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Organizational Learning

By Martin Royal For many leaders, the responsibilities associated with their roles take a significant toll on their energy levels. Leaders make many decisions, participate in diverse daily tasks, attend many meetings, and monitor progress on organizational goals. There is evidence that these responsibilities slowly take away the leader's energy and ability to remain engaged at work. When this energy depletion occurs, leader performance may suffer and they may be prone to violate work norms and expectations, and this may also further impact their teams and direct reports. In more extreme cases, this can lead to the leader's burnout. Stay energized through

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By Julia Borges & Kelly Cave What is organizational culture? Many may know the term ‘culture’ as a word that describes the behavior, thoughts, feelings, and traditions of a group of people or society (1). However, in organizational change and development, its definition means something slightly different. Culture, in the context of organizations, refers to the shared norms, beliefs, and attitudes that exist among the employees of the organization (2). For example, Southwest Airlines is famous for their friendly and helpful customer-oriented culture. At Southwest, employees are empowered to go the extra mile to make customers happy, which in turn leads to

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By Martin Royal It's been well established that training initiatives often result in a limited transfer of new knowledge back into the workplace. While you'll commonly hear that only 10% of what employees learn is implemented, this figure is actually closer to an average of 47%. According to a study done by Saks & Belcourt (2006), almost half of the information gained through training, by members of a training and development society, found its way into the workplace within a year of training. In any case, what this suggests is that the majority of training investment dollars don’t actually result in

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By Eric Johnson Many organizations become saddled with bureaucracy over time, which is a natural evolution of complexity and the incorporation of controls to manage risks within the business. However, many businesses started from much smaller entities, where communication was easier and productivity achieved with far fewer people and assets. Often, it is heard that large businesses want to “tap into their startup roots” which is often code for fast execution, swift decision-making, and quick recovery from errors or issues. While it is absolutely possible to re-introduce the “start-up” culture into your business, it involves a mindset shift from one of

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By Kelly Cave & Julia Borges Organizations face various challenges in today’s dynamic and complex world. With constantly changing technology, markets, and social trends, organizations must quickly learn and adapt in order to remain competitive within their markets. This increase in the importance of continuous learning has encouraged many organizations to transform themselves into learning organizations. A learning organization is an organization that places a high importance on learning and continuous improvement within their culture. This can be done by creating a supportive environment, implementing concrete learning processes, and encouraging leadership that reinforces learning (Garvin, Edmondson, & Gino, 2008). Whichever processes,

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By Eric Michrowski HBR recently published a study on Transformational Leaders. One of the conclusions that caught my eye was that most of the leaders that had successfully transformed an industry or business had very diverse backgrounds (think Amazon's Bezos who came from a Finance background). They mention the importance of leaders that come with outside experience and that are brought into a business to drive change. Throughout my career and consulting experience I have always advocated the value of incorporating very diverse backgrounds and creating development paths within businesses that support such diversification. Regrettably, most companies do the very opposite. They

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