Healing Trust: Coaching and Supporting Employees After Discrimination Cases

In this powerful episode we tackle the complex yet crucial topic of how leaders can support their teams and rebuild trust after a discrimination claim. Andrea is joined by Julie Foster, an experienced coach and specialist in workplace healing, who shares insights on fostering recovery, restoring morale, and creating a respectful, resilient workplace culture.

Andrea and Julie discuss the immediate impact discrimination claims can have on team dynamics, morale, and trust. Julie highlights the first steps leaders can take to support healing, including the importance of transparent communication and establishing psychological safety. They talk about how leaders can navigate difficult conversations while building trust through clear, intentional communication. Andrea also shares examples of companies like Accenture and the BBC, which have implemented “recovery and rebuilding” sessions to provide space for employees to voice concerns and process emotions. 

We explore the role of coaching in recovery, with Julie explaining how one-on-one sessions can empower employees to process events, regain confidence, and restore their well-being rebuilding emotional resilience and reintegrating into the workplace.

Listeners will come away with actionable strategies for creating a supportive, inclusive environment—even after challenging situations. This episode is a must-listen for leaders, HR professionals, and anyone looking to turn adversity into an opportunity for building stronger, more inclusive teams.

Tune in to discover effective ways to lead with empathy, foster resilience, and drive positive change in your organisation!

Transcript

Andrea Derbyshire (00:10)
Hello everyone and welcome back to the Inclusive Edge, the Power of Diversity podcast. This is a podcast dedicated to helping leaders and HR professionals create fair, diverse, inclusive and dynamic workplaces where everyone can thrive.

Andrea Derbyshire and today we're diving into a topic that many leaders find challenging but crucial and essential and that's how you can support and rebuild trust teams after a discrimination claim has surfaced.

We know that discrimination cases can leave deep scars impacting on trust and morale at every level. So today we're going to discuss strategies for fostering a culture of healing and support to enable organisations to come out of these situations stronger and more cohesive. I just want to let listeners know that today I woke up and I've got a little bit of a sore throat and feeling a bit under the weather. So if my voice sounds a bit unusual, I do apologize and I'll do my best to try
keep a normal tone of voice throughout And joining me today on the podcast is Julie Foster, who's an experienced coach that specializes in helping to heal. It's a real pleasure to have you here with us today, Julie. Could you take a moment to introduce yourself to the listeners and tell us briefly about yourself and your and background?

Julie Foster (01:30)
Yes, I'd love to. Thanks very much, Andrea, for inviting me along today. you've just put it so nicely that it is a challenging of work for all of us that are involved in it. I've had about 35 years experience in a role for diversity and inclusion or equality, as we used to call it in those days and worked for the police for about 17 years and other public sector and private companies and then I went out on my own a consultant nearly 10 years ago. I probably to say what my passion is really is that I do support teams in rebuilding that trust and morale. I'm also very passionate about helping the organization foster, you know love that word foster, to enable

Andrea Derbyshire (02:02)
Yeah.

Julie Foster (02:18)
a respectful inclusive culture because difficult situations there is a lot of repair work to do, a lot of healing to do, but there's also some fantastic learning outcomes that help companies to see and take forward and then I also support them in amending their leadership programme so that we don't kind of get into the deep problems in the first place.

Andrea Derbyshire (02:45)
Thank you Julie for introducing yourself. It's really reassuring to hear your background and your experience and you support with these complexities. Can I just ask have you always been a coach or have you had different roles?

Julie Foster (03:00)
really qualified as a coach about 25 years ago, but had a career in human resources and mainly run in training departments before I headed off into the world of diversity and equality 1999 when the Race Discrimination Act about.

Andrea Derbyshire (03:17)
Okay, I just think it's great to hear about people's different backgrounds and how they've come to be working in roles of working towards equality and inclusion. So thank you for sharing that. That's fantastic. So to get us started today, could you talk a little bit about what the immediate impact of discrimination claims is on individuals, the trust and morale, both them and the team that they work in how it affects people.

