ALL PACKS

TOOLS FOR EVERYONE

PACKS MENU

Explore

TOOLS FOR LEADERS

TEAM ACTION CARDS

BACK TO PACKS

START WITH THE CONSUMER

COLLABORATE WITH PURPOSE

TAKE ACCOUNTABILITY WITH CONFIDENCE

BE AUTHENTIC, INCLUSIVE TO ALL

BUILD OUR FUTURE

EVERYONE MENU

TAKE ACCOUNTABILITY WITH CONFIDENCE

BUILD OUR FUTURE

START WITH THE CONSUMER

Video

Hints & Tips

Back

If we can build a connection with our consumers we can become curious about what they want and need and it becomes easier to put them at the centre of things. Building connection comes from understanding who they are and why they do what they do. Creating a consumer profile helps you to build that connection.

Creating a consumer-centric culture helps us to really live our values and provide the best possible product and service. We put quality, pride, connection and passion at the heart of the work we do.

Consumer Jack

Visualise for a moment a consumer that you can connect with - answer some questions to help you: • What does your consumer think about? Feel about? What sorts of things do they do? For work and outside of work? • What are their characteristics? • What’s their favourite song? Food? Place to go on holiday? • Why do they buy our products? • What do they buy? Why do they buy that brand? • Create your consumer profile – be as creative as you like – use words, colours, pictures, phrases.

Why

How

What

Hints & Tips

• Create a consumer profile that you can connect with – if it’s hard to find connections with their choices, can you connect with some of their challenges? • Sometimes we think we can’t be creative – be playful and use your imagination. • Maybe add some elements of other people you know or used to know who use our products.

Zoom

COLLABORATE WITH PURPOSE

Xxxx

High quality relationships are built on a foundation of trust, respect and safety. We can create that environment by paying attention to each other, listening more and connecting with our colleagues .

Xxxx

Elephants and Hippos

A great way to practice this is to think of Elephants and Hippos! Elephants. Have big ears and little mouths – they spend a lot of time listening and less time talking. Hippos. Have small ears and big mouths – they don’t take much time to truly listen to their colleagues and are always talking! This is a way of deciding how you want to connect with your colleagues – how much time do you listen and pay attention to what is going on? In what other ways could you be there more for others?

Next time you are in a team meeting see how curious you can be – what questions can you ask to find out more about what is happening for others? With your elephant ears on, take 5 minutes a day to listen without interrupting others. Ask a teammate what help they need. Ask for some help in return.

Try these out:

• Putting your elephant ears on take practice – at first it will feel difficult. Keep practicing, it gets easier. • Try using your elephant ears in different situations – inside and outside of the work environment. • Tune into when your hippo appears – are there certain situations where this happens more often? Can you work out why that is?

• Win-Win Builders

Choose the relationship builder cards which you recognise you are already good at.

• Productivity Builders

Choose one of the four relationship building areas below that you would like to work on:

Have a conversation about how you can develop your important relationships using these relationship builders.

Relationship builders

Choose the relationship builder cards which you’d like to strengthen.

• Openness Builders

• Respect Builders

Win-Win Builders

Do something for someone else

Share things that have worked well for you in your job

Notice where you can support someone in their role

Ask someone you don’t know to tell you about their job

Productivity Builders

Ask for help

Offer support to someone

Look for connections between your job and others

Think of ideas that you can work together on

Share your favourite part of your job with a teammate and ask them to share theirs

Respect Builders

Recognise each other’s differences – share something that you don’t have in common!

Ask for feedback

Confide in a colleague

Be on time for meetings

Use your elephant ears

Openness Builders

Share a strength you have

Share your opinion on something important

Talk to someone about what you are interested in

Tell a colleague something you have difficulty with

Give someone some appreciative feedback – share how they have had a positive impact on you

TAKE ACCOUNTABILITY WITH CONFIDENCE

• These conversations are about getting a Win-Win outcome. • Asking the WIN question helps you and others around you really focus on the priorities and be accountable for what you deliver and when. • Feel confident in asking what is important. Let people know you want to be able to keep your commitments and this helps you to do this.

