To Conclude…How to have better conversations

To Conclude…How to have better conversations

Our final thoughts on ‘Having better conversations’. 

If anyone has been following our mini-series on communication, well first of all, thanks and well done. This is part 5, which is basically a reminder of the first 4 parts and then …well…some concluding thoughts. A close. A finish. An ending of sorts. But let’s not get ahead of ourselves.

It’s fair to say that in 100% of organizations that we have worked with, there is always an identified need to ‘improve communication’. Sometimes it’s a survey finding, sometimes it’s anecdotal evidence from staff that they are ‘the last to know’ or managers trying to guess what people are thinking and talking about. We have NEVER, in almost 25 years of work, come across a company that thinks it’s got their communication totally right. It isn’t about size either, as we know, having had our fair share of communication challenges in our very small team of monsters.

We don’t believe there is an easy solution to the problem of poor communication, but what we do believe is that by placing a focus on it, improvements can be made. In our mini-series (which has not been shown on Netflix) we suggested four areas for applying practise to improve matters.

1.Focus on Being Human


Recognize that there is an art to having conversations and encourage them. They are the fundamental building blocks of relationships. We have offered you our Thumb Folk cards as simple conversation starters and if you haven’t already received your pack then request a set here.
The cards are just a simple way to start meeting conversations, but you have to set time aside for them to happen. So many meetings and interactions start with the transactional, rather than the relational.
Recognize that there is an art to having conversations and encourage them. They are the fundamental building blocks of relationships. We have offered you our Thumb Folk cards as simple conversation starters and if you haven’t already received your pack then click on the link immediately and do so.

2. Build Trust


Trust – it’s so foundational to communication, that if it breaks down, so does the project, the team or even the whole organization. There’s an industry of therapists and counsellors working on trust in relationships, but there should be the same in business, not just marriages. It can be very costly, both emotionally and materially, when trust is broken.

We have recommended our favourite tool, the Trust Equation, but there are many more to explore. We also love the metaphor of the savings account, where each trusted or trusting transaction places a small deposit on the partner balance sheet. If you build up a trusting relationship, then the account is in credit, is healthy and can even withstand an unexpected withdrawal if things don’t go to plan. Put your trust in others and see it repaid with their trust in you.


3. Consider how to approach the conversation


It’s critical to read the signs and indicators of what people are thinking and feeling, before during and after conversations. We spoke a little in part three about body language and also the concept of allyship.

Being sensitive to other’s thoughts and feelings is a key component to successful communication and especially anticipating and preparing difficult conversations. If you can gauge the mood and set the right tone, you really are half-way there. In our experience it’s also worth remembering that the idea of difficult conversations is always worse than the reality.

You can also practice them, with a friend or colleague perhaps, but try not to rehearse them only in your mind – your imagination is a powerful tool and will rarely paint an accurate picture. Don’t put off the difficult conversation either, it will only loom larger on the horizon.

4. Following up


If you really do open the floodgates of communication, what do you do with the torrent? How do you manage the flow of ideas and suggestions?

We shared the success of the simple ‘You said, we did’ model. We also discussed the option of ‘Champions’ groups and the capture and playback of employee voices. The rule of thumb here (see what I did there Ed.) is follow up on it.

Never set expectations that you can’t reach, but if you have promised to take peoples’ ideas and share them more widely, then you better had. In a way, this is the measure of communication success and the benchmark. You’ve placed emphasis on communication, you’ve placed trust in the teams; you’ve employed empathy and understanding and done a great job of listening and now there are multiple communication channels which are trusted by everyone to provide up to date information and opinion. Brilliant.



Actually, there is no 5. It’s the other 4 and then some, but doesn’t get an article on its own. Instead, you get a closing argument. Here it is.

In a recent visit, that she has written about more than once, Danielle experienced the kind of culture where communication is valued. She said that she knew it was going to be a warm, friendly, open sort of company, where people would go out of their way to communicate. At what point did she know this? In the car park. I think it’s fair to assume that most car parks would have visitors’ bays, but the ones at Moneypenny HQ in Wrexham have them accompanied with a heart. They’re not afraid of telling their customers that they love them, and their communication skills exude authenticity, not robotic or learnt responses. They chat, they ask questions, are interested and curious about your answers and happy to tell you anything and everything about their story.

This hasn’t happened by accident, but very much by design and if you’d like to know more about their organization, look here.

