A legal firm wanted to improve the way it managed peaks and troughs in workloads, understand the demographics and succession needs of the workforce and improve retention, development, support and reward for staff.


Staffing decisions were made within silos. Capability was not shared across the company and capable staff, who wanted to stay, left at the end of their contracts.


Bridges designed and facilitated a program that consisted of:

  • Private meetings with each executive to ascertain the level of interest in working collegiately and the understanding of strategic business pressures.
  • These meetings revealed:
    • a reluctance to work collegiately
    • incomplete understanding of the pressures of change impacting the business
    • future business capability requirements were unknown.
  • Meetings were designed and facilitated to assist executives to come to joint and agreed acceptance of the pressures on the business and the need to change how the team operated.
  • Executives were encouraged to adopt Strategic Workforce Planning principles. Executives agreed, some reluctantly, to start small with a number of shared workforce planning principles.


Staff were consulted and acknowledged that the principles would lead to better outcomes for both the business and individuals within it. This led to greater buy-in from executives.

Executives developed their ability to see the bigger picture. They agreed to manage the business as a team. Diversity leadership was reframed into an opportunity for the business rather than a nuisance for executives.

The executive mindset changed from managing people to managing business capability. Significant beliefs were changed.

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