
because he’s built a good culture
and he has a capable, valuable team.

But that belief was costing him hours.
Every single week.
And it had an unintended side effect.

Every time he stepped in to “help”…
his team didn’t think, “great, support.”
They thought:

“You don’t trust us to get this right.”

So they stopped trying as hard.
They waited for him to get involved.
Again.
And again.

He didn’t fix this by stepping back
and hoping for the best.

He changed his approach:

→ He explained the outcome, not the task
→ He let them approach it their own way
→ He gave feedback afterwards, instead of doing it for them

Within six weeks, things started to improve.

The quality didn’t drop.
It got better.

Because what changed wasn’t the team.
It was the environment they were working in.
And once that changed, they rose to meet it.

📌 If you're finding your team rely on you more than you'd like, but you're not sure how to break the cycle, you're not alone. 

It’s a common pattern, and it’s exactly the work I do with MDs, CEOs and Business Owners who want a high-performing team that delivers without constant input.

I’m offering a few free strategy calls where we’ll look at what’s really driving the dependence, and the practical shifts that will make the biggest difference quickly.

Book a free 30-minute session here: https://lnkd.in/eWEYQffA

💭 Which part of this story resonated most with you? 

♻️ Repost to help others leaders build strong teams

➕ Follow Leanne Bridges for practical leadership strategies that help MDs and CEOs build teams that deliver consistently

Leanne Bridges, Leadership and Business Coach, who has long dark hair sits at a desk, smiling warmly at the camera. She’s wearing a teal blouse and a silver necklace, with her hands resting gently in front of her. The background shows a bright, softly lit office space with a window and a small plant.

Most leaders think they need to “show they’re unhappy” for their team to take an  issue seriously.

But in my experience, that rarely creates the right type of action. 

What works isn't showing frustration.
It's being clear, direct, and meaning it.

And that's where most people get stuck.

Because when things genuinely need to change, people usually swing between two unhelpful extremes:

1. Too soft → the request feels optional

2. Too wound up → people get defensive 

The gear that actually works is the middle one... 

Assertiveness: calm, firm, and clear.

Here are three practical shifts that help when you need something to happen:

1️⃣ Sit still and look settled

You don't need to puff up or get animated.

Just look steady.

Feet still. Shoulders open. Hands visible

It says: "I'm serious, not emotional"

2️⃣ Speak slower and lower 

When you slow down, lower your voice, and speak clearly, your words carry weight without pressure.

Try:
Slightly slower pace. Slightly lower tone. Clear and straightforward sentences. 

It naturally says: "This matters"

3️⃣ Set one expectation, then ask how they'll do it

Being direct isn't repeating yourself or over-explaining why something must be done.

It's setting a clear standard without the emotion.

Use:
"This needs to happen. Here's why. How will you make sure it does?"

That turns discussion into ownership.

You don’t need to be assertive all the time.

But when action is needed, assertiveness works. Frustration doesn’t.

Your team responds when you're clear and composed. 

Not when you're visibly unhappy.

What’s one communication shift that’s made a big difference for you?

♻️ Repost this to share a simple leadership principle more people need.

➕ Follow Leanne Bridges for practical leadership strategies that help MDs, Business Owners, and CEOs build teams that deliver consistently

A pencil-style sketch of a confident leader standing in an assertive posture. The person faces forward with feet planted hip-width apart, shoulders relaxed and open, and hands visible at their sides. Small arrows highlight key elements of the stance — the grounded feet, relaxed shoulders, and open hand position. Above the illustration, the words “Calm. Firm. Clear.” appear in bold text.

Most MDs and CEOs don't have a time problem.

They have a "what should I be spending my time on?" problem.

When the business is busy, work piles up around you.

So much comes at you that seems critical, you end up reacting instead of leading.

This is what usually happens:

↳ You're pulled into issues that someone else could handle
↳ You're answering questions your team should know
↳ You're dipping into issues just to keep things moving
↳ Your meetings become updates instead of progress

And the work that genuinely drives the business forward gets pushed aside  until “tomorrow”

But things never quieten down on their own, so tomorrow never comes.