Incidentally, when we visited the website yesterday to copy the link, we had a quick chat with one of the customer service representatives who thanked us for sharing their company website. Of course they did.

More than anything, to encourage quality communication to flourish, you need to make it ok to communicate. Conversations need to be encouraged and time found for them. There should be no penalties for asking obvious or difficult questions of leadership. The very opposite, they must be welcomed with open arms, open doors and an open invitation. That means that ample time and space must be found for them and leaders need to lead by example.

To be a widely respected and effective communicator takes a lot of practice. To be in an organization that is acknowledged to be great at communication, requires not just individual practise, but also a relentless dedication to creating the right conditions for communication to flourish. If you’re in one of those – please let us know, as we’d love to have a chat.

Unleash your conversation superpower!

You said…we did!

You said…we did!

Having powerful conversations; Demonstrating you’ve listened

So if you’ve been following our mini-series (and who doesn’t these days?) on Communication, you’ll know we’ve reached episode 4 out of 5. In the first three, we’ve helped you do all the right things. You’ve built strong connections and relationships; you’ve created an environment where people feel comfortable raising ideas and challenges and you’ve been positive and inclusive in your approach. Communication is rich and frequent, and ideas are free flowing, so what can possibly go wrong?

Well …. now you have TOO MANY ideas and opinions and you are going to have to say no to some. Some contradict each other, some have unrealistic budgets and some, well, some have obviously been offered up to test the boundaries of what is really possible.

However, this is crunch time. In an environment of better conversations you have to be able to listen to the conversations that are being had but then also respond in a way which even if the answer is no, the recipient still feels that their input is valued even if the specific recommendation isn’t to be actioned.

You have to demonstrate that the process of getting people to open up, talk to each other more and put themselves out there has been worthwhile.

The classic method of doing this is ‘You said…We did’. If many frameworks and feedback methodologies seem complicated, you have to love the language of ‘You said – We did’. There’s little opportunity for misinterpretation. However, whilst it is a seemingly simple methodology, as anyone who has run an employee survey will tell you, putting this into action is complicated and time consuming. Without it however, it is almost as bad, if not even worse than not asking for input in the first place.

This is very common and is called ‘You said ….we pretty much ignored you’. Less catchy and culturally dissatisfying.

Unleash your conversation superpower!

If you are wondering what techniques you can use in order to feedback effectively then here are a selection of tools and approaches we have used in the past.

1. Individual Replies

Probably the most powerful but also the biggest commitment. When engagement is very low or even negative then this is the way to go. It demonstrates your commitment to listening and responding. We did this once after a set of change workshops which resulted in over 1,000 comments. Every single one was answered individually with information on whether the suggestion was being adopted and if not, why not.
Although a mammoth team effort, the appreciation from employees was astounding and this single activity probably accelerated adoption of this particular change by months.

2. Employee Engagement Champions

If you have a new strategy or change programme to manage, then another way to promote quality conversations and add value is by building networks of employees committed to the change. In order to make this work it is important that the people forming these networks are given all the tools they need to do it well. This generally falls into two parts; Knowledge and skills.

In order to feel confident about talking to people then they have to know not just what is going on but also why. So the first part is to get the story straight and make sure it is simple to share. Share as much knowledge as you can around the strategy, the roll-out plans or anything else which is relevant for high quality conversations with wide groups of employees. Similarly they need equipping with particular skills – listening, empathy, coaching, basically building good relationships and being prepared to cope with more challenging conversations.

Investment in these networks can dramatically enhance the quality of conversations people have and therefore how invested they are but they do need support and need to be constantly updated by the programme. Change could fail more quickly if the champions are neglected.

3. Employee Voice Playback

Stories are a very powerful way of sharing the output of multiple conversations and there is no better communication tool than a story well shaped and well told.

Capturing verbatim what people have said and crafting that into audio or video is one way. By using real employee examples and playing them back in an engaging way, the case for change is most credible. This is not ‘management’ invention, but true-to-life stories from within the business. We have seen this done particularly well when audio is used rather than ‘talking heads’ videos. Firstly, by using voiceover artists you can ensure anonymity and audio only leaves space for the imagination of the listener to bring the stories to life in their head.

The key though is making sure that the overall sentiment is reflected in the stories that are chosen. If feedback is balanced, then take care to include a good mix of the positive and negative. Conversely, if the sentiment is predominantly negative don’t be tempted to whitewash the results and reflect the reality, even when senior management would prefer you not to! The test is that if employees listened to that playback, would they feel it is an accurate reflection of the environment they work in.

