Even before the pandemic, most American workers felt that they were being forced into wasteful or even counterproductive meetings regularly. According to a study by Korn Ferry, 51% of professionals reported that spending too much time in meetings and on calls distracts them from making an impact at work to some extent. Another 16% said that it was true to a great extent. A whopping 67% of workers said excessive meetings keep them from getting their best work done.

Think that the sudden work to remote work driven by COVID-19 means fewer meetings? Think again.

For many companies, the COVID-19 pandemic has shined a new light on environmental, health, and safety (EHS) programs. Workplace conditions that were once taken for granted are now being reconsidered through a new lens. Many organizations have realized that this is the right time to consider a more formal approach to managing compliance with regulatory guidelines and perhaps going above and beyond what is required. Over the last several months, we’ve spoken with many leaders and managers considering implementing software to boost their EHS efforts.

We’ve compiled a list of their most common questions.

Humans are hard-wired for change. As soon as we are born, we start to grow, learn, and adapt to our environment. If that's the case, why is it so difficult to create a culture of change within an organization?

There are many barriers to change from fear of failure to plain old inertia, but a critical ingredient for constant positive change is often overlooked: trust. Your employees are probably more likely than you think to walk the high wire of change, but they don’t want to do it without a net.

A growing number of construction firms are embracing the Lean methodology that emphasizes maximizing value for the customer while minimizing waste. The approach is simple and attractive in an industry where budgets, timeframes, and safety are all critical, but the project delivery is very different than traditional construction methods. This makes proper execution of the philosophy and techniques difficult to implement.

Lean construction borrows from the manufacturing approach developed by Toyota after World War II. Of course, it is much easier to produce repeatable, forecastable results in the controlled environment of a factory floor than in the more unpredictable world of construction. Greater variation and workflow disruptions are to be expected.

It is also important to note that there is no one cookie-cutter approach to Lean construction. There are a number of tools, including the Last Planner System, Integrated Project Delivery, Building Information Modeling, 5s, and Kaizen Events, that can be used in combination to achieve Lean. This gives practitioners a wide range of options that can be applied to each project.  

There are, however, guiding principles that help firms achieve lower costs, reduced construction times, more productivity, and efficient project management. They represent a holistic approach to the construction process.

Leaders who want to develop a culture of rapid continuous improvement have many tools at their disposal. So many, in fact, that it can be difficult to keep them all in mind when deciding how to execute an opportunity for improvement or to address a difficult challenge. Or course, most organizations don’t use all of them at any one time, but each can be remarkably effective when applied to the right situation.

We put together a list of the most common and useful improvement tools and techniques that you can start implementing today.

The coronavirus pandemic that is currently gripping the globe is unlike any other crisis that we have seen. It will directly impact the lives of those who are exposed and their families. It will indirectly change the lives of everyone else as events are canceled, schools and businesses close, and everyone is responsible for social distancing.

Although it won't be very easy amid concerns for the wellbeing of yourself and your loved ones, how you handle this situation is of profound significance to your employees and other business associates who count on your leadership.

While this crisis is utterly unique, the principles of leadership during times of uncertainty apply, nonetheless. Below are some ways you can be a source of reassurance and support for your team.

If the internet is any clue, I’m not the only one who was prompted by its 10th anniversary to re-watch a bunch of old episodes of The Office.

(For fans, there’s a great new podcast called Office Ladies featuring Jenna Fischer (Pam) and Angela Kinsey (Angela). They walk through each episode sharing the inside scoop.)

There’s an episode during the second season in which Dunder Mifflin Paper Company’s branch manager, Michael Scott, learns that his boss is coming for a visit later that day to hear his ideas on how to make the branch perform better.

Of course, he’s Michael Scott, so he has no idea how to make the branch perform better. In a panic, he remembers that there is a suggestion box for collecting employee ideas for improvement. He figures that is the solution to his situation. He calls all of the employees into the conference room and opens the box.

The Shingo Institute is a program in the John M. Huntsman School of Business at Utah State University. It is named after Dr. Shigeo Shingo, a Japanese industrial engineer, and Toyota advisor. Dr. Shingo is recognized as one of the world’s thought leaders in terms of improvement techniques, management systems, and business culture concepts. His work contributed to the Toyota Production System. The Shingo Institute is known for it’s Shingo Prize, an award that recognizes organizations that demonstrate an exceptional culture that fosters continuous improvement. Business Week once called it the “Noble Prize of Improvement.”

Drawing from Dr. Shingo’s teachings and years of experience working with organizations worldwide, the Shingo Institute developed the Shingo Model™, which introduces the Shingo Guiding Principles that outline the path to enterprise excellence.

By the end of next year, Millennials (those born between about 1980 and 2000) are expected to comprise half of the American workforce. By 2025, 75 percent of the global workforce will belong to this group. Many large companies, including Ernst & Young and Accenture, have already reported that Millennials make up over two-thirds of their entire employee base.

In some ways, millennials aren't much different than previous generations. They want the opportunity to learn and grow while making a living that will support their families.

But there are some differences in how this generation that grew up amid modern technology and global connectedness approaches work. For example, nine out of every 10 Millennials expect to change jobs every three years. This means most Millennials will have 15 to 20 jobs in their lifetimes. A far different reality than the baby boomer ideal of being a "company man" for life.

With the changing expectations of the younger workforce, employers need to adapt to find workable solutions that help everyone meet their goals. That's leading to a change in the traditional approach to employee engagement.

Company picnics and Employee of the Month programs are giving way to more meaningful engagement strategies. Here are a few that will continue to gain traction in 2020.

It’s almost time for Halloween when all the ghosts and monsters come out of hiding to give folks a scare. Fortunately, it’s all in fun. But there is something that should be truly frightening to business leaders, and that’s research about employee engagement and motivation.

Gallup has measured the state of the workplace for more than twenty years. Their research digs deep into the motivating and demotivating factors for employees and sheds light on what leaders can do to create the conditions for attraction, retention, and engagement.

There’s definitely some good news in the data, but let’s start with the scary stuff.