Our diganostics identified the empathy deficit in one of Europe’s biggest banks was between two crucial parts of the bank; ‘head office’ and ‘front line’ and small things were creating conflict between these two essential parts of the bank.
To make empathy part of the DNA of the bank by implementing an ‘empathy nudge unit’ embedding 42 ’empathy nudges’. These empathy nudges improved language, complaint handling, process, policy and leadership style. This unit is run by internal employees to ingrain empathy into every aspect of ‘core’ business.
Empathy has become a ‘movement’ within the organisation with over 1.6k employees taking part in the empathy programme. This bank is the first ever bank to measure empathy on a regular basis.