There are of course, many more ways of reflecting conversations and we have focused here on the mechanisms we have seen used particularly well. In general, the more creative the playback, the more impact they tend to have. You will be better served by visual impact and fun thematic media than you will by a group email. Whatever method you use, the intent has to be honourable and the methodology transparent. As we discussed previously, the Trust Equation determines that Self-Orientation is a destroyer of trust and paying lip service to listening to conversations is self-orientation at play. We would encourage you to listen to what people are saying with an open mind and be willing to adapt and change in response to that feedback. This may mean saying no to an idea, but if it is said with integrity and comes with an explanation, then that is more acceptable in the long run than any attempt to fudge what was said.

Finally, if you are facing the mammoth task of coordinating and sharing feedback from workshops and are wondering if it might be better not to, just remember that instead of the satisfaction of ‘You Said…We Did’ you will most likely get ‘we said …you didn’t …we’re not trusting you ever again’!

Interested in building a culture of trust?

Finding the right words for Powerful Conversations

Finding the right words for Powerful Conversations

Having powerful conversations; Finding the right words

Having high quality conversations in the workplace allow people to develop ideas more readily, collaborate better to achieve higher performance and build relationships that go past the transactional.

We have explored two concepts so far in how to foster higher quality conversations in the workplace (human connection and building an environment of trust) and this is a third; Using the right words.

Years ago when Purple Monster was only a very young monsterlet (what’s a baby monster called?) we were fortunate enough to meet Peter Searles – a great raconteur and actor who had us enthralled when watching him point out what people were doing physically with their gestures, posture and body language during a role play that two actors were performing.

It set us off down the road of investigating Professor Mehrabian’s famous (and as we shall see, often misquoted) 1967 study around likeability. You know the one – where 55% of an individual’s communication is influenced by the Body Language they use, 38% is in the tone and 7% is in the words. Well just to eliminate any misunderstanding here is what the Professor actually said 40 years after his initial experiments:

“Total Liking = 7% Verbal Liking + 38% Vocal Liking + 55% Facial Liking.

Please note that this and other equations regarding relative importance of verbal and nonverbal messages were derived from experiments dealing with communications of feelings and attitudes (i.e., like–dislike). Unless a communicator is talking about their feelings or attitudes, these equations are not applicable”.

Mehrabian, Albert (2009). 

“Silent Messages” – A Wealth of Information About Nonverbal Communication (Body Language)”.

In other words, you can’t apply this to everything around communication just because it’s a neat statistic. Maybe what you say, and how you say it, is important after all. Of course it is. It always was. Don’t believe everything you read, or hear, or say.
So if how and what you say is important then we have to be thoughtful and intentional with our choice of words. We also have to be conscious of how we choose to say something and indeed when and where we say it.

Later in this series around conversations we will be discovering the importance of having ‘difficult conversations’ but here, on the topic of the importance of the words we use, and how we use them we would like to consider the concept of ‘calling in’.
Very recently we were fortunate enough to play a key part in the design and delivery of two global seminars around being a good ally. We discussed Allyship and also what it means to be a support for someone every day.
Not for the first time we were fortunate to be working with someone who knows and lives Inclusion and Diversity with every fibre of her being and she introduced us to this concept of ‘calling in’.

Let’s imagine a scenario for a second. This might be tricky for some of you as we are deliberately overexaggerating this scenario for dramatic effect. Go with it.

Imagine a massive movie studio was updating all of its much loved animated classics and ‘upgrading‘ them to live action. Imagine that they cast an actor who was of a different ethnicity to that which was in the original cartoon. With us so far?

One day, in your office, someone casually makes a comment about what a big storm in a teacup this all is and how ‘it’s a bloody PC minefield out there’. You hear what they are saying and are extremely irritated, upset and angry at the stance that they are taking. What do you do now? The person is a colleague with similar qualifications and experience as you, they are well liked and respected in their work and it is in a public place.

The temptation might be to immediately jump into action and call out what you consider to be an unacceptable viewpoint and some people might agree with you. But it’s how you challenge the behaviour that is interesting and this is where ‘calling in’ comes in.

To quote Relationship coach, Mel Mariposa, “Call-ins are agreements between people who work together to consciously help each other expand their perspectives”. Now that’s a great concept isn’t it? Expanding our perspectives. Well we think so. So what’s the difference between calling someone out on something and calling it in. 


