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By Propulo Consulting

By KyoungHee Choi As you’ve likely heard, color evokes deeper meaning beyond the visual impact it portrays. As you define your brand, the more you understand the psychology of color, the more successful you will be. Don't let the choice be accidental! While some companies have chosen their brand colors with intent, many would benefit from a deeper understand of their choice. This becomes particularly relevant in today's digital era. Sales is the art of persuasion, and visuals play a dominant role in driving this very persuasion. Are you paying attention to the color psychology in your branding strategy? Color Your Branding: The

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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 Josh Williams, Ph.D. The manner in which incident analyses are handled in organizations has a significant impact on organizational culture. Empirical research demonstrates effective information sharing and incident analysis practices are significantly related to fewer incidents and injuries (Wachter & Yorio, 2014). In healthy organizations, AARs are viewed within the context of a learning environment to prevent similar incidents in the future. This includes looking at all system factors contributing to incidents. In less healthy cultures, AARs neglect to fully address these factors and may be perceived as blame-oriented by employees. It is critical that executives handle AARs and associated messaging

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By Eric Michrowski We’ve all seen it or heard the stories. Someone claims to have been injured and seeks benefits. Or someone that is always off with “injuries”. I’ve heard all of them over the years including a worker that was injured over 35 times in a 20-year career! Injury-prone or are these signs of something more? What keeps me up at night isn’t the abuse. It’s when Executives get jaded by these stories and distracted from their focus on improving Safety. Safety is a real issue - and for senior leadership, owning up to our safety commitments is a moral obligation. For

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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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