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.
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.
It takes guts to be a leader. You need to be ruthless in your decision making, confident in your strategies and bold when managing individuals under one unified ethos. But what of the bravery required when admitting that you may not have all the answers? Is this a sign of weakness or is this in fact what separates the good from the very best? With the help of two of our speakers at the 2017 Elite Sport Summit, CONQA explores the benefits of seeking the advice of external influencers.
We’ve spoken before how the modern style of leadership requires a nuanced humanist approach where an individual is emboldened to make mistakes. In this ever changing world, obtaining collective buy-in from the every member of the team is crucial to creating a winning environment. But is there still space for a more hard-nosed, authoritative style of leadership? We asked two of the leading minds in world sport, both of whom presented at our Elite Sport Summit earlier this year, to share their thoughts on the subject.
Everyone grows up wanting to be the next Cristiano Ronaldo, LeBron James or Serena Williams. The reality is, that the vast majority of elite athletes play supporting roles in the background. But if the original goal was to be great, how does the coach or manager keep athletes motivated and content with their place? How does a competitive high performing athlete remain focussed, when their teammate is grabbing the headlines? With Phil Handy, assistant coach at the Cleveland Cavaliers, CONQA explores this unique challenge.
In these modern times, it seems the best teams have every basis covered when it comes to backroom staff. There’s the obvious strength and conditioning expert alongside a mental coach, but rosters are swelling at an alarming rate that we won’t be surprise when teams start employing a designated hairdresser or dog walker for their pampered stars. More people can mean more headaches for a head coach as managing different personalities is a challenge all on its own. With the help of Terry Condon, a man with experience managing teams within teams, CONQA unpacks the unique skillsets required to be a modern manager.
Who’d be an elite coach? The merry-go-round at the top can be a daunting prospect for any manager and in this line of work, even the very best get the axe. But as we see time and time again, appointing a new manager often has an immediate positive impact on the team. Maybe there is some logic behind the madness. Two experts in their field with decades of experience help CONQA unpack the effect new managers have on teams and find ways to replicate that for those who are trying to keep their job.