Martin Royal

Is your remote workforce prepared for COVID-19 cybersecurity threats?

technology safety

By Martin Royal

While taking care of our health and safety during the COVID-19 crisis is the priority, many will find themselves working remotely for the first time and might face other potential threats: cybersecurity threats.
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Maintaining a culture of trust during a crisis

maintaining_trust


By Martin Royal

As many organizations prepare to encourage their workforce to work remotely, the change of work environment has the potential to impact employee's perception of the organization, of the leaders and of each other. It can be tricky to maintain a level of communication and trust when new remote workers are finding themselves working with other remote colleagues in multiple locations and time zones. One factor that could determine how well your team will work remotely together is that of trust, or the lack of it.

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Change leaders, please stand up!

Leader-with-team


By Martin Royal

I wrote about what sets apart effective change leaders in a previous blog post, namely their ability to frame the change effort and building the capacity of the team to implement and sustain the change. For the most part, this assumes that leaders are engaged in a planned, thoughtful and deliberate change effort. Sometimes, the change effort is not so deliberate and comes knocking at our door unexpectedly.
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What makes a good change leader?

office_workers


By Martin Royal

It's been well established change initiatives have high rates of failures. It is well documented that the costs of poorly managed change initiatives measure in the millions. Therefore, understanding the reactions of employees to planned organizational change is a significant concern for many organizations. Many organizations are confronted with swift environmental, industrial and technological changes that challenge them to continuously adapt their processes. Effective organizational changes rely on the cooperation and engagement of employees. Poorly managed changes may lead to a variety of unwanted outcomes. These may include decreased workplace satisfaction rates, reduction in both individual and overall company productivity, decreased employee well-being, and increased absenteeism and turnover. Read More...

My people have been trained; why is it not making a difference? Part 2

Woman wearing white hardhat on walkie talkie holding clip board

By Martin Royal


Ensuring you have an effective training transfer strategy is fundamental to get the most out of your training investment. In Part 1 of this 4-part blog series on training transfer, I introduced various strategies that trainees can adopt to help themselves apply what they learned to their work. Part 2 focuses on ideas that leaders can put in place to improve transfer of learning with their teams. In our Safe Production Model, this is the dimension we refer to as Interpersonal dimensions. The Interpersonal dimension covers the aspects of the training transfer strategies that exist between individuals and focus on interactions, e.g. the social dynamics that encourage training transfer, the oversight provided to hold people accountable for applying training, the communication channels in place, etc. Read More...

Stay energized through self-reflection!

self reflection leadership

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. Read More...

My people have been trained; why is it not making a difference? Part 1

Two people discussing and working together

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 meaningful changes on the job.
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