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Featured Insights

By Propulo Consulting

By Eric Johnson We always talk about processes as going from bad to great, based on deliberate projects and other interventions that recognize issues as they arrive; and when identified, how management reacts to the discovery and its attempts to resolve the problems. In a prior post, we discussed how this occurs in safety culture – i.e. “backsliding” – when bad habits slip into the safety culture, how this manifests itself, and what the organization can do to reverse the trend. We now turn our attention to processes – the ways employees generate value for the firm. As in the past, we focus

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By Kyoung Hee Choi I believe creativity is something that you can learn and not something that you were simply born with. Creative people tend to be more curious, innovative and intuitive; values that are essential to the success in any career or business. Creativity is not a choice but rather an essential skill that will help advance your career and business. Almost everything can be digitized; but not creativity. Creativity and Innovation are some of the most important differentiators in a rapidly changing and evolving world where disruption has become a fact of life. So how can we train ourselves to

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By Eric Johnson  Stakeholder management is formally defined as the “the systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders.” Thus a “stakeholder” is “[any] individual or group with an interest in the project, program, or portfolio because they are involved in the work or affected by the outcomes.” (1) Now that we have the formal definition out of the way, let’s talk informal. A stakeholder is anyone who is associated with or impacted by the project, process, and/or outputs. A client once joked “I like to think of it as anyone who can complain about the results”.

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By KyoungHee Choi Most leaders want to train their employees to become better and more productive at work. Yet, most training programs offered to team members are quite limited and primarily focused on work performance (i.e. sales, leadership, marketing or customer service). There is no doubt that these skills are critical to businesses and team members. But as leaders try to bring teams on the same page and dealing with remote team members with fewer opportunities to connect as a team, it’s time to also consider focusing on the inner mind of employees. What is it and how can I invest in

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By Stephanie Monge-Sherman A company vision can be incredibly abstract and hard to put into perspective, but it’s also key for a company’s success. After all, if you don’t know where you want to go, it’s pretty tough to get there. Once you’ve accomplished the (not insignificant) task of setting out your company vision and identifying the steps to get there, it’s time to get your team on board. Leadership alone can’t produce results; cohesive teamwork at all levels is absolutely necessary, no matter the objective or the size of the company. It’s no easy feat to get your team to adopt

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By Josh Williams, Ph.D. Organizational leaders are understandably frustrated sometimes when employees are injured on the job. Of course, their primary concern is the well-being of the affected individual. However, they may also feel like they have policies in place which, if followed, would have prevented the incident. This leads to a common occurrence where an injury is almost immediately followed by a new rule or blanket policy that applies to everyone. Sometimes these policies make great sense as people were unaware of a risk. It may even save a life. Too often, however, these policies are applied poorly and don’t

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