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By Propulo Consulting

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 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 of

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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 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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By Madison Hanscom, Ph.D. Feedback is one of the most important resources at work. It can be used to energize people, fuel their growth, guide them in the right direction, inform future behavior, clarify expectations, and help them to attain goals. Thus, it is central to motivation, performance, and even workplace safety (1,2). As the world is embracing remote work more than ever, many fear this will be associated with a lack of feedback when compared to the typical face-to-face workplace. This is a reasonable concern! A great deal of informal feedback is exchanged within an office environment. For instance, you

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By Josh Williams, Ph.D. Effective safety leaders have self-motivation styles which help them accomplish organizational goals. Four self-motivation styles (Steers & Porter, 1991) are relevant for understanding the self-motivation of safety leaders. • Need for Affiliation (nAFF) - Leaders high in nAFF are motivated by group cohesion and healthy interpersonal relationships. They often attend to the emotional needs of others and have a strong desire to be liked by individuals in their group. • Need for Achievement (nACH) - People with a high nACH take responsibility for solving problems, are often competitive, and are extremely concerned with successfully completing their tasks. • Need to

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By Madison Hanscom, Ph.D. A team of researchers recruited 1135 participants to take place in a study that collected information on their work experiences during the COVID-19 pandemic over time. The data collection began in April of 2020 and will continue to run for 6 months. Initial findings were recently shared by the researchers (1). Among many results, the researchers uncovered that managers are feeling uncertain about employee motivation in a remote work setting — 41% of managers agreed with the statement “I am skeptical as to whether remote workers can stay motivated in the long term” and 17% were unsure. This

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