From all the work I do to support MDs and CEOs, here are the 4 key shifts that make the biggest difference:

1️⃣ Block out time for the work that shapes the future

Things like clarifying priorities, building your leadership structure, planning ahead, and improving how work flows through the business.

None of this shouts for your attention.
But it’s the work that stops the business feeling chaotic and gives you a clear plan to grow.

2️⃣ Stop taking on tasks your team could should own

If a manager can handle it, let them.
Delegate it. Agree the standard.
Put the ownership with them.

3️⃣ Cut the work that doesn't need you

Stop the meetings with no purpose.
Push back on "quick" updates that don't need you.
And stop being the safety net for work that others should be driving.

4️⃣ Do the pieces that genuinely require your judgment

The decisions only you can make.
The issues that affect customer retention, cash, or risk.
The moments where your input really does move the needle.

You don't need more hours.
You need better boundaries about where you invest your time.

The most effective leaders I work with don’t manage their time.

They protect it like their business depends on it.
Because it does.

What's one thing currently in your diary that someone else could actually handle?

♻️ Repost to help other leaders lighten their workload

➕ Follow Leanne Bridges for practical leadership strategies that help MDs, Business Owners, and CEOs build teams that deliver consistently

A pencil-sketch style illustration showing a business leader sitting at a desk, reviewing documents with a concerned expression. In front of the desk, three team members stand in a queue, each holding paperwork and looking unsure or hesitant. Above the illustration is text that reads: “A team moves faster when the path is clear,” with the words “faster” highlighted in orange and “clear” highlighted in teal.

Leadership isn’t a title.
You can sit anywhere in the organisation and still lead.

28 years building and developing teams has taught me something simple but powerful:

Leadership isn’t about authority.
It’s about how you show up.

These are the traits that define genuinely strong leadership.

1/ Listening

Not waiting to speak, but paying attention. 

People are open and honest with you when they feel heard.

2/ Empathy

Not jumping in with the solution.

Instead understanding what people are dealing with, the real issue isn’t always the obvious one.

3/ Authenticity

Not playing the part. 

People trust humans, not perfectly polished leaders.

4/ Dependability

Doing what you say you’ll do.

It creates stability, and people perform better when they feel consistently supported.

5/ Energy

Your mood sets the tone.

The energy you bring into a situation influences how people feel and act. 

6/ Respect

Treat everyone like they matter.

People remember how you make them feel long after they forget your words.

7/ Self-awareness

Pay attention to how you're coming across. 

If something doesn't land well, adjust your approach, and apologise when needed.

8/ Honesty

Say the thing others avoid — clearly and kindly.

People trust you more when they know where they stand.

9/ Inclusion

Make space for everyone to be heard. 

You make better calls with a range of views. 

10/ Patience

People grow at different speeds.

Strong leaders know the difference between slow progress and no progress.

Leadership is built in daily moments, not job titles.

It's how you listen, respond, and support the people around you day after day.

What leadership trait do you value most? 👇

♻️ Repost to help others develop as leaders.

➕ Follow Leanne Bridges for practical leadership strategies that help MDs and CEOs build teams that deliver consistently

A graphic titled "Traits of Strong Leaders." Down the left side, the word LEADERSHIP is written vertically in teal blocks. Each letter links to a leadership trait listed horizontally in black text: Listening, Empathy, Authenticity, Dependability, Energy, Respect, Self-awareness, Honesty, Inclusion, and Patience.

Are you leading your team… or pulling them along with you?

So many MDs and CEOs find themselves here...

You’re smart. Capable. Running a growing business.

But most of your day is spent:

❌ Solving problems other people should solve
❌ Answering questions you’ve already answered
❌ Catching dropped balls before they hit clients

You tell yourself that in a few months, things will settle.
That the team will start taking more ownership.
That the pressure will ease.