WIN – What’s Important Now

• Sometimes it is really difficult to understand what the priority is. • We may have many people asking us to complete tasks. • When things change quickly it is important we know what to do first. • We want to keep our commitments.

A tool that helps us to talk to others about what’s important is WIN.

Here are some examples to get you started:

You have been asked to do a random check in the middle of your shift and you know it will mean stopping the line to complete it. 1. Check to see what the random check is for. 2. Ask the urgency of the action. 3. Share your two priorities and ask which is the most important. 4. Use AID to give feedback if you are concerned this will impact your ability to complete it.

Your teammate has fallen behind on their store visits and ask you to help out. 1. Check the time allocated for the work. 2. Ask how the visits impact the overall area sales. 3. Talk through your plan for the day and work out what’s the most urgent and important to complete. 4. Use AID to give some feedback on the impact of the request and share how you might deal with it in future.

You keep getting interrupted by emails asking for information. 1. Turn off your email notifications. 2. Allocate times in your day to check emails. 3. Use AID to give some feedback and agree some ground rules with your team leader on requests for information.

Very often, when we are deciding what to prioritise, we need to tell others, the impact they are having on our workload.

Xxxx

A great tool to use is AID.

A team member in another MBU leaves the line disorganised and this slows you down at the start of your shift. Action: I’ve noticed that you leave the packaging material on the floor at the end of your shift. Impact: This means I need to clear this away before I can start my shift. Do/Develop: I would like to talk about how this can be cleared away at the end of each shift.

Your boss asks you to collate the sales figures for the week but doesn’t send the detail through in time. Action: I don’t receive the sales figures through from the team until Friday afternoon. Impact: This doesn’t give me enough time to do the reconciliation and I end up completing it over the weekend. Do/Develop: Can I suggest that the figures are sent through on a Thursday evening instead?

A colleague keeps leaving sending the monthly report to the last minute and then sends it to you to complete your section right before the deadline. Action: Lately you have been sending me the monthly report to complete with only a few hours until the cut-off time. Impact: This means I can’t plan a time to complete it and I end up pushing tasks onto my team to make sure it gets submitted on time. Do/Develop: I would like to talk about how we can make sure we both have enough time to complete it before the submission date.

• Practice what you want to say – use AID to structure your conversation. • Focus on facts – what you have observed or experienced rather than what other people have told you. • Create space for the conversation – give time for the discussion.

BE AUTHENTIC, INCLUSIVE TO ALL

Centring

A way to help people feel included is to experience being seen and heard. Our ability to be present and in the moment with others is important and tricky – given all the demands on our attention. Coming back to the present moment can be learnt and the skill that will help with this is centring.

Centring: • When we are under stress and tension, our body takes charge – when we are under pressure our body is scanning the environment for any threats (real or imagined) and it is getting ready to take action! • When getting ready to take action our bodies release chemicals so we can protect ourselves. These chemicals are testosterone, cortisol and adrenaline – great for driving us forward, but not so great in large doses. • When the body is in charge we act to keep ourselves safe – either through moving towards others (play nice) away from others (disengage) or against others (fight back/challenging). Centring helps to counteract what our bodies are doing – helping us to reset. There are a number of ways we can reset – let’s try the one in the how section of this card.

3 breaths – This engages your parasympathetic nervous system encouraging your whole body to calm down.

Scroll text for more

The more people understand us, the easier it is for everyone to feel welcome and included. Showing each other that we care, recognise our differences and take time out to get to know how to work together is a very powerful way of creating belonging.

Care Labels

Imagine that everyone you know has a care label – a bit like a label you might find on a piece of clothing that tells you how to keep it in top condition and get the best from it. On our care labels are details about how to get the best from us, what to avoid and what to watch out for when working together. If we know what is on each others care label, we can take care of each other!

Create your care label – help people understand how to get the best out of you and what they need to be aware of. Be as creative as you like – use simple language that is really clear so there is no confusion. Identify you at your best, Avoid being this way with me and watch out for me not being my best. See example in Hints & Tips below.

