>>Leadership & Value Creation
Leadership & Value Creation 2020-04-21T12:57:12+02:00

How innovative leadership

drives success

An organization’s leadership is key in directing its future. The emphasis on change has led leading companies to re-examine their practices, even if they have a long tradition of quality and customer service. In many cases, their attempts at change have not always kept pace with changing market conditions and customer requirements.

Improvement must be focused on three areas and be properly sequenced. First, the work climate and management style must be addressed. Today’s work environment requires that employees be constantly energized and focused on the competitive task at hand. They must be enabled and empowered to improve their job, their company, and customer satisfaction each day. Management must make a shift from administering and controlling, to inviting contributions and innovation from everyone.

Second, there must be a comprehensive management process in place to manage improvement, of the magnitude and scope needed. It must extend from the boardroom to the boiler room and to every operation within the company. It must serve to create the appropriate work climate, to solve chronic problems, to create innovative processes and harness the potential for improvement of every employee.

Third, there must be effective education, tools and improvement techniques to lead the continuous change effort, streamline complex processes, slash cycle times, and drive costs down and profit up, whilst serving customers better.

BRIDGE A1 helps you build the management, sales leadership skills, and behaviors needed, making your firm more efficient, and to attract and retain more customers.


ACHIEVE competitive edge for your organization.

BRIDGE A1 assists you in designing, planning, implementing and optimizing an efficient and winning strategy.

Strategy is the direction and scope of an organization over the long term: to create advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations”.

A Strategic Action Plan must be just that: – an Action Plan – not a report that will stay on a shelf and look good. We take strategic planning seriously, and the plan we develop with you is researched, developed with you, and is actionable, including details such as names and dates in order for people to be held accountable for their actions.

As we work with you during this iterative process, we review the following important elements in your company:

  • Vision
  • Mission
  • Values
  • Environmental analysis – a brief analysis of factors in the external environment
  • Present situation – a brief summary of the existing situation for the company and how it is performing in carrying out its role
  • Desired situation – a statement of the position the company can realistically aspire to by the end of the planning period
  • Gap analysis – identification and a brief discussion of the differences between the present and the desired positions
  • SWOT analysis – 2 x 2 matrix of strengths and weaknesses, opportunities and threats
  • Goals, strategies and actions – the setting of major goals and strategies, with specific actions
  • Performance measurement, monitoring and review

Competence 360

IMPROVE your performance management.

BRIDGE A1 helps you define an efficient Human Resources Management process, to assist organizational decision-makers in improving the performance of individuals.

This process is based on a realistic understanding of the organization’s values, culture and strategic business plan, which enables us to understand the behaviours necessary to accomplish the desired results.

We assist management in identifying the best internal and external candidates for particular jobs, as well as providing support for developing a coaching plan for existing staff. We use a 360 perspective to develop profiles by focusing on critical incidents that have led to repeated success. We gather data from current employees, their managers, direct reports, colleagues, peers as well as external contacts and/or customers.

The development of behavioral competency profiles improves selection and recruitment, performance management, succession planning and career planning. These profiles help focus on the training and development needs for particular individuals and groups, with achievement of the business plan being the final goal.


Sales Force Effectiveness

IMPROVE the performance of your Sales Force.

BRIDGE A1 assists you in designing and implementing dynamic sales strategies that take into consideration customers’ needs and expectations.

Today, sales success rests on the ability of the salesperson to identify, understand and solve customers’ business problems. The application of these concepts reflects our philosophy of sales effectiveness. Our sales processes help salespeople analyse their customers’ business issues and their competitive environment to create dynamic sales strategies. These processes provide tools and resources that enable your salespeople to address customers as business entities, rather than as a collection of individual buyers.

The selling skills curriculum will accomplish these goals. Through our training, salespeople acquire the skills necessary to build long-term relationships and understand the priorities and business processes of their customers. This produces customized solutions to meet customers’ business challenges. This whole process adds real meaning to the term Trusted Advisor, paying off in repeat business from satisfied customers.

