Mentioning concepts of ‘retaining and attracting talent’ has become almost a religious practice for any sit-down interview with high-performance CEOs: it would be easy to assume that these topics are simply easier to understand, with the real strategies and systems behind the scenes just too out-of-touch for the average viewer.
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Culture & Leadership
When asked whether up-skilling their team members may benefit the organisation, relatively few business leaders would say no: flick through any HR manual, and ‘training refresh’ sessions will stick out as occasional tasks to add to the company calendar.
Can genetic testing help with sports training, nutrition and recovery?
Genetic testing is being used by medical practitioners more and more for health insights and optimal treatment guidelines. Research within the genetics of sporting performance has been prolific, and it’s been shown that a high percentage of the variance in athlete status is explained by additive genetic factors.
With the basketball thudding as your opponent stares at your move from every angle, that split-second moment makes all the difference: one wrong move and all might be lost to the other side.
Closer inspection of any successful sports or business leader would show an often-forgotten part of the picture: any project brief or intense training timeline is only followed as effectively as it is communicated – and this requires active intervention as well as prior tuning of team members.
Leaders with a military background recognise the difference: procedures and planning are useless without the right ‘behavioural’ conditions among team members – but this also needs to come ‘top-down’ from the project leader.
When faced with a looming project deadline, most project managers have multiple tools at the ready: task tracking, goal setting and the daily morning meeting all contribute to a project that is delivered on time – but can leadership from other domains reveal another piece to the puzzle?
“Harder” does not necessarily mean either “best” or “more effective”, even though it might have been to many before.
What every athlete needs to start asking is: what is the “right” way for me? How can I perform better and be the best athlete I can possibly be?
We have all heard the expression: ‘business is a sport – not just a science’.
But we as managers can interpret this differently: the ability to rearrange projects and respond quickly to team requests already requires key behaviours and intuition – but does this break apart when crisis strikes? For most good managers, it does.
When the average CEO thinks of any big tech firm, a culture of endless innovation, synergy and collaboration is what springs to mind.
And they would be absolutely right: tech firms lead with drastically-different work environments, work patterns and collaboration-heavy business models. But is this by chance, or careful background planning?
A young friend recently remarked that the worst boss he ever had would provide him with feedback that always consisted of “You’re doing a great job.” But they both knew it wasn’t true.
From the corporate world to the government sector, each day seems to bring another new trend to watch, unexpected news to deal with, or additional challenges to face.
How do I exercise my decision-making ability? How much consultation is too little or too much? Is any decision better than no decision? If this is a group effort, how can I facilitate better thinking?
These days, it is popular to explain the success or failure of companies everywhere with the simple statement “It’s their company culture!”.
Successful Teams: The New Blueprint
Six Lessons On Leadership
Why Most Teams Fail in Year Three. How to Dominate with Sustainable Success
Mental Myth: The Curious Link Between Mental Strength & Psychopathy
Recognizing Leadership Blind Spots and Discovering the Road to Motivating Your Employees.
a Dale Carnegie featured article.
In this article, we will be exploring management relationships through the lens and language of John Bowlby's ‘attachment theory’. We will be thinking about how 'bad bosses' can become emotionally 'safe spaces’; within which people feel safe enough to take risks, make mistakes and fulfil their full potential.