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.
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.
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.
We spend roughly 23 minutes of every hour at work trying to move people in a certain direction. We might be driven by selfish motives or we might be altruistic in nature. Either way, the process of exerting influence over another human being is something we spend close to half of our working time trying to accomplish. Tom Bird, best-selling author and speaker on the art of influence, speaks to CONQA and outlines the key attributes a leader must possess in order to influence people. As you would imagine, there is no one size fits all model but by following a general formula, anyone can become influential.
In elite sport, all athletes are equal; some however are undoubtedly more equal than others. In a world where human beings are separated by their abilities on the field, is it fair to treat everyone equally? Is this egalitarian utopia even worth pursuing? Would this approach negatively impact the creativity and flair of star athletes and how can coaches navigate this dilemma without alienating the rest of the squad? CONQA Sport explores these questions and more.
Allister Coetzee has been appointed the 23rd Springbok rugby coach and has immediately sought to establish an era marked with youth and excitement. With an average age of just under 26 years, this is a team that might lack experience but has all the potential for something truly great. What Coetzee will need to do is unify all 31 players under a single ethos – perhaps the most challenging task for any head coach or manager of a national team.