Auto-Critical Leadership

EMPOWER your executive teams.

BRIDGE A1  provides you with a proven auto-critical method that will contribute to improved performance.

Auto-Critical Leadership (ACL) is a learning / teaching process that prepares the manager to act with assurance. Through the auto-critical method the supervisor is able to assess a situation as it unfolds and act on their conclusions.

ACL differs from the many complex programmes currently in vogue, as it draws upon life experience when referring to internal or cognitive methods of organizing an approach. We will provide you with the conceptual understanding of the method, a master plan for its development, and a programme for continuous improvement.

Capital Service
The Key to Customer Interactions

ASSESS your organization’s approach to customer service.

BRIDGE A1 helps you implement specific approaches for successful customer experiences.

Research indicates that five out of every six jobs are in the service sector. To remain competitive, your business can’t afford anything less than the highest level of customer satisfaction. Capital Service – the Key to Customer Interactions – will help you reach this.

This practical, results-oriented program helps service providers at all levels develop and apply the skills necessary to ensure customer satisfaction. Unlike other programs, it is not a rigid step-by-step script or process. Rather, Capital Service is dynamic, creating a personalized approach to each individual customer. It’s the opportunity to create, develop and maintain a responsiveness that consistently satisfies customers and keeps them coming back.

Capital Service recognizes four distinct customer conditions: Comfortable, Irate, Indecisive, and Insistent. The program provides specific approaches for successfully responding to each customer condition, bringing each customer to a level of satisfaction, thereby reducing complaints and ultimately increasing customer loyalty.

Virtual Learning

DRIVE an agile method of learning within your organization.

BRIDGE A1 experts use their experience and skills in innovative ways to keep learners involved.

As a leading provider of distance learning, we have developed a broad understanding of the unique requirements for learning in a virtual environment. We know how to avoid common problems by making sure we use great instructional design to leverage the technology effectively. And our expert facilitators use their experience and skills in novel ways to keep learners engaged and involved.

We have identified the following critical success factors for virtual learning:

  • The learning design must drive a constant stream of engaging learning activities
  • Participants must work in small groups, in continuous practice and ongoing application
  • The technology platform must be user-friendly and allow participants to work collaboratively
  • Materials must focus on core learning and support immediate application. Visual material needs to be appealing and engaging
  • An expert virtual facilitator must engage individual participants throughout the process and seamlessly handle a number of challenges, keeping the energy level high across the remote group and presenting content with clear and compelling language

Group Culture

SHAPE a strong Group Culture based on your behaviors, values and vision.

BRIDGE A1  helps you optimize your Group Culture, by reinforcing team cohesiveness around a common-value approach.

Just as individuals have a unique style, groups also tend to develop their own unique style or culture. This culture is an informal combination of behaviour, values and attitudes that most people in the group take for granted. Put in the simplest terms, culture is “the way we do things”. Although not everybody agrees with or adopts the culture easily, most group members feel the pressure that a culture exerts to act in a certain way. The DiSC profile does not address all elements of culture, but it helps understand many of the needs, goals, fears, emotions, and behaviour within the culture.

Why is Group Culture important?

Group Culture has a major impact on the behaviour, attitudes and satisfaction of each group member. People who fit into the culture often feel at home in the group. But for other people, the culture makes them feel like outsiders, and this makes them uncomfortable.

Culture also has implications for the group as a whole. It affects such things as the pace at which work gets done, how outsiders are treated, the attention paid to detail, or risks that the group may take. These in turn influence the success of the group in meeting its goals.

Where does Group Culture come from?

Group Culture is not simply the average of all the people in the group. A number of different factors determine Group Culture, such as:

  • The style of each group leader
  • The most pronounced styles within the group
  • The type of work the group does
  • The historical culture of the group
  • Cohesion or tension within the group
  • The goals and mission that the group faces

These are some of the factors that help shape Group Culture; understanding the origins of the Culture may be important if you hope to change it.

We can help you identify what culture is favoured in your organization, with solutions to address important elements to make it work for everyone.