• Share your care label with your team and invite them to create and share theirs. • If possible walk and talk – either in person or call each other rather than use an on-line meeting. • When you are listening be sure to ask questions and be curious – make sure you get what you need to be able to care for your teammate!

Example

• Constructive challenge • New ideas / concepts • Helping people grow • Problem solving • Long-term thinking

• Taking too much on • Becoming too direct / snap decision making • Micro-managing • Over-talking

• Removing autonomy • Slow delivery / lack of progression • Monotony / boredom • Over-explaining

Flip

Actions: Notice when you use this change face. Ask for help to talk about it. Be curious about what might help move you forward and what alternative responses you could adopt.

Change Faces

Below is a common response that can act as a barrier to change. These responses are known as ‘Change Faces’. If this response resonates with you, turn over the card and learn about the actions you could take to grow and thrive.

Response: ‘Give me more details!’ What can it look like? Continual requests for information to reassure you that it is the right thing to do.

Response: ‘And another thing..’ What can it look like? Adding things in, making it more difficult with other obstacles that delay the change.

Response: ‘It’s not how we do things round here’ What can it look like? Repeated conversations about how it won’t work here. Lots of ‘yes, but’ and focusing on differences.

Response: ‘I’d really like to do it but the timing isn’t good right now’ What can it look like? Always the last thing that gets your time or attention.

Response: ‘I don’t understand’ What can it look like? Using ‘I don’t understand’ as a reason to delay action.

Response: Silence! What can it look like? Acting as if it might go away if I just ignore it. Keeping quiet and out of the way so you don’t need to get involved.

Response: ‘I need proof!’ What can it look like? Needing all the facts and figures – not moving forward without talking to the experts.

Response: ‘They need to understand that’ What can it look like? Placing blame on others and on ‘those people’, wanting others to fix the problem.

Response: ‘If you say so’ What can it look like? Doing the bare minimum, often without energy or enthusiasm. Going through the motions.

Response: ‘The system won’t support that’ What can it look like? Continual reference to existing processes, policies and procedures and why they will not allow progress.

When we try new stuff out, it sometimes doesn’t work out the way we want it to. Being able to grow through change needs us to be comfortable with making mistakes. Talking about mistakes is often the most difficult bit. If we want to get better at trying new things and continually improving, we need to practice talking about making mistakes and learning from them. Where do you stop yourself from learning and growing?

My Favourite Mistake

Think about a time you made a mistake and learnt a valuable lesson. Doesn’t have to be connected with work – could be anything in your past that you thought at the time was a big failure but that actually you now carry forward with you as something that has helped you grow as a leader, family member, friend, neighbour?

Ask yourself:

LEADERS PACKS

XXXX

Commitment Conversation

Relationships that are respectful come from both people understanding what’s important and how to show respect in an individual and inclusive way that values differences and each other.

A great way to develop a respectful relationship is to make commitments for one. To create a working set of ground rules that you can both sign up to. Commitment Conversations ask the following questions: • What’s important to you in this relationship? • How can I be respectful to you? • What is helpful for me to know that will help this relationship to work?

Here’s an example to get you started: Q: What’s important to you in this relationship? A: I would like you to be honest with me if you think I could do something differently and that we talk regularly. Q: How can I be respectful to you? A: I would like us to be on time for meetings and calls. Q: What is helpful for me to know? A: I don’t like a lot of detail so it helps me if you can summarise in emails etc.

• Be explicit about what you want to have the conversation for. • Explain that Commitment Conversations are helpful for creating a respectful relationship. • Make sure you have time to both share the answers to the questions. • You can prepare for the conversation, so you know what you want to say and then the best Commitment Conversations are shared over a walk or a coffee!

• Use a little time to think about the answers before you meet up – you can do this over the phone but better face to face. • Stick with the structure and complete all 10 questions. • Person A runs through all the questions with person B before swapping. • Avoid debate. Ask the question, listen, say ‘thank you’ and move on. • When both of you have completed the exercise, take a couple of minutes each to reflect on the answers. Then take a few minutes each to share what you’ve learnt and what – if anything – you are going to do as a result.

