Hey there,

Picture a regular morning in a South African bank branch or a hybrid team huddle. A colleague seems rattled after a tough client call. Someone makes a “joke” in a meeting that lands wrong and the energy shifts. A team member is quietly pulling back, missing their usual spark.

Most of us notice. We care. We want to do something helpful. But in the moment, a lot of us hesitate. We wonder if it’s our place, if we’ll make it worse, or if we even know the right move. That hesitation is incredibly common, it’s the classic bystander effect. And in fast-moving, high-stakes environments like banking, where relationships, trust, and emotional labour matter every single day, that gap between noticing and acting has real costs.

The encouraging shift we’re seeing more and more is the move from passive bystanders to skilled upstanders (or active supporters). It’s not about turning everyone into a hero or expecting people to confront every situation head-on. It’s about giving ordinary colleagues practical tools, confidence, and a supportive culture so they can choose safe, effective action, whatever the moment calls for.

This is the upstander shift, and it’s one of the most powerful, practical ways we can build safer, stronger, higher-performing banking workplaces.

The Reality We’re Navigating

Recent data shows why this matters. A 2024 Gauteng survey found that 62% of women workers reported experiencing some form of workplace violence, with Black women particularly affected.

National research reinforces the picture: many incidents of gender-based violence and workplace harassment still go unreported or unaddressed in the moment. When people don’t know what safe action looks like (or don’t feel supported to take it) problems can escalate, wellbeing suffers, and teams carry unnecessary strain.

The result? Lost productivity, higher absenteeism and turnover risk, strained client service, and slower progress on the inclusive, ethical cultures banks are working hard to build.

What the Upstander Shift Actually Looks Like

It starts with giving people options instead of pressure. The widely recognised 5 D’s framework (Direct, Distract, Delegate, Delay, Document), developed by experts at Right To Be (formerly Hollaback!) and adapted for workplaces, gives colleagues clear, flexible ways to respond:

• Distract: Safely interrupt or shift the energy (e.g., “Hey, can I quickly run something by you on that client query?” to create breathing room).
• Delegate: Bring in the right person with more authority or support without putting yourself in the middle.
• Document: Note what happened factually (times, words, witnesses), often vital if things need to be addressed later.
• Delay: Check in privately afterwards (“I noticed you seemed upset earlier, you okay? I’m here if you want to talk.”).
• Direct: Calmly name the behaviour when it’s safe (“That comment crossed a line for me. Let’s keep things respectful.”).

In banking contexts this might mean supporting a teller facing an aggressive customer, noticing a colleague being undermined in a performance discussion, or checking in on someone whose personal pressures are clearly spilling into their work. The beauty of multiple options is that more people can act, safely, appropriately, and without needing to be the lone voice.

When teams practise these skills together and see leaders model them, something powerful happens: psychological safety grows. People feel it’s okay to speak up, to check in, to have each other’s backs.

The Benefits Are Real and Measurable

Research backs this up strongly. Gallup’s extensive meta-analyses of team performance show that units scoring in the top quartile on engagement and related factors (heavily driven by psychological safety) significantly outperform others, with 14–18% higher productivity and substantially lower turnover compared to bottom-quartile teams.

Teams with high psychological safety don’t just feel better, they perform better. They catch issues earlier, collaborate more effectively, deliver stronger client outcomes, and retain talent (including the diverse talent banks are working to advance into leadership).

On an organisational level, this aligns directly with King V expectations around ethical culture, risk management, and protecting employee dignity. It supports compliance with the Employment Equity Act and the Code of Good Practice on Harassment. And it contributes to the broader goals of the National Strategic Plan on GBVF, turning workplaces into active parts of the solution rather than passive sites where harm can linger.

The ripple effects go further too. When people experience support at work, it strengthens their capacity at home. Healthier teams contribute to healthier families and communities.

How We Actually Make This Shift Happen

Awareness sessions are a good starting point, but lasting change comes from moving to skill-building and culture embedding. That means realistic scenario practice, understanding power dynamics and cultural contexts in South African workplaces (across Zulu, Xhosa, Afrikaans, Indian South African, and other heritages), and creating everyday habits where supportive action becomes normal.

This is exactly where well-designed, locally grounded training makes the biggest difference. Impilo’s programmes (including the practical one-day skills workshops and the deeper eLearning series) are built for precisely this: giving banking colleagues (frontline, back-office, managers, HR, compliance) concrete tools they can use immediately. The approach is trauma-informed, culturally resonant, and includes supporter self-care, because stepping up for others can be emotionally heavy too.

(With content expertise supporting Impilo’s mission to ensure depth, cultural fit, and immediate workplace relevance.)

And here’s something meaningful: every organisation that invests in building these skills isn’t just strengthening its own teams and culture, it’s directly helping fund Impilo’s vital work protecting vulnerable children and supporting families in all communities.

Small Steps, Big Culture Change

The upstander shift doesn’t require a complete overhaul tomorrow. It starts with one person choosing to act a little differently today. One thoughtful check-in. One safe distraction. One quiet “I’ve got your back.”

Over time, these small actions compound into cultures where people feel seen, supported, and safe to bring their full selves to work, and where harm is far less likely to take root or escalate.

If you’re ready to help your team or bank lead this shift, Impilo has practical, ready-to-use programmes that make it achievable and sustainable. The one-day workshop is an excellent entry point for building immediate skills and momentum. The full series supports longer-term cultural change.

Because when everyday colleagues become skilled, confident supporters, we don’t just reduce harm, we build workplaces (and a country) where people can truly thrive.

What’s one small upstander action you’ve seen make a difference, or one way you’d like to start practising these skills with your team? I’d love to hear your thoughts, let’s keep the conversation going.

This article forms part of Impilo’s GBV awareness and capability-building series for South African workplaces, with content expertise supporting Impilo’s mission of safer teams and direct protection for vulnerable children and families.

Let’s keep building this together, one skilled, caring action at a time.