Challenge: Facing ever changing customer preferences, Sainsbury’s needed to provide their front-line management with the tools to maximize their performance and inspire ownership among their colleagues.
Solution: The architecture of the program created cultural change by combining the SHARP behavioral change model with Sainsbury’s leadership values. The cohorts participating were staggered to maximize momentum and establish the company’s new peak performing cultural.
Impact: Participants witnessed an increase in meaningful and authentic interactions gave people a greater sense of belonging and a greater desire to help customers . The positive environment created by Sainsbury’s leaders provided them with the tools to increase team psychological safety allowing people to think and act locally.