Julie Foster (03:45)
Yeah, I think the word I come up with really is that there's very often a lot of confusion. There can be frustration, definitely, often people that have been subject of a grievance been accused of a behaviour are baffled.

Andrea Derbyshire (03:52)
Yeah.

Yeah.

Julie Foster (04:09)
really sit there and you know they'll talk to me privately and that's why I I just don't understand. I don't know how we've got to this place. I was really nice to this person or these people. I never considered myself to be whatever any of the labels are you know a racist or a homophobic or anything else.

Yeah, so I think that's, they're the main feelings that people come with. So, you know, when you're working through, there's issues, there's the process that everybody's following. But in that, every single individual is different.

Andrea Derbyshire (04:29)
Yeah.

Yeah.

Julie Foster (04:47)
and every single person has a different take on what is happening to them. And they feel very and

Andrea Derbyshire (04:53)
Yeah.

Julie Foster (04:56)
excluded and they quite often feel attacked by their employer. So you know there's a lot of work that I do repairing that and helping people through their own mindset about what has happened to them.

Andrea Derbyshire (05:01)
Yeah. Okay.

Yeah, I agree it's really impacts on both sides doesn't it though the person that's raising the grievance or concern and the person that's that's accused as well because often

Julie Foster (05:24)
Yes, absolutely.

And quite often the people that bring the grievance, feel, understand.

what employment law says, where things are fair and where they're not unfair. I also find that that isn't always explained to the aggrieved person, people, in the beginning.

Andrea Derbyshire (05:33)
Yeah.

Yeah and one of the things that we consider when we're investigating allegations whether it's about intent, so it doesn't matter you know if it was intentional or unintentional when you're looking at the outcome of a grievance or complaint it's how it impacted on that person so their perception really important so I can imagine that'd be really difficult for the person on the other side to understand.

Julie Foster (06:12)
Yes, yeah it is because as I say most people that I do sort of work with they are just frustrated that frustration can move to anger or depression they're just in that place of fear. They don't understand what's happening.

Andrea Derbyshire (06:28)
Yeah, I think there's an obligation on the organisation as well to raise awareness about what is acceptable and unacceptable and you can often find that there is a lack of awareness and understanding from people.

Julie Foster (06:35)
Definitely.

I do and I think that we've moved into, and this is in a personal opinion, but a trainer and a coach for many years, know as many of your listeners will know that there's a huge benefit in training. moved to lot of online training now, but this topic for me benefits so much from conversation and from engagement with people. And I think that's maybe affecting things is that companies will go, yes, we've got this whole programme that we roll out and it's mandatory. So everyone has to do this online training. So we know everybody knows what we've told them, but do they?

Andrea Derbyshire (07:09)
Yeah.

Yeah, you can't win hearts and minds through online training. need to have those different perspectives.

Julie Foster (07:28)
No, I don't think so. It's useful. It has a place. It definitely has a place. But I think there are some topics where you're dealing with human emotions important knowledge for people and real understanding of something. Then and conversation help that process.

Andrea Derbyshire (07:46)
Definitely, I agree with you Julie. So after a discrimination claim that we know that often the whole Teams Trust can be shattered, what do you think are some of the first steps that leaders should start to take to begin the healing process and mend in teams where there's been a case?

Julie Foster (08:05)
I use a three-step program which is helpful to listeners and it's just AAA and acceptance and action. a lot of the time I find people will go from awareness so they're obviously knowledgeable about what's happened and they'll jump straight into action.

Andrea Derbyshire (08:25)
Yes.

Julie Foster (08:27)
But there's a huge part of acceptance that needs to take place, I believe, before real healing can be put into that action that you're about to instigate.

Andrea Derbyshire (08:40)
Okay, and how does that process work can you talk us through?

