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ABOUT ME

Organizational development coach Rachel Bridester

WORK EXPERIENCE

In my 20+ years of experience in the field of learning and organizational development, I have worked as a trainer, facilitator, curriculum developer, program designer, panelist, public speaker, moderator, coach, project manager and ultimately as an Assistant Director, Director, and Vice President of Learning and Development Departments. 

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I’ve done this work in the private sector with companies ranging from large, international Fortune 500 companies, to small start-ups with as few as 10 employees; with grant-funded nonprofits and those that rely entirely on fundraising; and with local, state, and federal government. â€‹

My experience has spanned a wide variety of subject matter areas and disciplines including:

  • Leadership development
  • Diversity, equity, inclusion, and belonging
  • Legally mandated policy training (e.g. workplace discrimination, sexual harassment etc) 
  • Human-centered workplace skills (e.g. communication, psychological safety, emotional intelligence, mindfulness, collaboration)
  • Growth mindset (agility, resilience, change management) 
  • Presentation and storytelling
  • Strategy and planning
  • This broad range of diverse experiences, environments, and subject matter areas has given me unique insight into the function of a multitude of different scenarios; including both the similarities and differences of how challenges are experienced and manifested in different types of organizations, and at different levels within the same organization. This allows me to better understand and respond to the needs of the learner, the program sponsor, and the entire organization. 

LIFE EXPERIENCE

My work in learning and development isn’t informed solely by my professional training and experience. I also incorporate lessons and insights from my personal experiences into my approach and delivery style as well. The two that show up the most are rock climbing and photography. 

How does rock climbing relate to team-building? More often than not, when I’m not at work I am rock climbing, or engaging in some kind of training activity to prepare for my next rock climbing adventure. Climbing isn’t just a hobby for me. It is a way of life; a philosophy. I’ve been a climber for even longer than I’ve been an educator, and the sport has taught me a number of valuable truths that inform how I move through the world. Unless you are free-soloing, rock climbing requires a partner. And it requires outstanding communication with that partner. One small miscommunication can have life-changing consequences, so the importance of clear, direct, consistent communication is critical. It also requires a deep trust. If you continue climbing, you will eventually reach a section of rock where you are unsure how to ascend without a decent risk of falling. In those moments, the only way to continue moving up is to trust - in both the belayer and the gear. That if you fall, they won’t fail. Climbing requires a growth mindset. When you are several hundred feet in the air, and descending is not an option, how do you respond to a situation where you don’t have the correct sized gear? Or you’re not tall enough to reach the next ledge? Or the blue sky forecast has turned to a threatening shade of gray? What might feel like obstacles in the moment create opportunities for problem solving, creativity, and a resolve to try something different. Agility avoids catastrophe and resilience drives upward motion. Finally, climbing is also highly collaborative. While each person is essentially climbing their own route, the truth is, you can never get more than a few hundred feet above your partner without going off belay. What does that mean? It means that there’s no benefit for me to be able to climb significantly better than my partner. Because I can only climb up as high as they are able to climb to give a belay. As a result, climbers and belayers work together to develop strengths and skills that drive them both towards the top as a team. The truth is, any one of these things could be said about any number of work scenarios. Sometimes what it takes to level-up in reality isn’t all that different from what it takes to level-up metaphorically. Ready to hone your team’s skills and move to higher ground? I’ll provide the support, skills, and coaching needed to help your team reach new heights.

This is a business, not an art studio. What does photography have to do with anything? From a young age I was spending way too much money on film and developing photos. (Yes, I am from that generation.) Initially I photographed a wide variety of things - people, animals, flowers. As I got older, I found myself drawn to a specific genre that brought me a tremendous amount of joy: scenes of abandonment. Have you ever driven by a shuttered up building and wondered what was inside? Or, wondered what used to be inside? Me too. Many times, in fact. Until one day I decided it was time to stop wondering and start exploring. It started with a set of abandoned trains parked on inactive rails in a wooded area not far from where I live. Then onto a hotel and spa. Then a large resort. An amusement park. A prison. A hospital - and on and on. Sheets of plywood hid mysteries upon mysteries, and I wanted to solve them. But once I got inside, I no longer wanted to solve a mystery. Instead, I wanted to acknowledge a reality. See the unseen. Remember the forgotten. From the outside, it may present as an eyesore. Perhaps the grounds are unmaintained. There is graffiti scrawled across the exterior. Chain link fences have been cut and torn open. All signs of human life have vanished. It appears lifeless. Empty. On the inside, it is quiet. Sometimes it has been years - even decades - since another human has been on the grounds. There is no light - except for what streams in through the holes in the ceiling and the cracks in the plywood that covers the windows. Moss often coats the floors and walls are an abstract painting of layers upon layers upon layers of paint that have peeled at various rates over the years. Vines creep in through the windows and stretch across the floors and ceiling, as if to embrace and reclaim the structures that are all slowly crumbling back into the ground. Sometimes there are books on the shelves. Records in files. Menus on dining room tables. Shoes in the rooms. Ceilings, become floors, become another layer of earth. Transformation, evolution, and life born of decay all occur in real time. In these spaces, I’ve learned to avoid assumptions. Some buildings look structurally sound from the outside, but upon entering you soon learn there is no floor. Or, there won’t be a floor if you put any weight on the materials that lay where your feet should go. I’ve learned to consider perspectives. To zoom in or out to get a better sense of the scene. To wonder about the people that were there before me. To consider the different realities of both a wildly successful business and a long deserted set of structures collapsing in upon themselves. To acknowledge the cyclical nature of things. That even as the businesses may be dead, and the areas are devoid of human life, an abundance of natural life continues to live and grow and even thrive in these spaces - often shielded from a readily available view. I’ve learned to make space for multiple truths. To sit in these spaces is to sit in a place that is both dead and alive. Vacant and full. In a state of decay and rebirth. Where opposites are complementary, instead of conflicting. And I’ve learned that beauty can exist just about anywhere, if you’re willing to look for it. How does your team work together when one sees an eyesore and the other sees a wonderland? How do you find opportunities in the face of failures? Let’s work together to help your team embrace different perspectives and find the right focus to create the desired outcome.

