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Featured Insights

By Propulo Consulting

By Madison Hanscom, PhD It is common to assume that executives, CEOs, and highly successful entrepreneurs just ‘have it all’, but many of these individuals are silently suffering. Executives can have a lot on their plate. They might feel responsible for the ups and downs of employees. They might work long hours and feel pressure to make the company more successful. They also can feel very isolated, like they can’t be vulnerable without looking weak. Despite having a great deal of weight on their shoulders, it is important that leaders are doing well both psychologically and physically. When executives are doing well,

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By Josh Williams, Ph.D. Leaders need to get more input from employees before making decisions that impact safety. Also, leaders need to share the “why” behind safety efforts instead of simply implementing top-down mandates. When new rules are communicated, people may have legitimate concerns and questions about why the new policy is needed. Taking time to address the underlying reasons for the change increases the probability employees will follow these procedures even when no one’s looking. Many employees lament that some identified concerns aren’t dealt with quickly or are swept under the rug. This creates safety problems and bolsters perceptions that “they don’t

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By KyoungHee Choi While culture is widely recognized as an important lever to grow brands, increase productivity, improve revenue while improving safety and customer experience outcomes, many organizations still find to drive and manage something that feels intangible. In challenging times, it may seem hard to invest time and resources into something that can’t easily be measured, like “company culture”. Especially when the very survival of your company itself is at stake. However, culture is far more than an abstraction. It is critical to bringing your values to life and to driving business success. In challenging times it’s even more important

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By Madison Hanscom, PhD Growth mindset is the notion that who we are as a person (e.g., our character, abilities, intelligence) is malleable and capable of being developed with effort. At the opposite end of the spectrum is a fixed mindset, which describes when an individual feels their talents and abilities are predetermined and not flexible. Those with a more fixed mindset might feel some people “have it” and others “don’t”. Research on this topic began in education, where it was observed that students with a growth mindset approached difficulty as a challenge, and they were more likely to persevere with

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By Brie DeLisi “Leadership doesn’t walk the talk” is one of the most common complaints we hear from employees during assessments with organizations that have less mature safety cultures. Many leaders need to understand a couple of critical components of their culture if they want to improve safety: 1. Employees are always watching.2. Actions speak louder than words. We understand that you want your employees to be more accountable and be responsible for safety, but they are always playing ‘follow the leader,’ which is why the culture starts with you. If you truly want to improve safety culture within your organization, it is

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By Madison Hanscom, PhD Changing how we think can have a profound impact on our life at home and work. Growth mindset is the notion that who we are as a person (e.g., our character, abilities, intelligence) is malleable and capable of being developed with effort. At the opposite end of the spectrum is a fixed mindset, which describes when an individual feels their talents and abilities are predetermined and not flexible. Those with a more fixed mindset might feel some people “have it” and others “don’t”. Research on this topic began in education, where it was observed that students with

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