Calling in is ‘Can I have a quick word with you about something’

Let’s be honest here. Nobody likes to be told off in front of other people do they? It makes people defensive and that’s not the place to start ‘expanding our perspectives’. Mel Mariposa, the author of the blog, Polysingleish and co-founder of The Consent Crew has these thoughts on how to ‘call in’ and what to look out for when you do.


Which brings us right back to the beginning – you can’t just rely on body language and tone to get your message out. You have to use words. The words you use will help to determine the power that the conversation has. By calling someone out, in this example the response is likely to be emotion fueled and the point you were trying to make, lost. By using words which are thoughtful, objective and respectful then it is much more likely to result in a reflective response and potentially a change in future actions.

The words you choose and how you say them does make an awful lot of difference to how people hear and interpret what you say. Professor Mehrabian would agree. And, according to the Bee Gees, ‘words are all I have’. And who’s going to argue with them?

(Other songs with ‘Words’ in the title are available. Do please feel free to share your own favourite with )

Unleash your conversation superpower!

Our conversation card activity is a simple way to get people talking openly and freely without the cringe worthy ice-breaker. 

The Trust Equation

The Trust Equation

Conversation Superpower Step 2 + Trust Equation Workshop instructions 

When an organisation wants to innovate, improve performance or simply get employees more involved with their organisation, then having a culture where quality conversations are encouraged, is fundamental. We have shared our experiences in our previous article all about Building a Human Connection.

If you’re interested in building a better connection with employees, then our light-hearted conversation cards activity will help.

Request a set of conversation cards here

So, step 2 in unleashing the Conversation Superpower is ‘Building a trusting environment’.

Trust is hard to pin down. It’s a very personal feeling and so falls in the ‘difficult to implement’ bucket. But one of our favourite tools to help establish a trusting environment is the Trust Equation.

Here’s how this tool can be applied in organisations to help people feel that they work in a trusting environment.

Firstly, this is the tool and the elements that combine to create trust.

The trust equation is a way to measure trustworthiness – how much trust can you place in others and how much might they place in you.

The three elements on the top measure the strength of that trust and the element below the line is the element that can undermine it entirely.

It’s the top three (numerators), divided by the bottom (denominator) that gives you the trust score. Let’s explain.


You may be considered credible for several reasons, but predominantly it’s either because you have a wealth of experience or are an acknowledged expert in your field. We had the privilege of working with Johnny Earle at a marketing conference last year. He has dozens of stories about himself starting and ‘failing’ businesses but by testing and learning many times over, he eventually found incredible success with the world’s first T-shirt bakery. He’s been there, done it and …um.. made the T-shirt. Johnny is in demand as a key-note speaker and is considered a trusted source of business advice because of his credibility, as well as his good humour and friendly nature.

Credibility Practical Application:

Think about you as a leader or as an influencer in your organisation. How can you demonstrate your credibility on the issue in question? For example, if you want people to trust you to manage a change programme, can you share your successful experiences, managing change in the past?


For many of us this might well be personified by a local taxi firm or a garage that you feel you can always rely on. Basically, they do what they say they’re going to do and don’t let you down.

If you keep your word, follow through on your promises then you score high on reliability.

This builds ‘credit’ in the trust bank and just like any deposit or trust account, if you build up a lot of deposits, then you’ll be able to withstand the time you don’t live up to expectations and some of the credit balance is withdrawn.

Reliability Practical Application:

Consider what actions you are taking on a day-to-day basis to deliver on promises you or your team make. How can you use your next team meeting to convey the importance of delivering on promises to the rest of your team? Are there any areas where you feel you are not delivering on promises? How could you reset those expectations or increase your reliability in that area?


For us this is key. It’s about building a relationship. In simple terms, you know them, and they know you and you are happy to share things with them because you have a good relationship. This for us is business intimacy. The Conversation Cards is a simple and fun way of taking the first step in building business intimacy with a certain group.

If we need an improvisation coach or expert to help an organisation think in a more agile way, we will pick up the phone to Jon Trevor. If we’re helping an organization build an effective comms campaign, then we seek out Craig Spivey. Not just because they have the credibility and reliability but because they are on our wavelength. They ‘get’ us.

Intimacy Practical Application:

Consider the people in your team or around you. How well do you know them? Do you know the names of their children or what they like to do at weekends? How many times do you meet up with people for a coffee, just to chat and get to know them? If you are all business, 100% of the time then it is difficult to build intimacy and you’re missing a critical element of building trust.