Rachel Bridester out climbing a sheer rock face wearing climbing equipment
Business culture consultant Rachel Bridester speaking with other women at a large confrerence table

MY APPROACH

Whether you are looking for your team to hone one discrete skill, or you need an entire overhaul of your organizational culture, my approach remains the same. I believe that learning flourishes most in an environment of curiosity; and that change happens when curiosity is met with compassion, respect, and an opportunity to ask uncomfortable questions and receive honest, constructive answers and evidence-based guidance.

My work begins with an intentional focus on creating such environments right from the beginning so that we can accelerate the process of collaboration and learning at all levels. Building these foundational skills in the learning environment paves the way for the application of these skills in the work environment - ultimately building your team’s technical skills, productivity, morale, and retention.

 

I also feel strongly that while many skills are transferable and many experiences are similar, no two clients have the same need and no two learners excel the same way. Accordingly, the vast majority of my work is custom-created to address your specific needs in a manner that supports and empowers your team. I place a high value on survey data, focus groups, and listening sessions to ensure that I fully understand the organizational systems, cultures, and needs enabling me to create a solution that works within your systems, supports your intended culture, and is highly responsive to the identified needs. 

Finally, my approach bakes in many of the concepts that I’ve spent so much of my career teaching others to do well. You can expect that throughout every step of the process, my approach will:

  • Be highly collaborative with you and other identified stakeholders

  • Consist of regular and responsive communication, including soliciting and providing feedback

  • Adaptable to your changing needs and priorities

MY GOAL 

We spend a lot of time at work. In fact, we probably spend more time at work than we do pursuing our favorite hobbies or passions. So, if we’re spending that much time there, shouldn’t it be a place that we don’t dread going to? The evidence has shown over and over again that a happier workforce is a more engaged and productive workforce. Why prioritize employee happiness? Because it’s a win-win! 

 

How do we make the workplace a happier place to be? Sometimes it’s through improved communication. Or upskilling a team. Or improved leadership.Or through the creation of a truly inclusive culture.  Whatever the goal is for your team, I’m committed to helping you reach it. 

Rachel Bridester lifting main up to help change a lightbulb at a party
Rachel Bridester sitting next to her curious cat whle pondering the future

MY VALUES

My life, my work, and my programs are all informed and influenced by the following values:

 

Curiosity: Curiosity is critical for growth and innovation. When questions are shamed or silenced, curiosity is sated by assumptions and existing beliefs.  I strongly encourage the expression of respectful and genuine curiosity to promote greater understanding, build greater knowledge, foster deeper relationships, and support personal and professional growth. 

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Compassion: When confronted with something that offends us, confuses us, or diverges from our expectations we often default to a place of defensiveness and even hostility. I believe that we do our best work when we are able to participate fully and authentically. In order to do this, we must keep the lines of communication open. One tactic or doing this is activating curiosity about whatever it is that is challenging us, and finding compassion

for others and ourselves as we navigate misunderstandings, miscommunications, and work to address and remedy harms that have occurred.

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Courage: It is often easier to remain silent and passively endorse the status quo than it is to speak up and go against the grain. I seek to create change with my work, and change cannot happen without each person having the courage to show up and participate wholly and authentically. Rather than learning in a safe space, I work to create change by fostering brave spaces where honest - and often difficult - conversations occur, and the process of change can begin. 

 

Communication: In a learning community or the workplace, each person has the right and responsibility to engage in honest and respectful communication. So often the root of disagreements, discord, or major conflicts stem from unclear, incorrect, or inconsistent communication. I promote an environment where participants feel empowered and accountable to communicate their thoughts, needs, questions, and ideas - even if they generate uncomfortable conversations.  Silencing disagreements does not resolve them - it only creates further division. Consistent communication builds greater understanding, respect, and ultimately stronger group rapport.

 

Connection: In life and at work, people want - and need - to feel connected to others. And from a practical standpoint, we can most often go further as a team than we can as individuals. Practicing curiosity, embodying compassion, displaying courage, and committing to communication pave the way for individuals to better understand and connect with one another in a meaningful and respectful manner.

 

Culture: Whether we acknowledge it or not, our thoughts, beliefs, actions, and assumptions all contribute to our group’s culture. And the vast majority of workers (leaders and individual contributors) agree that feeling connected to that culture is of great importance. The primary goal of my work is to help leaders and their teams recognize the components of an engaging, inclusive, healthy, and productive culture, and create the expectations, norms and behaviors that will support it. A culture of curiosity, compassion, communication, and connection is a culture that is poised for success.

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