Tell Me Conversation

Being open in our relationship gives us freedom to really say how we think and feel and know that we can be honest and give feedback that won’t be taken personally. High levels of trust come from sharing information with each other.

‘Tell Me’ conversations are about practicing openness. They take practice and a commitment to have them at regular intervals. ‘Tell Me’ conversations involve asking and answering a series of questions for each other that give feedback, share information and feelings. You both answer the questions and then share them together.

1. Tell me something you like about me 2. Tell me something you think we agree on 3. Tell me a goal you have for life 4. Tell me a goal you have for our relationship 5. Tell me something you failed to do for me that you think you should have 6. Tell me something I failed to do for you 7. Tell me about a contribution that I make that you value 8. Tell me a way I can help you 9. Tell me a way you can help me 10. Tell me an outstanding ability of yours

Here are the questions:

Productive relationships are all about alignment. Do we have the same goals? Are we both working for the same thing? By creating meaning in the work we do it is easier to keep our promises and recognise that we can go further together than separately.

Connect Conversation

Complete your Team Shield by answering the following questions: A: What is the purpose of your role? B: How does your contribution make a difference? C: What are your objectives for this year? D: What matters most to me and my team?

Imagine you needed a Team Shield for your work. A Team Shield is a visible way of communication who you are, what you do and why you do it. You may also like to share your Team Shield with customers and stakeholders and invite them to share theirs – what would be on your shield for those conversations?

Complete your Team Shield by answering the following questions: A: What is the purpose of your role? B: How does your contribution make a difference? C: What are your objectives for this year? D: What matters most to me and my team?

Be as creative as you like! When you share your Team Shield – look for similarity and alignment. Notice differences too. Talk about and agree how this understanding helps to be aligned and productive when you work together. • A Team Shield helps others understand why you are part of the organisation – make sure it is clear so others can connect to it. • Winning together comes from having a shared vision and knowing that everyone plays their part – think how you can help others understand your vision clearly. • Meaning that is memorable is important – how can you help others remember what you do and why you do it?

Working together relies on us knowing our strengths and where we need support. Spending time sharing your strengths with others and understanding theirs helps you build a way to help each other out and share information and insight that might be helpful. If everyone is playing to their strengths this releases energy, creativity and insight – a winning combination!

Strengths Conversation

Playing to your strengths.

Step 1 Use the strengths pictures to identify a strength you have that you want to share with the other person and a stretch that you want to work on.

Step 2 Talk about how you know it is a strength and how it is demonstrated at work. It can be more difficult to talk about what you find stretching at work – by doing this you are really creating a partnership with others.

Step 3 Take turns to share a picture that represents a strength and one that represents a stretch. How can you help each other? Where do your strengths compliment each other? What else could you do to both win?

Step 4 Give each other feedback where you see them using their strengths and where their stretches are.

• Playing to your strengths is a great conversation to have with your team – use the picture cards to start conversations between team members and other teams. • Strengths release energy and feel good to be using them. How can you give feedback when you notice others playing to their strengths? • Talking about what we are good at with others sometimes feels difficult. Using the picture cards can make this easier.

Coaching Conversations

We know that our Eggs (important but not urgent) are the work that makes the biggest difference to our long term success. It is often project based or development orientated. Work that is harder and more long term and that needs our focus is important and will make an impact on the future. We can use this coaching tool for ourselves or with others.

A tool that helps protect our time to develop our Eggs is GROW.

Situation You want to build real relationships with your team but you never seem to have time to do it. Other things always get in the way. Feedback Goal: I want to get to know members of my team and build a relationship with them so they feel trusted and empowered. I want to do this by June. Reality: I never have the time to walk the factory floor. My diary is taken up with meetings and other people’s demands of me. I get frustrated when I never seem to be able to be in control of my time. Options: Talk to my boss about protecting some time in my diary, plan in some walk abouts and identify it as ‘out of office’, speak to my team about what they need and want. Will: At the next team meeting I am going to share my frustration with my team and see what they want and need from me.

