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.
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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.
Creating and maintaining a positive, unifying culture in the face of a fast-moving business environment isn’t easy, but getting it right offers significant returns.
We can remove most sins if we have a witness standing by as we are about to go wrong. The soul should have someone that it can respect, by whose example it can make inner sanctum more available. Happy is the person who can improve others, not only when present, but even when in their thoughts.
In science there are no wrong answers, right? Wrong! With the help of Gareth Walton, a performance consultant, CONQA unpacks why the first step in dealing with the unambiguous world of sports science it is crucial to start with the ambiguous variable of culture.
When pushing for glory in more than one competition, football managers are forced to rotate their squads to ensure their best players do not suffer from burnout in important matches come the end of the season. For those in charge of the fitness and conditioning of players, this creates a challenging dimension to their job.
As head coach or manager, your job is to get the best out of your team. If that means playing your most talented player in an unfamiliar position then so be it. Right? Wrong. Convincing elite athletes to fulfil a role that may be uncomfortable is a much tougher task than it may appear but with deft management, even the most stubborn star can be swayed.