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Featured Insights

By Propulo Consulting

By Brie DeLisi Experiencing a pandemic and changing the way organizations operate in a very short period of time has identified plenty of opportunities for improvement, particularly in developing contingency plans. The purpose of a contingency plan is to identify outside forces that could potential impact business operations and identifying solutions to be able to mitigate and respond to those situations. There are several crucial steps to developing contingency plans, the following steps are an example of how to develop a contingency plan for a call center – specifically with forward looking impacts of COVID. Create a contingency team  stakeholders from every part

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By Eric Johnson As states and local governments begin to loosen the travel and commerce sequestration guidelines, many people are looking to get back to the sense of normalcy from pre-lockdown. However, a number of locales that have commenced reopening have also experienced an increase in Covid cases.  It is currently not clear if the rise is due to the greater number of people being tested, or due to actual statistical increase in cases. However, the nominal numbers are increasingly worrying both elected and health officials and there are many discussions around a potential second wave and the possibility of a new round

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By Josh Williams, Ph.D.Positive psychology is the application of empirical research to study and positively influence the human experience. It is founded in humanistic psychology and lends itself well to leaders managing employees during COVID re-entry (and beyond). Martin Seligman developed the PERMA acronym which represents key components of improving our human experiences. This includes being Positive with others, actively Engaging with them, valuing these Relationships, providing Meaning to others’ actions, and celebrating Accomplishments. Each will be briefly discussed below in relation to COVID re-entry to work. Positive Leaders need to be especially positive now with employees as they return to work. They are coping with COVID and the uncertainty

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By Madison Hanscom, Ph.D. Researchers who study telework argue that successful virtual teams are determined more by successful or unsuccessful leadership rather than other factors such as technology (1). Poor leadership is poor leadership. If you take a substandard leader and move them into a flex work environment - they won’t do any better. There are foundational leadership competencies that help all teams succeed - whether the team is in an office or working remotely. These include leading with a big picture goal and supporting the company’s vision, building interpersonal connections and collaboration, walking the talk, demonstrating ethics and integrity, managing

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By Josh Williams, Ph.D.Having the right attitude for safety can be a challenge, particularly as we get back to work during the COVID era. Not only are people stressed out about COVID, but work activities may also seem less consequential than normal with constant news about COVID deaths and sinking economies. Here is a model for assessing attitudes that may be useful for honest self-appraisal and for influencing others. Attitudes can be classified as Complainers, Spectators, and Champions (adapted from Yanna, 1996). Leaders can use this information to positively influence employee attitudes for COVID re-entry. Types of attitudes to COVID re-entry: Complainers usually voice

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By Madison Hanscom, Ph.D. As many businesses are considering (or have already decided) moving some employees to a permanent telework model after the COVID-19 outbreak, the question comes up often — will flex work change my culture? So, yes, the culture can change when entering a more flexible environment. Though the extent to which the culture will change depends on several factors. For example, how large is the change? If the company is moving to a 100% remote model, this will have different implications than if moving to a 50% telework model. How strong was the culture to begin with? If the

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