But here’s what I see over and over:

That day doesn’t arrive on its own.

Not because the team don’t care.
Not because they’re not capable.
But because they’ve learned a pattern:

“If I get stuck… the boss will sort it.”

And without realising it, you end up carrying the business.

The real shift happens when you stop plugging gaps for your team
and start building a team that can run the day-to-day without you.

One of my clients — an MD of a growing technical consultancy — was in exactly this spot.

Within a few months:

✅ His managers were solving problems instead of escalating them
✅ Decisions were being made at the right level
✅ He freed up hours each week
✅ He had the headspace to drive growth instead of firefighting

That’s what a high-performing team does.
They don’t just “help”.
They deliver.

If you’re ready to stop dragging your team forward...
and start leading a team that genuinely takes ownership…

👉 Book a free strategy call and let’s map out what that shift looks like for your business: https://lnkd.in/ei-peyim

♻️ Repost to help others leaders build strong teams

➕ Follow Leanne Bridges for practical leadership strategies that help MDs and CEOs build teams that deliver consistently

PS. If you had 5–10 extra hours a week back, what would you focus on first?

A smiling woman with long brown hair stands in front of a red brick wall, wearing a navy blouse and a silver necklace. She looks confident and approachable, creating a friendly and professional impression suitable for leadership and business coaching content.

Some people on your team are coasting.
Everyone can feel it.

But saying something?

That’s the bit most leaders hesitate on.

And I understand why.

When I coach MDs, CEOs, and Business Owners, one theme comes up again and again:

Coasting rarely comes from laziness.
It’s about standards that have softened over time.

Often without anyone realising.

I’ll sometimes ask leaders a simple question:
“If you had to rehire people based purely on how they work today… who would you choose without hesitation?”

It’s not about replacing people.
It just reveals what’s really happening.

Because most of the time, coasting shows up when:

→ the goals aren’t sharp enough
→ feedback hasn’t been specific enough
→ follow-through hasn’t been consistent enough

People drift when the guardrails drift.

And even your best people can start lowering their own bar when no one is raising it.

Here’s what I help clients do to get things back on track:

1️⃣ Make the standard clear again
Not vague. Not implied.
A visible, shared definition of “the outcome we need.”

2️⃣ Talk about progress early and often
Small course-corrections stop big problems.

3️⃣ Follow through — every time
Consistency from the leader creates consistency in the team.

Holding people to a clear standard isn’t harsh.
It’s what gives them the structure and confidence to excel.

Teams don’t improve because leaders push harder.
They improve because expectations become clearer.

And when coasting goes unaddressed, the people who care the most feel it first.

Have you ever worked with someone who coasted — and nothing was done about it?

♻️ Repost to help more leaders build high-performing teams.

➕ Follow Leanne Bridges for practical leadership strategies that help MDs and CEOs build teams that deliver consistently.

Have you ever worked with someone who coasted — and nothing was done about it?

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Bad meetings waste 1000's of hours every year.

A 1-hour meeting with 10 people isn’t a 1-hour cost.

It’s 10 hours of lost time, energy, and focus.

I’ve helped a lot of MDs and CEOs cut that waste — and when they tighten their meeting rhythm, they’re shocked by how much time they get back.

Hours they can reinvest into business growth, not into rooms going nowhere.

Here’s how we do it:

1️⃣ Have a clear agenda — and stick to it

If the meeting feels like it’s drifting, it is.
A tight agenda keeps the room focused and stops endless looping.

2️⃣ Set time limits for each topic

People will always fill the time they’re given. Shorter boundaries force sharper thinking.

3️⃣ Only invite the people who genuinely need to be there

Politeness is expensive.
A lean room moves faster than a room full of spectators.

4️⃣ Send information in advance

If it can be read, don’t spend 20 minutes explaining it. Prep creates decisions. Lack of prep creates another meeting.

5️⃣ Use the meeting for decisions, not updates

Updates belong in email or dashboards.
Meetings are for momentum.