Julie Foster (08:45)
I can talk through way I do it. My work and the organisations I've worked with on board. I've got that or not of being a consultant. So I'm coming in with fresh eyes and I'm also independent. So sets up a level of trust which sometimes is difficult for internal managers and leaders and HR professionals to do.

Andrea Derbyshire (08:48)
Yes, please.

Yeah.

Yeah, good shout.

Julie Foster (09:11)
I do have that benefit if you like. Yeah, impartiality and trying to be as unbiased as possible. we're all human, I fall into traps, I'm sure I will today. That's just how it is, when we try our best. my approach is to go in and I am commissioned by a director.

Andrea Derbyshire (09:14)
Yeah impartiality.

Julie Foster (09:33)
will give me their brief on what's happened. I don't for and I'm not given all the details of all the grievance because that's not my job to reinvestigate what's already done. don't and that's quite useful as well because I'm less likely to make judgments.

Andrea Derbyshire (09:45)
No.

Yeah,

so would you just be told there's been a grievance about bullying or there's been a discrimination?

Julie Foster (09:58)
Yes,

I'd get a a sort of a framework of it if you like what they wanted as an outcome. is it okay to at this point to talk about a case this might be relevant to how it works?

Andrea Derbyshire (10:03)
Yeah.

I think that'd be really helpful. Thank you, Julie.

Julie Foster (10:14)
Yeah, that's fine. As a company I'm working with at the moment, they're a large construction company and they have had, I've been working on it nearly a year. had three individuals who brought race discrimination cases against seven individuals. of them were a worker level, some were middle management and one was a director. So, you know, all levels of the organization.

Andrea Derbyshire (10:20)

Yeah.

Julie Foster (10:42)
So I was brought in, got the brief on what had happened. person bought, and this is an extreme case, I have to say. This person bought 42 grievances, or the three people bought 42 grievances between them. I know, I've never heard of, absolutely, I've never heard of anything like it really. what we did was look at,

Andrea Derbyshire (10:57)
to allegations. Yeah, it's significant. Yeah, it's really significant.

Julie Foster (11:09)
the L, yes and I have to say only one element of any of these grievances was upheld.

So obviously people were feeling they'd had many interviews because they had to be interviewed more than once because these grievances were so multiple in their nature. we started with agreeing that the seven individuals that had been accused were they'd never been brought together really as a group. So they'd never shared their experience in a setting that wasn't being recorded, that wasn't likely to be admissible in court. So we decided we'd make a safe space I held a workshop initially for the seven. of the anyone else in the organization was present that's really what the workshop was. It was me sitting there saying I haven't got any slides.

I don't have a framework really for this session. It's a safe space for you to talk.

Andrea Derbyshire (12:10)
Yeah, about how they felt about the process and the allegations.

Julie Foster (12:11)
It's so powerful. Yeah, yeah, just feelings,

you know. the words I used at the beginning of this session here are, their feedback. You know, that's the range of their feedback. And of course, there is magic in when somebody shares their bit of the story. Other people find it easier to open up, they feel safer, they get an affinity with each other. They might disagree on some things, that's also fine. then I coach each individual for three sessions the group session. they get group time to sort of all have that space to talk see the similarities or the differences in that. And then they get their individual sessions with me where I can help their healing and going forward.

Andrea Derbyshire (12:53)
Yeah.

Yeah.

Julie Foster (13:03)
and how

they're going to, know, sort of, remain in the company, because sometimes people feel want to escape and run away because the trust has been so broken. And two, if they're going to stay, how are they going to stay and be an effective and productive employee? what they might want to take from the whole thing in terms of learning and build

Andrea Derbyshire (13:13)
Yeah.

Yeah.

Julie Foster (13:29)
their new future for themselves. And behind all that, report to whoever commissioned me in a summarised way. It's very confidential, but I just pull out themes learning outcomes for them.