• Our Eggs are what will make the difference – make sure that only Eggs that are connected with your strategy and objectives are prioritised. • This is a great tool for working with someone else – perhaps find a buddy and GROW your chickens together! • Never underestimate the power of the first step. Check how motivated you are to take it by giving it a score of 1-10 – anything less than an 8 make sure it is the right action for you.

Other people’s Eggs & Rice – urgent and not important (to us) can be difficult to deal with! We want to help out, but we know that our Eggs take priority. Other people’s priorities can end up on our to do list in the form of telephone calls, emails, meetings we have been asked to attend. As a team we want to ensure that we are all driving towards the organisational goals. Making time to reset our boundaries and negotiate our priorities makes sure that everyone wins and is key to ensuring that we get the best outcome.

Negotiating Conversations

A tool that helps us to talk to others about what’s important is WIN.

Situation You have been invited to a meeting and you’re not sure how you are going to contribute or add value. Feedback Ask the meeting organiser to be clear on what your contribution is. Check in to see if your contribution is aligned with your strategy and objectives or that of your team. If attending the meeting isn’t aligned consider the following: • Offer to send your contribution with someone else. • Send over your comments by email. • See if this could be a development opportunity for someone in your team. Situation You keep getting interrupted by emails asking for information  Feedback Turn off your email notifications. Allocate times in the day to check your emails and set yourself some boundaries around how and when you will respond to ad hoc queries. Use AID to give some feedback and agree some ground rules on requests for information with your colleagues.

• Negotiation conversations are about getting a Win-Win outcome. • Asking the WIN question helps you and others around you really focus on the priorities and be accountable for what you deliver and when. • Create an environment where it is ok to speak up – be fully present for the conversation, set some ground rules and share the impact for you.

Every time you say yes to something, you are saying no to something else. Perhaps something else that matters and that you are uniquely placed to do! Many of us spend a lot of our precious time on things that are not urgent or important. Sometimes because we are low on energy so can’t focus on the bigger, more important tasks. Sometimes because we find it hard to say no. We don’t want to be disrespectful or damage a relationship. Setting clear boundaries helps to build respect for each other. This is a conversation that warrants reflecting on ourselves as well as others. What do we need to be in place to feel safe to say no?

Saying No Conversations

A tool that helps to reduce this is The Positive No Warmth: first acknowledge and show appreciation for the request. Your ‘yes’: what is your priority right now and why it is important? Your ‘no’: explain that this means, with regret, that you can’t do the thing they’ve asked you to do. Warmth: make a suggestion or offer without detracting from your priorities.

Situation Your boss has asked you to be part of a project team for something that doesn’t contribute to your goals. Feedback Warmth: Thank you for inviting me to take part in the project; it is an exciting development. Your ’Yes’: As you know, we are working on some new consumer products that are vital to our strategic priorities this year and I am leading on the NPD elements of that. Your ‘No’: To do a good job though, I am having to not get involved in other projects and unfortunately this opportunity is one of those. Warmth: Please let me know if it would be helpful to identify someone who I think might be able to contribute? I look forward to seeing it progress.

• Notice how much time you spend on urgent and not important tasks because your energy is low. How are you prioritising your energy to make sure you focus on the important things? • Saying no creates opportunities to do important work. • Remember your boundaries you considered when negotiating with others? Saying no helps you maintain these. • Aim to reduce the time you spend here to 5% of your jar of life.

Climb down the ladder by using specific, real tangible examples for your theories and ideas: • Tell stories and anecdotes. • Stories add emotion and realism to any idea or change. • Have a strong call to action. • Answer ‘how’ questions i.e. how does this work? Climb up the ladder by answering why this is important: • Give the deeper meaning behind facts and data. • Provide big picture and context. • Help your team see how the ideas connect – both to other ideas and their lives. • Summarise. • Help them learn from your experience.

Story Ladder

Stories create impact – we use them to make sense of things and learn from them. Helping people make sense of change and see the bigger picture is vital to help navigate the world we live in. Knowing how to tell the story of short-term decisions and long-term expectations will really help you engage and support your teams.