Many years ago we worked with a consultant, Dr Charles E. Smith and amongst many of his memorable sayings, was this.

“You are either for me or you’re against me”.

Simplistic, maybe, but we know what he means. For the trust score to be high, the person or organization you are placing trust in, has to be ‘For you’ and not just for themselves.

We’ve had a couple of painful experiences over time, thinking someone was ‘for us’ but sadly turned out to be 100% ‘for themselves’. We’re happy to report however, that this has proven to be the exception rather than the rule.

Most individuals and organizations are happy to collaborate, partner and work together for mutual benefit and shared outcomes, and this is tremendously effective when helping our clients achieve their outcomes.

A Trust Equation Exercise


When we were first introduced to the Trust Equation, it came with numbers. We have subsequently worked with it a good deal more and are forever grateful to the trainers at National Grid Academy for showing us that dropping the numbers is more effective.

Rather than a score out of 10, it’s much better to use a scale such as Strong to Weak, or Deep to Shallow. This enables you to find words to describe your relationship when assessing the trust score.


The Conversation Superpower + Free tool to unleash this power!

The Conversation Superpower + Free tool to unleash this power!

What if we said all organisations had a magical superpower that could unleash huge value in harnessing the experience, knowledge and ideas of your employees? 

Not just person by person, but this superpower created a multiplier effect which took all these individual pieces of knowledge or nuggets of ideas, combined them and transformed them into cutting edge strategies and efficient and effective teams?

Well the great news is that every leader, team and organisation already has this magical superpower at their disposal, if only they choose to nourish it.

It’s called ‘The Power of Conversation’.

Organisations thrive on the transfer of knowledge; whether in ‘hard’ such as correct processes, best practice or information or ‘soft’ such as culture, ideas and ways of working. If this transmitting of information is slow then the organisation can’t react to change, can’t make improvements and can’t execute at speed. But if knowledge and ideas spread quickly and efficiently then the multiplier effect occurs; Ideas get combined and improved upon, best practice and successes get spread around for others to adopt and people are more informed, thus making better decisions. By having a culture where high quality conversations are the norm then this creates an environment for all this knowledge and information to be shared.

How can you have better quality conversations?

We believe in the power of high-quality conversations and the difference it can make to a business and so we have created a series of posts and tools which, if you are wanting to get people talking, will help you unleash this ‘magical superpower’. We will take you through, step by step what you need to be considering if you are looking to get people talking, to you as a leader, to each other in teams or to the organisation as a whole.

First strategy for better conversations; Build a Connection

The first strategy we are going to introduce to you is probably our favourite. It’s the strategy we turn to the most, especially when dealing with organisational change programmes or strategy roll outs.

It’s ‘Build a connection’.

We are not talking in Linkedin terms here. We mean a human connection.

Think about it for a second. Who are you most likely to share your ideas with at work? Who are you more likely to help out when you can see they are struggling? Who are you more likely to put in that extra effort for? It’s usually people around you that you have a connection with. Those that you admire, that have gone out of their way to help you in the past or those that you chat to every morning in the coffee queue.

That is connection. 

Using tools that help people to connect on a more human level, can’t help but naturally develop better relationships, more effective working and a willingness to put in extra effort.

Tool to help; The Purple Monster ‘Conversation Cards’

If you work with Purple Monster a lot, you may be aware of our ‘thumb folk’. Based on our logo, these little characters have been used on our business cards, on our website and in various other forms to initially describe who each of the Monster team is but we have now begun to use them to describe common business scenarios in a range of cartoons.


They started off as a bit of fun, but over time they have developed a life of their own. When one of the Monsters hands over their business card with their little ‘character’ on it, it almost always prompts a conversation about said character. It’s a conversation starter. It breaks down barriers. It shares something personal in a fun, non-intrusive way. In other words, it builds a connection.

We wanted to share with the world this simple tool for building connection and as our nearest and dearest friends we want to make sure that you are the first ones to try it with us.

So we have created a deck of ‘Conversation Cards’. These cards can be used to open up conversations on a whole host of topics. From a simple ‘share something about you’ to ‘describe how you are feeling about this transformation’

By using this tool, the element of fun and creativity is inherent. Making even a difficult subject less threatening and giving people a mechanism to express how they feel, what they think or a little bit about who they are but without the awkwardness of ‘tell us something no one knows about you’ (side note: if I haven’t told anyone this fact before why on earth would I share it with a group of people I’ve only just met?!)