Andrea Derbyshire (13:43)
Okay, can I ask a question so that was with the group that had had the allegations raised against them. Do you also do work with the employees that raised the grievances and the concerns or do anything collectively bringing both groups together? 

Julie Foster (13:50)
Yes.

It's

such an interesting question I've never been asked.

Andrea Derbyshire (14:04)
Okay, that's interesting.

Julie Foster (14:06)
Yeah, isn't it? Because would love to.

Andrea Derbyshire (14:09)
Yeah, so you're focused.

Julie Foster (14:10)
But

well, I just know that those people are also hurting. They've got their own experience. of the three that I mentioned in this current case left one has moved on. So they're still in the company, but with a different team of people.

Andrea Derbyshire (14:18)
Yeah.

Yeah, okay, thank you. Thank you for sharing that and the way that you work and in your experience how can transparency play a role in rebuilding confidence and how much information should be shared with the agreed employees about what action has been taken or with both parties really, what's your view on that?

Julie Foster (14:51)
you mean in terms of what been taken, was the grievance upheld? Were there any consequences for the person? of punishments for a want of another word been to people? Is that what you mean?

Andrea Derbyshire (15:06)
Just around, you have the outcomes of the case and when you're thinking about rebuilding relationships with the team, how much information is shared about the work that you're doing, also as you say, the outcome of the management processes.

Julie Foster (15:14)
Yeah, yeah.

Yeah.

Yeah, I think that's kind of where I go with this. You know, you've got your employment law procedures, policies, codes and practices practice to follow. And then you've got companies internal policies.

Andrea Derbyshire (15:38)
Yes.

Julie Foster (15:38)
And I find that they're obviously they're necessary and confidentiality is so important. And I think leaders do struggle with, what can I say? What do I say? How engaged have I got to be with people that have been involved? And I think, again, this case is such a good case study because

Some of the feelings people have been left with is that their line managers and managers above them didn't care for them. And, you know, that comes from lack of information. It comes from a lack of transparency. But I think that is present because leaders are a bit fearful about what they can and can't say.

So haven't got a definitive answer, but that's common find that. my own view, I do think there is a way to do that keeping confidentiality. And it's more about, again, conversation and engagement with people rather than telling them. And emails are so cold when people are hurt. down with someone. Sit down with people and really listen.

Andrea Derbyshire (16:47)
Yeah.

Julie Foster (16:52)
listen to what they've got to say and then you can be the judge of how much you need to disclose back to that person to enable them to repair their psychological breakdown you know of their psychological contract with the company.

Andrea Derbyshire (17:08)
Yeah.

Julie Foster (17:09)
Does that make sense?

Andrea Derbyshire (17:11)
It does Julie, yes thank you. So in thinking of psychological safety and a little bit of what you've just shared then, what practical steps do you think organisations should take when they're looking at trying to create a safe environment where everyone who's been impacted can feel supported and valued going forward?

Julie Foster (17:31)
Yeah, I just think it's so important to create this trust through having safe spaces, having places where people can really express their self without the fear some legal action at a later date. And until we find a way to do that, that I'm afraid is my experience, is that people...

Andrea Derbyshire (17:38)
Yeah.

Julie Foster (17:54)
will sit in that place and that means silence. That means I don't really tell you how I feel and leaders go away from it not really understanding how it's impacted. And unless you have that awareness, I'm not sure how you go forward and heal things because I tend to see a lot of like, well, that's done, that's done and dusted. We've shut the door on that and on we go.

Andrea Derbyshire (18:20)
Yeah. Yeah.

Julie Foster (18:21)
You know,

and that's not great. And the other thing is also, of course, really important in our field of work about remembering that everyone is different and everyone is a human being. No matter what a human being and treating everyone, me, treating everyone the same we know result.

in a very beneficial outcome for all the individuals involved.

Andrea Derbyshire (18:49)
Yeah, we can't, we have to treat people according to their individual needs and take a person-centered approach.

