The challenge
Holcim UK, a leading manufacturer of sustainable building materials, had undergone major leadership changes—a new CEO, internal promotions, and external hires reshaping the executive committee (ExCo). While Holcim UK had strong talent, there was no structured approach to leadership development, coaching, or employee feedback and a lack of leadership “bench strength”.
The company saw an opportunity to shift towards a more human-centred leadership style, balancing practical business skills, critical thinking and accountability, with innovation, growth mindset and psychological safety. Choosing the right partner was critical.
“We have partnered with several prestigious business schools and training companies in the past, but nothing has compared to our experience with our friends in Bridge”. ~ James Roberts, (Ex) Chief People Officer, Holcim UK
The solution
The solution was a fast-paced, six-month blended leadership development programme called Leading in Partnership (LiP) involving the executive team and 120 senior leaders.
“The programme didn’t just build leadership skills—it transformed how we approach challenges and collaborate. BRIDGE truly became part of our team, delivering lasting cultural change.” ~ Nick Smith, Talent Development Manager, Holcim UK
The programme followed BRIDGE’s ‘ME, US, IT’ leadership framework—a deceptively simple inside-out approach that starts with self-awareness (‘me’), builds trust and collaboration (‘us’), and ultimately drives business impact (‘it’).
Before the programme, each participant went through an individualised preparation phase, starting with an Insights Discovery assessment and a one-on-one coaching session with a BRIDGE coach. They followed this with self-led digital learning, which introduced what would later become known across the business as a core toolkit for managing your mindset and being at your best more often. Together, these elements helped participants reflect on their leadership style and set personal intentions for the journey ahead.
The heart of the programme was the Immersion Week, an intense and emotionally charged five-day residential experience, designed to challenge perspectives and push leaders beyond their comfort zones.
It began with a focus on presence, conscious decision-making, and understanding personal leadership styles (the ‘me’). As participants became more attuned to themselves, they shifted their attention to strengthening relationships (the ‘us’)—developing trust, embracing vulnerability, and refining their ability to listen deeply and coach others. As psychological safety grew, so did their confidence in taking risks and experimenting with new ways of thinking.
Midway through, these insights were put to the test in a high-impact, experiential challenge that pushed participants into entirely unfamiliar territory. Each cohort faced a different disruption—such as coaching Paralympic wheelchair basketball athletes—designed to shake up their usual ways of working. It required them to let go of their ‘expert’ identities, quickly build trust, and work collaboratively as a cohesive team. The experience sparked deep reflection on adaptability, teamwork, and leading through uncertainty, and raised important questions, such as what it really takes to create a truly inclusive culture.
As the week progressed, participants confronted the realities of leadership within Holcim UK, considering how they could influence change not just in themselves, but across the wider system. This led to powerful discussions on resilience, navigating challenges, and stepping up with clarity and intention.
“The immersion week made me realise that I’ve got the ability to do this. I’ve got the ability to drive bigger change. This really matters to me.” ~ Jenny Lowe, Head of Estates and Planning, Holcim UK
The impact
The programme sparked a real shift in Holcim UK’s culture. Leaders built stronger connections across divisions, breaking down barriers and making collaboration and decision-making easier. A shared language and way of thinking took hold, with “ME, US, IT” and “Being At Our Best” becoming part of everyday conversations.
Beyond the visible changes, there were deeper shifts too—leaders reported lower churn, less burnout, and greater resilience, even in tough market conditions.
Survey results backed this up:
- 143% increase in participants leading with a growth mindset.
- 93% increase in leaders challenging the status quo to drive team innovation.
- 87% increase in role modelling vulnerability and building psychological safety.
- 86% reduction in leaders neglecting inclusive dialogue.
A complete elimination of leaders failing to provide challenge and support
One of the major goals of the programme was to strengthen the internal leadership pipeline. Following the first five cohorts, a third of Holcim UK’s ExCo is now made up of LiP alumni—a tangible demonstration of change in action. Two more cohorts are planned for late 2025, as the programme continues to evolve and expand.
Leaders left the programme not just with new skills, but with a new mindset—embracing accountability, innovation, and psychological safety. The impact was clear—they weren’t just learning new ideas, they were putting them into action, shaping a more open, supportive, and forward-thinking culture, and stepping up with confidence to lead Holcim UK into the future.
“BRIDGE has changed the trajectory of my life.” ~ Jenny Lowe, Head of Estates and Planning, Holcim UK
