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COVID-19 Black Swan

By Josh Williams, Ph.D. Leaders face a new world of challenges influencing employees during COVID-19. Everyone is under tremendous pressure with the uncertainty of tomorrow. Many people have loved ones they may not be able to see or speak with directly because of social distancing. Others know friends and family that have lost jobs as the economy reels. 401K’s are tanking. Critical home supplies are increasingly scarce. How do we manage these stressors at home and still lead others effectively at work? It’s more important now than ever to effectively and compassionately manage work and workload along with people’s emotions and well-being. An

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By Eric Johnson As the impact of the COVID-19 virus on the economy grows more and more severe, an increasing number of industries have become well aware of the sharp impact the virus will have on their operations and end customers. In particular, the construction industry is poised to experience a downturn that we believe will occur immediately and be recognized in earnings between Q2 - Q4. Of course, this all depends on the severity of the virus. Any mutations or reemergence at successive points in the future will create additional uncertainty. Construction industry drivers are largely related to the growth of

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By Martin Royal I wrote about what sets apart effective change leaders in a previous blog post, namely their ability to frame the change effort and build the capacity of the team to implement and sustain the change. For the most part, this assumes that leaders are engaged in a planned, thoughtful and deliberate change effort. Sometimes, the change effort is not so deliberate and comes knocking at our door unexpectedly. COVID-19 has driven many leaders into a crisis mode and into an involuntary change effort, that many are unprepared for. Whether it is a planned or unplanned crisis, the fundamentals to

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By Eric Michrowski Cash is King. It’s an overused expression that I learned early in my career, but it really came to life for me after the 9/11 Black Swan Event. I was in the airline industry, sitting in disbelief as the towers fell. I will never forget that moment. I was frozen in front of the TV in disbelief. After spending several days meeting inbound crews from around the world, taking care of their needs, I quickly came back to reality. I was brought to an executive briefing room. We signed agreements that prevented us to trade shares as the stock

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By Eric Michrowski The COVID-19 pandemic is driving a rapid shift to remote work across North America. Most leaders have woken up to the criticality of shifting workers that are non-essential to locations where there is a lesser risk to spread the virus. Those that haven’t yet, might wake up one morning with the entire office quarantined which is a significantly worse outcome. If you haven’t yet moved to remote work, my suggestion is to get in front of it as soon as you can and before it gets mandated in your community. Having worked with virtual teams for the better part

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By Josh Williams, Ph.D. & Julia Borges, M.A. Amidst the global COVID-19 pandemic, more organizational leaders are making the challenging and responsible decision to shift everyday work to be done remotely by employees. While this can support the slow of this pandemic, this work style can present a host of organizational challenges, stressors, and increase levels of uncertainty. If organizations are going to shift to remote work, it is important that they gather and implement best practices to make this transition as seamless as possible: Set aside a specific place to work. Having a designated work area helps compartmentalize work and minimize home

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