BRIDGE Leaders Mandate

Leadership 360

Rate visible leadership behaviours against the six BRIDGE competencies. Use observable evidence, not personality preference.

Who completes this: manager, peer, direct report, internal stakeholder, or participant self-rating.
Use: ratings before the cohort, halfway through and after the programme, to compare observed behaviour. Open the admin guide.

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i

About you and the leader

State who you are rating and how you work together so the ratings can be understood in context.

?

How to choose a rating

Choose N/O if you have not seen enough behaviour to rate fairly.

1 AbsentRarely visible.
2 InconsistentAppears only under low tension.
3 ReliableVisible under normal pressure.
4 MultiplierImproves how others act.
N/ONot observed.
B

Buyer Decision

Stakeholder Commitment Building

Identifies who must actively support a decision before execution begins.

Looks beyond who attended the meeting.

Clarifies what stakeholders need to believe, risk, or gain before committing.

Makes commitment conditions explicit.

Builds commitment through sequence, evidence, and conversation.

Does not assume agreement is enough.

R

Relationship & Culture

Cultural Trust Bridging

Notices when culture, generation, hierarchy, or function changes how a message lands.

Reads context before judging intent.

Adjusts communication without lowering standards or avoiding the issue.

Maintains both clarity and respect.

Creates enough trust for people to say what they actually mean.

Surfaces hidden friction early.

I

Invisible Leadership

Leadership Presence Without Force

Influences behaviour without relying only on position, urgency, or personality.

Leads without needing to dominate.

Reads the emotional and political temperature before intervening.

Chooses timing with judgement.

Names difficult realities clearly without creating unnecessary defensiveness.

Creates movement through clarity.

D

Doing & Done

Ownership To Completion

Converts discussion into clear ownership, next actions, and decision rights.

Moves from talk to accountable action.

Tracks dependencies across functions instead of only own deliverables.

Owns the handoff, not only the task.

Closes loops visibly so others know what is done, blocked, or changing.

Creates shared clarity.

G

Growth Transfer

Capability Multiplication

Turns personal knowledge into teachable practices for others.

Does not keep capability trapped in self.

Coaches team members through real work instead of only giving advice.

Develops while work is happening.

Builds routines that allow capability to continue without the leader present.

Creates transfer, not dependency.

E

Execution Rhythm

Operating Cadence Design

Turns decisions into repeated meetings, metrics, reviews, and follow-through routines.

Creates rhythm from intent.

Spots when momentum is slowing before results collapse.

Intervenes before failure becomes visible.

Uses a simple cadence to keep people aligned without creating meeting overload.

Keeps movement practical.

+

Overall Evidence

Use examples, not labels.

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