Creating stories is easier if we have a framework to use. The Story Ladder helps us to think about the different elements of our story and what we want to include that is going to engage people, help them understand where we are going and why and how it affects them.

Think of your story like a ladder that you need to climb up and down. At the top is the big thought or idea that we all need to understand. At the bottom is the detail that will make us care and get us engaged. In the middle sits jargon. Climb up and down the ladder as you tell your story of change. See example in the Hints & Tips section below

Dealing with Faces of Change

Listen Ask open questions to support curiosity and awareness.

Name Discuss what you see in a non-judgemental way ‘I sense you have some concerns about this.Tell me more.’

Whenever we face change, it creates a response in us. It is perfectly normal and is our way of keeping us safe and protected from risk. Of course, our entire lives are about change and so we need to find ways to deal with these responses or ‘Change Faces’ so that we can learn, grow and thrive.

Notice Be aware of signs of resistance so you can deal with it early

‘Change Faces’ is a way of noticing when you or others are responding to change in a way that is preventing us from learning and growing. Raising your awareness of these and being curious and supportive helps us all to navigate change and take advantage of it.

A helpful way to support someone with a change face is to notice what is happening, give some feedback about what you notice and be curious about what is going on for them. Listen with your elephant ears, ask questions and make it ok for someone to talk about the impact the change is having on them.

• Remember the faces of change are normal. • Use the story ladder to help provide awareness and understanding. • Help with the creation of experiments to test and learn. • Going for a walk or talking over the phone is often effective.

Change Faces Silence! What can it look like? Acting as if it might go away if just ignored. Silence does not mean commitment.

Change Faces ‘I’d really like to do it but the timing isn’t good right now’ What can it look like? Always the last thing that gets time or attention. Delegating the change to lower and lower levels of the organisation.

Change Faces ‘The system won’t support that’ What can it look like? Continual reference to existing processes, policies and procedures and why they will not allow progress.

Change Faces ‘It’s not how we do things round here’ What can it look like? Repeated conversations about how it won’t work here. Lots of ‘yes but’ and focusing on differences.

Change Faces ‘I don’t understand’ What can it look like? Playing ‘dumb’. Not getting the required change. Using ‘I don’t understand’ as a reason to delay action.

Change Faces ‘And another thing..’ What can it look like? Adding things in, making it more difficult or other obstacles that delay the change.

Change Faces ‘If you say so’ What can it look like? Doing the bare minimum, often without energy or enthusiasm. Going through the motions.

Change Faces ‘I don’t have the resources’ What can it look like? Underfunding or understaffing – never able to get the time or attention of the right people to implement the changes.

Change Faces ‘Give me more details!’ What can it look like? Continual requests for information.

Change Faces ‘They need to understand that’ What can it look like? Placing blame on others and on ‘those people’ wanting others to fix the problem.

Change Faces ‘I need proof!’ What can it look like? Needing all the facts and figures – not moving forward without talking to the experts.

When we are working in new and different ways we need to experiment and try things out – we want to make sure that it is ok to commit to the change and not get stuck in feeling confused or frustrated about why things are changing.

Test and Learn

Creating experiments is a great way to test and learn new things. Experiments help us try things out and learn in a way that is small enough to feel safe and big enough to make a difference.

A great format for experimenting is Plan, Do, Test, Act. Select a section below for more.

Plan Think about a way in which you can move towards the required change: • What would this look like for you? • Identify one simple action or behaviour that you can experiment with.

Do Implement your experiment and record the results: • What was it like? • What impact did it have?

Act • Integrate this new way of working into your every day. • Create small habits and rituals to help you.

Test • What did you learn from your experiment? • What did testing out show you? • If it didn’t work, what changes would you make?

• Keep it small – something that you think you can integrate every day. • Remember the test phase is where you evaluate the results – make sure you include this as it is vital to the learning process and you can call on these results when you make further changes. • Find a buddy to experiment with – particularly if you are trying out a new behaviour – their feedback will really help you evaluate the change.