Julie Foster (18:54)
We do. Yeah,

we do. I think we do a lot to to be compliant, not to make mistakes, not to hurt people. A good example, when I was in the police, for example, we had a lady who was and she did use a wheelchair they had moved their particular team into a new building.

Now, whoever designed the new building had done their best, I believe, to think about how someone in a wheelchair might move around the building. But what they never did was get a wheelchair user to come in on the consultation. So consequently, when this lady went to work there, there were loads of things that were just too difficult for her. And it still meant she had to put her hand up at work and go, excuse me, I'm different. Can you come and help me?

Andrea Derbyshire (19:28)
Yeah.

Yeah, it wasn't truly an inclusive design.

Julie Foster (19:50)
No, no it wasn't and you that's just a you can transfer that over to anybody any human being with any needs they have. If we don't know our staff, if we don't take the time to know what people, who people are and how we can best support them in their work.

We're never really going to be able to have the best contract with anybody.

Andrea Derbyshire (20:17)
Yeah, I agree with that. Thanks, Julie. I've seen some examples of good practice in the media. know that Accenture and the BBC, they implemented some dedicated recovery and rebuilding sessions that they after, instance that there's been discrimination cases and they have a team of coaches and GNI specialists working those impacted both in group sessions and one-to-one sessions? you think that is similar to the work that you do?

Julie Foster (20:51)
Yeah, very actually. don't have the title of recovery and rebuilding sessions, but I might steal that. think it's rather good. that is exactly the approach. a great skill for people to have. Really, because it encourages listening, it decreases judgement. it allows... 

Andrea Derbyshire (21:10)

I was just going to ask how many sessions on average an organisation needs to try and heal relationships in these instances.

Julie Foster (21:21)
Yeah, I think,

I mean this particular job they've asked me to do three. I have done six before for individuals that are in the workplace. For me, moves people further on into their future and allows more time for them to let go of the hurt and to find ways to heal. And it also gives them more time to practice whatever they say they want to go away and do.

Andrea Derbyshire (21:25)
Okay.

Julie Foster (21:47)
three sessions. The first one is, you know, you can imagine it's quite introductory. You're getting to know each other and there's this like, well, who is this woman? How do I trust her? Who are you? am I going to disclose? And that trust in that relationship has to build a bit, you know, before you really get down to how you're going to be able to this person questions so they can come up with their own solutions to go forward. So that's, that's

Andrea Derbyshire (22:14)
Yeah, it's quite deep,

Julie Foster (22:16)
Yeah, it's very deep work.

Andrea Derbyshire (22:17)
deep work, isn't it? I can imagine that it'd be quite an emotive process as well.

Julie Foster (22:22)
Yeah, it is and it's deep work because people are so deep sometimes in their pain.

And you can't just tell someone. That's what I said about the awareness, acceptance and action. job is to move people into a position of acceptance. And that requires them to understand and accept themselves, why it would be good for them to let go and to start re-trusting their employer if they're gonna stay in that company.

Andrea Derbyshire (22:38)
Yeah.

Yeah, and suppose it's moving them through that psychological process and the way you go through denial and anger and fear.

Julie Foster (23:00)
Yeah, definitely,

definitely. And of course, some of the learning outcomes for organisations are the feedback I can give them from those sessions enables them then to see how they can change their leadership programmes include some of this work before anything happens, rather than just trying to pick it all up when people are in crisis.

Andrea Derbyshire (23:11)
Yeah.

Yeah, I think that's really helpful so they can get some continuous improvement and look at what they can do organisation going forward. You've referred to coaching, so can we talk a little bit about how coaching can help in these situations and if you've got any other examples of organisations that you work with that do this effectively at all.

Julie Foster (23:31)
Yes. Yes.

Yeah, I do. have a couple of public sector organisations I work with and probably about four at the moment, private clients. And then I have private clients who come as individuals who have had a problem at work, so they're not commissioned by their employer. And nearly always driven. mean, obviously, a grievance case is driven by the things that have happened, the facts, and they've gone through a process. And sometimes individuals come because...

