Global Banking Group
Leading an inclusive culture
Following work at the executive level, there was a desire to understand how best to cascade the inclusion strategy across the business, in particular:
· To agree how best to communicate the inclusion strategy and desired behaviour change; and
· identify inclusion challenges and issues common within the business unit.
Sheridan began working with key business sponsors, D&I champions and Learning & Development to understand the key drivers and desired outcomes across the division. The team then co-designed and delivered workshops designed to challenge and support 200 leaders to examine their own and others behaviour and to take immediate action to effect change.
At the heart of the workshops was a felt experience of inclusion and exclusion which acted as an anchor to motivate and remind individuals of its significance and lasting impact. Capturing real stories and developing bespoke scenarios through film, helped leaders to confront their own assumptions, behaviours and biases. Deeper conversations helped to explore the systemic and individual nature of these stories which helped leaders grow their awareness of the lived experience of colleagues and clients who are different to them.
The coach and her team led highly participative sessions designed to hear from those on the ground.
Action is critical and leaders spent time agreeing individual and collective actions to take forward to be able to contribute to the organisations’ Inclusion agenda and to the business unit’s working practices and norms.
Following the workshop, Leaders facilitate conversations with their teams and peers – this was supported by an Inclusion ‘lite’ toolkit and the pastoral support and sponsorship of the D&I champions and business unit leaders