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Operational Leadership

By Madison Hanscom, Ph.D.Whether you have already been working in a remote environment or you are new to world of virtual meetings as a result of COVID-19, it is always a good idea to check in to reflect on the effectiveness of meetings. At Propulo, we have been holding virtual meetings long before the pandemic, and here are some ideas from our desk to yours: Don’t forget the interpersonal touches  Sometimes it can be difficult to engage with employees or coworkers in the same way you would face-to-face through a video platform. When you are not in the same room as

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By Eric Johnson What happens once a crisis is over?  Do you go back to normal?  What are the expectations of management?  Employees? Customers?  Harvard Business School magazine penned a crisis management article years ago that outlined a process for crisis managers in organizations to best deal with issues that affect the organization holistically and that are a part of the public domain.  It was an operating plan that discussed scenario planning, triggering events, actions and responses, and a number of other elements specific to dealing with the issue at hand.  Additionally, it established a control and command component to centralize decision-making and messaging with a defined org. structure

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By Madison Hanscom, PhD In previous blogs, we have discussed the benefits companies can experience from Flex Work arrangements (1). Because flexible work requires less commuting and office space, this also has positive implications for the environment. This is because there is an associated reduction in greenhouse gas emissions (2). There are clear benefits to businesses and the environment, but how about individuals? Although some individuals experience negative components of remote work, such as loneliness (see our blog post on common challenges associated with Flex Work, (3)), there are many positive outcomes employees can enjoy from Flex Work. According to researchers, telework

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By Eric Johnson Option planning in normal times is never an easy task, so in times of a worldwide pandemic, it is acutely troublesome.  In general, individuals are always hesitant to make predictions; when they are right, it is business as usual, when they are wrong, drastic consequences can arise and can potentially ruin reputations.  That being said, future prediction is essential to every business as it required to move forward and have goods and services at the ready to meet customer demand. Simply put, we are forecasting; selecting the most advantageous options out of a pool of larger options within the capabilities of

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By Eric Johnson As the pandemic continues to require social distancing and other methods of transmission reduction, those businesses deemed essential by state and local governments will continue to serve the public and remain open to provide goods and services.  We discussed supply chain impacts in previous posts.  One of the key differentiators of essential businesses is the maintenance of demand for products and services, despite the shift in specific product categories or services.  Here we discuss some overall principles for trying to maintain a somewhat sustainable environment in this new normal. If you are unsure where to start, utilize OSHA or Industry Standard COVID-19 protocols

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By Josh Williams, Ph.D. The following model was forwarded to me by a colleague and it’s an excellent way to visualize our collective responses during COVID-19. The diagram is divided into different zones which represent our response to this terrible pandemic. This includes the fear zone, learning zone, and growth zone with the objective of moving towards the growth zone as best we can. Doing so helps ourselves and others during this time of crisis. The Fear Zone We’ve all likely been in the fear zone at various points of this pandemic. In the fear zone, people are anxious, edgy, and may “transmit” negative emotions

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