They've had things happening around them at work. Last year I coached a lady through, she's an engineer actually, she been experiencing what she realized after some coaching sessions was really sexual harassment. She'd never really labeled it that and she hadn't brought it up with her employer because she thought it was her being over reactive bit silly.

about things and it knocked her confidence so much that it got deeper and deeper in her silence. So, know, coaching can help with just listening, as I said before, and asking people about their thoughts and just allowing a safe space to explore. You know, why do you think that? Well, when that happened, what did that mean for you?

Do you think that's appropriate? If you weren't comfortable, is it okay to say it wasn't appropriate? Not that it's written in the policy. Is it okay because I don't feel good in that place with this person behaving a certain way? also I do quite a lot of cases about sexual harassment, because I think a lot of women don't feel they have a voice. And if they do, there's

Andrea Derbyshire (25:18)
Yeah.

Julie Foster (25:31)
quite difficult consequences for them if they work in a predominantly male organisation.

Andrea Derbyshire (25:36)
Can I ask about your role in those situations? If comes in and they haven't raised it as a formal complaint or grievance in the organisation, what do you do in that situation? Do you have to raise it as a duty of care or do you encourage them to...

Julie Foster (25:52)
Only really if I perceive that a person is about to harm someone else or harm themselves. Other than that we keep it confidential and I will help the person to decide if they want to raise it formally, how to go about doing that.

Andrea Derbyshire (26:11)
Thank you. think it's a really valuable role and piece of work that you do.

So I've also seen that EY and KPMG, have resilience coaching after school discrimination cases. So what they do is they have individual coaching sessions one to one that focus on emotional resilience, mental well-being and strategies for reintegrating into the workplace.

Julie Foster (26:31)
Yes.

And that's really good. I think they do and what anybody would do if they've got a good coaching program is you want to raise somebody's confidence. You want to them. It's really important to give people tools they can go away with and use every day in their life. you know, my label outside of this arena, I'm a life coach.

Andrea Derbyshire (26:36)
I did.

Yeah.

Julie Foster (27:02)
And that's you do as a coach for me, whether you're in a business setting or a personal setting, you're enabling somebody to go forward with their toolbox life. So that should something happen in the future, their resilience is much better and their is higher. So they're less likely to go into a place of silence and fear because they have tools and they have ways to...

to deal with things that come up. Yeah, so I think that's really important if you're gonna run anything like this in, for your listeners, if you're gonna think about introducing anything like this into your company, it's really important to have real clarity about that being the purpose of what you're doing.

Andrea Derbyshire (27:51)
Yeah and can you share with the listeners the impact, the outcomes of work that you do? Would you evaluate that at the end of any

Julie Foster (28:02)
we do have. We don't have evaluation scales because it's a bit difficult with the confidentiality issues and things. But think, as I said earlier, I will pull out themes. will make some recommendations usually to the company about what they might want to consider doing to make things better in the future. then sometimes I get called back in to help develop those training programs the impact.

Andrea Derbyshire (28:11)
Yeah.

Julie Foster (28:28)
on individuals see and know that that will happen as a result of the work they've done and their engagement with that. It's really pleasing to them because a lot of people don't feel heard. So to see, it's a bit like the old staff survey, isn't it? You know, do lot of upfront work encouraging people to answer.

Andrea Derbyshire (28:44)
Yeah.

Julie Foster (28:53)
questions about their workplace and how they feel and what's good and what isn't and very often the next year your stats will go down and you think well I wonder why so many people haven't engaged this year and year on year it's gone down. Well the answer is people think why am I doing that? I don't see anything change. I don't know what anybody's done to make a difference because I took time to sit and do my answers and this is exactly the same.

Andrea Derbyshire (29:14)
Yeah.

