Case Study

Family Action:
THRIVE PROGRAMME

Retention & Resilience Impact Summary

September – November 2025
Programme for colleagues of colour
30 participants

We were commissioned by a charity supporting families with financial and mental health challenges to address retention risk among colleagues of colour. The programme focused on building resilience, self-advocacy capability, and tools to challenge workplace microaggressions while creating peer support networks.

4x increase

In readiness to challenge microaggressions.
Critical behavioural change that reduces workplace harm & turnover risk.

Business Impact: Behavioral Transformation

Challenging Microaggressions

15% → 57% | From 1 in 7 to 6 in 10 ready to address harmful behavior

Self-Advocacy Capability

25% → 79% | From 1 in 4 to 4 in 5 can advocate effectively - critical for retention

3.5x

Managing Imposter Syndrome

15% → 50% | From 1 in 7 to 1 in 2 have strategies to tackle self-limiting beliefs

93%

Microaggression Recognition

65% → 93% | Near-universal ability to identify harmful workplace patterns

Retention Risk Mitigation

Can now advocate for themselves at work (was 25%)79%

2 in 3 leaders now have practical skills (up from 1 in 3)

Ready to challenge microaggressions when witnessed (was 15%)57%

2 in 3 leaders developed this skill (up from 1 in 7)

Have strategies to manage imposter syndrome (was 15%)50%

9 in 10 leaders confident (up from less than half)

Foundation Capabilities Built

Handling Professional Pressure

3.25 → 3.50

+8% improvement in resilience

Handling Adversity

3.11 → 3.50

+13% improvement in capability

ROI EVIDENCE: Programme Effectiveness

From Retention Risk to Retention Protection

Before: Colleagues of colour faced workplace challenges with limited tools, felt isolated, struggled with imposter syndrome, and lacked confidence to address microaggressions – all factors driving turnover risk.

After: Participants gained practical strategies to navigate challenges, tripled their self-advocacy capability, quadrupled their readiness to address harmful behavior, and built a peer support network. These behavioral changes directly address the top drivers of diverse talent attrition.

Based on survey data from 30 participants (14 completed post-programme evaluation, 47% completion rate)
JennyGarrett.Global | Delivering leadership development for two decades

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