6️⃣ Make the call in the room

Delaying decisions kills progress.
More time rarely creates better outcomes, just slower ones.

7️⃣ Start on time, every time

Waiting for late arrivals punishes the people who are organised.
It also signals that time isn’t valued.

8️⃣ Invite disagreement → then commit

Healthy tension produces better ideas.
Debate in the room, agree before you leave it.

These principles work because:

✅ They value thinking over talking.
✅ They put everyone's time and energy first.
✅ They turn meetings into tools for progress.

The outcome?
Sharper decisions.
More progress.
Better results.

And teams who actually enjoy meetings because they matter again.

Do you think people spend too much time in meetings?

♻️ Repost to help other leaders run better meetings

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Do you think people spend too much time in meetings?

Why your team resist change
(even when it makes total sense).

It can be so frustrating when people don't come around to new ways of working.

It's easy to start thinking:
"They're blocking this."
"They're being inflexible."
"Do they just have a bad attitude?"

But here's what I see again and again:

When people are faced with change, they don’t usually say:

"I'm worried."
"I'm unsure."
"I feel left out."

Instead, they react.

They object.
They say it won't work.
They shut down, moan, or complain.

Have you seen that?

Clients often tell me these moments are hard to deal with.
And honestly, I’ve found them hard too.

But one thing helps every time:

Most resistance isn't about the change itself.
It's about how the change makes them feel.

Under the surface, people are often:

🔹 Confused about why the change is needed, so it feels like extra work
🔹 Frustrated they weren’t involved
🔹 Worried they won’t be able to do it well

And once emotion kicks in, it looks like they’re being difficult.

Which makes us want to push through, ignore it, or hope it passes.

Sometimes even thinking we’ll need a firmer conversation if it doesn’t get done.

But in my experience:
The quickest way forward is to deal with what’s really driving the reaction.

I worked with a client whose team used to regularly push back when he wanted to change processes. He assumed it was just part of the process.

But when he slowed down and prepared people properly, everything shifted.
The team engaged more easily and actually got on with the changes.

Because when you understand the emotion underneath the behaviour, the solution becomes clearer.

And in most cases, the “bad attitude” disappears because...
It was never about attitude in the first place.

♻️ Repost this to help other leaders understand change.

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Have you ever had a team push back on a change you thought would be straightforward?

Pressure makes even great leaders wobble.

Most people don't talk about it, but it happens.

It can throw even the most experienced among us in certain moments: 

→ A room full of strong personalities.
→ A difficult conversation with someone who's not delivering.
→ Dealing with someone who's pushing back in front of the team.

And suddenly, it’s harder to keep cool and stay clear-headed.

→ You say more than you meant to.
→ You feel like you're justifying yourself.
→ You second-guess your words.

You react faster than you wanted to.

It’s very common.
It’s a stress response.

Here are 7 ways to handle pressure that I've found help:

1/ Know which situations catch you out

If you know what unsettles you, you can prepare for it.

That awareness stops you reacting before you’ve had time to think.

2/ Steady yourself physically

Stand tall. Slow down. Breathe.

It’s simple, but it changes how people see you.

3/ Be clear on what needs saying

Don’t get pulled into rabbit holes.

Know your main points and stick to them.

4/ Don't rush into speaking

A short pause gives you a moment to think.

It also makes you sound more certain.

5/ Lead from your strengths

Your team read your cues instantly.
Don’t switch to a style that isn’t you under pressure.

6/ Picture yourself handling it well beforehand

Think through how you want the conversation to play out.

A positive mental rehearsal puts you in a stronger place.

7/ Remind yourself you've dealt with difficult things before

You've sorted many different situations out before this one.

That steadies you more than you think.

When you can hold your presence under pressure:

You make clearer decisions.
The team trust you more.
People around you are confident and calm.

And the culture becomes stronger because you’re steady at the centre.

Which pressure moment throws you off most as a leader?

♻️ Repost to support other leaders who face these moments too

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Do you ever have a momentary wobble under pressure? 

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