A Seattle-based airline IT team came to L&T and said, “we want to recruit and hire more women.” We asked, “why will they come and why will they stay?”
It was a simple start to a transformational conversation with a majority white, male team with high-EQ leadership. The topical issue was attracting talent, but the reality was that their culture was designed for the people already in the room and iterating on that experience would be the unblock to building a diverse team in the future and retaining their current team in a competitive talent market.
Sprint 1. L+T’s team initiated a bias audit of the team’s talent systems, processes and documentation. In parallel, specialists facilitated listening tours across various elevations within the organization, establishing a safe space for individuals to bring to light that the way in which they were working, in service and with pride for one another, customers and their company, was leading to burnout.
L+T delivered qualitative insights into their employees’ experience drivers, a documented roadmap for addressing bias in their systems and a walking deck and narrative to enable consistency when speaking to their culture investment up, out and around the organization.
Sprint 1 Model: Four fractional specialists – DEI, Project Management, Communications and Coaching
Sprint 2: Addressing the needs of the current team and future hires, L+T coaches led the team through a 90-min workshop addressing burnout and the need to establish and protect boundaries, especially in roles flex between remote and in-person work and standard and on-call hours. L+T then facilitated the practical application of boundary setting through team agreements training and working sessions, documenting and cascading team agreements from LT to Manager and IC levels, establishing rules of engagement across all teams
Sprint 2 Model: Three fractional specialists – Workshop and Team Agreements Coach and Project Manager
