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.
We can all relate to being the new member of a team. Whether it was your first day at a new school or your first day at a multinational corporation, the same principles apply. But what of the teacher, manager or coach whose job it was to ensure you slotted in seamlessly to your new surroundings? CONQA delves in to the unique facet of leadership
Are hierarchies inevitably formed whenever a group of individuals unite for the purpose of a common goal? Do they represent key structural components for a successful organisation or do they hinder progress and lead to cliques and discontent amongst the ranks? These are just some of the answers we tackle with mental skills coach Tom Dawson-Squibb.
Do superstar athletes truly relate to the struggles most people have to endure to reach the peak of their sport? After all, these once in a lifetime athletes perform seemingly impossible feats with apparent ease. If not, can superstar athletes skipper a team filled with less talented individuals? CONQA explores the challenges of captaincy and how talent can often get in the way of good leadership.
When dealing with people from different cultures, it is vital that a leader is able to bridge the cultural divide when delivering his or message. Whether it is the CEO of a multinational company or a football manager in charge of a multinational team, the basic principles apply. With Dr Graham Woolford, CEO of Unisure, a life insurance company with a presence across 5 continents, CONQA explores this modern challenge.