Organisational Culture
Respecting Individuality

Organisational Culture.

Respecting Individuality.

The challenge.

At Riverstone bringing their beliefs to life, is the key to ensuring they make sure people can live the life they want to live.

One part of this, is their mission of ‘Respecting Individuality’, which covers: Equality, Diversity and Inclusion, Unconscious Bias, Cultural Intelligence, challenging ourselves and others and creating an inclusive work environment.

They wanted to increase the focus internally on EDI, specifically with training sessions, helping the team to explore their unconscious biases and learn how to work effectively and be comfortable in diversity.

The sessions were to be split into 2:

Goal for the Leadership team: To establish their biases and be able to self-check and hold each other, and their teams, accountable if their biases are impacting decisions or conversations.

Goal for the wider team: To increase self-awareness of own biases and be able to hold other colleagues accountable.

We were tasked with bringing their objective of ‘Respecting Individuality’ to life.

Riverstone logo

The solution.

Design and delivery of two courses focussed on unconscious bias and EDI, with an aim to enable team members to make decisions and hold conversations, with their own biases or those of others recognised, appreciated and/or mitigated to truly respect individuality.

These courses were aligned with the key messaging and branding of Riverstone.

The first people who attended the training were the members of the Exec Team, as to fully impact the culture, the leadership team need to pave the way for business success.

Each course was interactive throughout, utilising breakout sessions and polls, and centred around thought provoking discussion and facilitation to maximise learner engagement.

To support the embedding of this training and maximise the behavioural change, supporting pre and post work was provided.

Part of the training was built into the recruitment and onboarding of staff, to establish the correct culture and behaviour early in the journey.

A luxurious cinema room, at the Riverstone Kensington residence, with individual arm chairs and tables facing a large screen with the words: "Riverstone. Equality, Diversity and Inclusion"
Some of the Riverstone team at the head office, they are stood in front of the presentation screen and behind a boardroom table.

The results.

Pie chart showing 81% were more knowledgeable and confident
+85 NPS Score
Programme was beneficial 96%
Rollout continues for Respecting Individuality programmes across 2023.

How can we support you with organisational culture?

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation