Personas y liderazgo · Comportamiento organizativo

Building Belonging — Lead the Payments Squad Through an Inclusion Crisis

A four-round, intermediate inclusive-leadership simulation set inside Northlight Software Ltd, a Manchester B2B SaaS firm (GBP 46M ARR, 410 staff) that doubled headcount in 24 months without renewing its 'high-talent, high-trust' culture.

4 rondas MBA / Máster English, Español
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Sobre la simulación

A four-round, intermediate inclusive-leadership simulation set inside Northlight Software Ltd, a Manchester B2B SaaS firm (GBP 46M ARR, 410 staff) that doubled headcount in 24 months without renewing its 'high-talent, high-trust' culture.

You are the newly promoted leader of the 12-person Payments Platform squad, the fastest-growing revenue line, in a week where three signals converge: a quarterly pulse shows belonging and psychological safety far below average for newer and under-represented members; a high-potential engineer who joined eight months ago resigns citing 'never quite fitting in'; and a written complaint reports two members were repeatedly talked over and left out of a key design decision and the after-work channel where real decisions get made.

The headline belonging score is 3.4/5 — but it masks a 4.2 core versus 2.6 for newer members; psychological safety is 58/100 overall but 41 for newcomers; ~70% of meeting airtime comes from three long-tenured voices; engagement has slid to 61; and regretted attrition runs at 22% among under-18-month joiners.

A GBP 3.5M payments-compliance release is due in 10 weeks, and the in-group argues there is 'no time for soft stuff.' Over one team cycle you (1) diagnose by reading past the average to the disaggregated gap and naming the three exclusionary mechanisms; (2) select and sequence genuine inclusion interventions under an effort budget, avoiding tokenism such as a public diversity celebration; (3) personally model psychological safety and resolve the live exclusion incident — including engaging the senior engineer privately rather than humiliating them publicly — while answering the delivery-pressure objection; and (4) sustain belonging as a property of the team's system with leading indicators and embedded norms.

The math rewards disaggregated diagnosis, structural over performative inclusion, leader self-modelling, private correction, and treating belonging as delivery infrastructure — and measurably punishes the five classic errors: trusting the average, performative celebration, smoothing over the incident, public confrontation, and delegating belonging while the leader's own behaviour stays unchanged.

Final KPIs track Newer-Member Belonging (/5), Psychological Safety (newer, 0–100), Squad Engagement (0–100) and Regretted-Attrition Risk (%).

Para quién es

Una simulación de nivel intermedio para participantes que ya conocen los conceptos básicos de la materia, pensada para programas de máster y MBA.

Cómo funciona una sesión

  1. El docente crea una sesión desde el panel de Eureka e invita a los participantes.
  2. Los participantes juegan 4 rondas. En cada una envían sus decisiones y la simulación calcula los resultados.
  3. La simulación se puede jugar en: English, Español.
  4. El docente sigue el progreso y los resultados de cada participante desde el panel, y usa los resultados de la clase para el debriefing.

Decisiones que toman los participantes

Las decisiones que toman los participantes durante la simulación:

  • The pulse shows 3.4/5 belonging overall. How do you read the data?
  • How do you frame the two things you are measuring?
  • Which exclusionary mechanisms do you name as the targets? (select the set)
  • How rigorously do you read past the healthy-looking average to the at-risk experience? (%)
  • What is your headline intervention?
  • The real decisions migrate to an informal after-work channel. What do you do?
  • Build lasting structures for newer members?
  • How much of the effort budget do you commit to genuine structural work this round? (£k)
  • The live exclusion incident — how do you handle the two excluded members?
  • The senior engineer’s “we’ve always done it this way” style set the tone. How do you engage them?

Qué siguen los participantes

Lo que los participantes siguen en pantalla a medida que avanzan las rondas:

  • Belonging, Safety, Engagement & Attrition Risk

Temas que cubre

Diseñada para asignaturas de Comportamiento organizativo.

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