Julie Foster (29:23)
really improve things by letting people know the results are, what's happened.

Andrea Derbyshire (29:28)
Yeah, it needs to be meaningful, doesn't it? They see that how it shaped change. Yeah.

Julie Foster (29:31)
Yeah.

Yes, that's a

really good word, Andrea. Make anything you do meaningful.

Andrea Derbyshire (29:40)
Are there any last thoughts or hints or tips that you want to share with listeners, Julie?

Julie Foster (29:46)
think I'd like to really, I've given some, but think my desire, if you like, be that organizations and leaders think about these situations they happen and build their own resilience and their own confidence to

Andrea Derbyshire (30:04)
Yeah.

Julie Foster (30:07)
deal with whatever comes up in their workplace. I do find a lot of the leaders are just, just don't know what to do and they can't see what they did wrong. And ultimately it always comes down to knowing your staff and giving time to knowing your staff instead of sometimes we hear a lot I do anyway. that's my job over here in this box.

and then I've got people management over here and I don't have time for that.

Andrea Derbyshire (30:37)
Yeah, think organisations could be much more proactive in ensuring that they have processes as part of their policy and procedures. I've worked with many over the years dealing with grievances and discrimination investigations and they haven't had this incorporated into their policy and procedure.

Julie Foster (30:37)
United.

No, me too. other thing that I introduced when I was in the police service, I used to all the grievances that came in because it was my job to appoint individual et cetera. one of the things which evolved really, but it was very healthy, was that because I see all the grievances, obviously there's going to be some...

Andrea Derbyshire (31:06)
Yeah.

Julie Foster (31:21)
threads and things that are similar. But the management there allowed me to meet with the individual who was bringing the grievance have a discussion. And very often the coaching style discussion at that stage


Julie Foster (31:37)
could sometimes mean that they wouldnt proceed with a formal grievance.

Andrea Derbyshire (31:42)
Yeah, just by having that intervention and listen.

Julie Foster (31:43)
And

Yeah, just having that time to talk about it and have some, you know, if you can, sort of enable someone to have some balance. Obviously, if it's a serious discrimination to it, then discussion might go a different way. But at least afford people that conversation. You know, had one and we used to joke in our HR room about that were over lights and making the tea.

Andrea Derbyshire (32:08)
Right, yeah.

Julie Foster (32:09)
Do you

know what I mean? So what might appear to be trivial things, but actually the impact on the people in that office or in that workplace or out on the field, not trivial at all. But what's making it magnify into something more is somewhat to do with the person's mindset as well as the behavior that might be present.

Andrea Derbyshire (32:32)
Yeah, I think that suggestion of having a coaching session early on in a grievance process, I think that could be really empowering.

Julie Foster (32:40)
It is, yeah, it is very, or mentoring is the other one as well. You know, can, you pair people up with mentors, especially after a grievance, but it can work before too, will also help people's mindset and feel supported. And it's outside of the line management. So the mentors give you specific time to that person to enable them to evolve and progress. So I think that's another good thing that

can happen in organisations to reduce conflict that's in the workplace sometimes.

Andrea Derbyshire (33:12)
Thank you. I think they're really good suggestions. Thank you, Julie. So thank you. Thank you so much, Julie, for joining me today and sharing your thoughts and insights on how organizations can rebuild trust and support employees through those challenging times. I hope our listeners feel encouraged to try some of these ideas their own teams and organizations.

Julie Foster (33:16)
Thank you.

Andrea Derbyshire (33:35)
Thank you to all our listeners for joining and tuning into the Inclusive Edge. We hope that you've enjoyed today's episode please subscribe and leave us a review and if you've got any questions do reach out to me. Thank you for listening to the Inclusive Edge, the power of diversity. I'm Andrea Derbyshire and I look forward to continuing this journey with you. Until next time, stay committed to inclusion, stay on the Inclusive Edge and keep driving positive change in your...

places.