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Operational Leadership

By Kyounghee Choi As you navigate through these uncertain times, there are no perfect guides or advisors given the unexpected and uncharted crisis. Successful leaders will need to continuously explore opportunities, try them and fast fail to maximize rapid learning cycles. As leaders digest massive amounts of information through various media sources to set the course for tomorrow, there is one critical challenge. As Art Buchwald, an American columnist once said, “Television has a real problem. They have no page two.” Leaders always think about page two, that is, what happens next and how to connect the dots to find your

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By Eric Michrowski As we navigate through this Black Swan event, I keep being reminded of a book that had captured my attention in my youth. Joseph Conrad’s "Typhoon" presents the story of Captain MacWhirr, a practical leader of few words, and Jukes, a youthful sea mate, as they sail a newly built ship across the South China Sea. Soon into the voyage, the barometer begins to fall rapidly. As the vessel advances into the storm, the savage ferocity of the winds, torrential rains and tempestuous seas begin to attack the ship with incredible force, nearly destroying it. The Captain maintains course. When

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By Kyounghee Choi Here are three powerful principles to help guide your decision-making across both your business and personal life as you navigate through this black swan crisis. There is no perfect formula, case study, analysis or best practice that can be relied upon as this crisis is so unique by its very nature. However, the role of the leader is so critical to ensure long term success. Decisions being made today will help guide whether you survive, thrive or fail when calm waters arrive. Leaders need to have a deeper understanding of what is happening and secure the support of

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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 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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