BACK TO START

Start

Speaking up and challenging constructively creates opportunities to learn, grow and develop. Taking accountability also enables us to quickly let go of the things that no longer matter, meaning we can focus on what’s important without distractions.

Take Accountability with Confidence

Why?

Without change, innovation and a willingness to try new things, we can’t be successful. Learning from our failures and setbacks will make us stronger in the long-term, enable personal development and ensure we have a strong, resilient business that can sustain us through challenging times.

Build our future

Becoming truly consumer-centric and having the tools, resources and techniques needed to understand consumer behaviour, their needs and attitudes will help us drive our growth. It will also make us better informed when developing new plans and proposals.

Start with the Consumer

When people feel trusted, listened to and respected, they can deliver better outcomes. Building strong relationships and ensuring people are aware of who they can turn to, work with and lean on is also an important part of personal and professional development.

Collaborate with Purpose

Our Connections Cards have been designed with ease of use in mind. Very little preparation is required, and you don’t need to work through all the cards. Choose the ones that are right for you and your team. Use them at opportunities that suit you. Each card is based on one Behaviour. On side one you can find the why, helping you articulate the Behaviour to your team – on the other side is a suggested activity.

Instructions

Conclude – summarise useful points or define future actions. Wrap up by reminding everyone how our Purpose, Vision and Behaviours are driving our strategy.

Choose a card and read the statement or challenge, taking a moment to reflect.

Set aside 30–45 minutes with your team and invite a collective conversation. Listen to each person, don’t just ask questions. Watch how people behave. Encourage everyone to share their experiences. Share your own thoughts and your learnings from My Connections. Look for common ground.

Be authentic, Inclusive to All

So everyone feels welcome and valued and we can unlock the strengths and unique perspectives of our people and harness and mobilise their contributions. The more diverse we are, the stronger our business will be.

Choose a behaviour

What can we learn from each other about our consumers? What everyday opportunities exist to relate to them?

Share your own mindsets and beliefs and encourage curiosity by inviting feedback about the impact we have on the end consumer.

Take a moment to think about how you role-model consumer-centric behaviours as a team.

• •

Ask your team:

Activity

Discuss the different words and elements with your team, share your own thoughts and ask what they mean to each team member.

•

How do these words relate to the way they consider our consumers?

Consider our Vision: “To build a strong challenger business powered by responsibility, focus and choice.”

Choose a card

Talk to your team about how your own communication is evolving and ask them to share how effective they think our current approaches are.

Consider the main ways that you and your team collaborate with others outside of your area.

What changes could be made to allow for even greater collaboration?

Think about a particular initiative that is going on outside of your team.

Discuss this with your team and share why it’s of interest to you. Find out what activities and initiatives are of interest to them and why.

• •

How could we support initiatives like these? What could we learn from this as a team?

Share an experience when you were humbled by a moment when you empowered someone else to speak up and it resulted in a positive change.

How do we make sure people feel safe to express their thoughts and ideas?

Talk about how their opinions and expertise were valued.

Consider an example of when you took ownership of a mistake you made, whether at home or at work.

Be open and honest with your team about what happened. What similar experiences could they share?

How did you feel about taking accountability for your actions and what did you learn?

What do they feel could be done differently to ensure they feel valued?

Ask team members to write down their reflections about this, share your own learnings and ask your team for their thoughts.

Start a conversation about how thanks and appreciation are expressed in your team.

What are the key reflections from this conversation? Is there anything we can do differently?

Talk about who in your team has been a positive role model in making sure everyone feels included. Ask them to share why this is important to them.

Consider what you have learned about including others and how that can make a difference.

Share the experience with your team, your personal reflections and what you learnt from it. What similar experiences can they share?

Reflect on a time when you took a risk that didn’t go quite to plan.

What did they gain from this that will help them to think differently about trying new things?

Consider how we take the time to learn and try new things. Think about an example of a new process that you and your team have adopted.

How has this change helped to make the business more effective?

Reflect on the experience together, share your own personal learnings on this.

ACTION CARDS MENU

Choose a card. Flip for activities