Unleash your conversation superpower!

Get your own set of conversation cards here. 

You have a choice of receiving a hard copy or a digital version which would be especially useful for remote or geographically dispersed teams.  

Keep an eye out for more techniques and strategies to help unleash the conversation superpower!

Are you conscious of your bias?

Are you conscious of your bias?

Are you conscious of your bias? 

Here at Purple Monster we are thrilled when someone asks us to bring something to life. It’s what we love doing. Who wouldn’t want to breathe life into something that is ailing and in need of a boost. Wait a minute we’re not St Francis of Assisi.

Let us start again. Over the last 5 years or so we have been asked to help bring to life many different things, but when we are asked to do anything around Diversity and Inclusion, our collective ears prick up. But bringing to life something as important as inclusion isn’t always as difficult a brief as others that we may get.

Could you bring our vision to life in a simple picture? ‘Wow! in one picture!’

Could you do a fun drawing of our new IT processes? ‘ALANA?!?! HELP!’

We need some help on getting our people engaged‘ Now, where do we start?’

These are all difficult things to get right, which is why people have asked us for help in the first place. But the Diversity and Inclusion (D&I) work is inclusive and diverse by its very nature and that’s the sort of work that we like to do.

Bringing Diversity and Inclusion to Life

Many years ago, we would perhaps have created some scenarios and played them out asking people to spot where the problem areas are.

We might have created a piece of forum theatre which is a wonderful way of surfacing difficulties and problems. But the big challenge here is that often we simply don’t have the opportunity for face to face engagement. So, you have to find new ways to engage in the remote and digital world.


Hidden biases of good people

Last year we had the fortune to be introduced to the book, Blind Spot by Mahzarin Banaji and Anthony Greenwald. This is a brilliant read which talks about the ‘hidden biases of good people’.

We all like to think that we are ‘good people’ and none of us would willingly be hurtful, harmful or even discriminatory to anyone. Would we? (if you answered yes, we need to have a little chat) Banaji writes about the experience of creating the IAT (Implicit Association Test) at Harvard University. They show whether an individual has a minor or major bias towards certain groups, ethnicities, genders, body types etc. If you have never done it then we would encourage you to take a look. You might be surprised at your responses to things that you haven’t really thought to be true about yourself. It is also a great tool for opening up conversations around bias with employees or teams.

Applying the D&I principles

Last year we were lucky enough to bring this to life with a group of people spread all over the world who were simply dialling in to a large online meeting. When you can’t show video and you can’t play audio you are limited in the ways that you can get interaction.

Inspired by the IAT we created a simple exercise on PowerPoint and directed people to the actual resources just as we have done here. The thing that got people’s attention was that they discovered they had a particular bias when they had not known or even countenanced that they would have. And that’s the point of this article really.

If you are fortunate enough to be born into a life that looks on you favourably then you have never really had to look outside of your own experiences to imagine a world that is not like that for everyone.


Which table is bigger?

They are the same size…

Our eyes have seen it in 2D but our brain has interpreted it into 3D and how it ‘should’ be in the real world.

Can we teach ourselves to see beyond the obvious?

The world changing effect of D&I in Business

If you are fortunate enough to be working in a company that sticks to its purpose and whose people espouse the values of the organisation then they can be categorical about how people should behave on a particular issue. ‘This is what our values state and this is what we stick to’.

So, businesses could play a significant role in leading us all toward a more diverse and inclusive world, simply because, where we work, it is unacceptable not to be. If you don’t observe the required standards, you simply won’t fit in here and will have to go.

We know that this won’t solve all the problems in the world around under-representation or blatant discrimination but at least for the time that we are at work we are being exposed to a world that won’t allow it.

Applying the principles

We would urge you to do an IAT and then think about and take action on the results that you get from it. We know you’re all ‘good people’ but even you, yes YOU, might have a blind spot that you have been unable to see. We know we have, you might want to have a little chat…
As well as helping large groups of employees consider their position on bias, we are able to bring fun, interactivity and creativity to a whole range of online or virtual sessions.

We are always happy to chat through ideas and how we can add imagination and creativity to your content.

Get in touch with us here to have a chat about bringing Diversity and Inclusion to life in your organisation

Making unconscious biases, conscious

Get in touch with us and we would be happy to share our experiences and insight.