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?
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?
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.
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.
All records are made to be broken but some are just never expected to do so. One of those was Michael Johnson's 43.18 set in the 400m in 1999. However, at the Olympic Games in Rio last year, Wayde van Niekerk smashed it out the park with a mind blowing 43.03. The women behind his success, "Tannie Ans" Botha, speaks to CONQA on how that record has changed their relationship, how the pair are striving for more success and what it would take to join the pantheon of greats who claim gold in both the 400m and 200m.
The true test for any elite athlete is bouncing back from adversity. For the Lions half back pair of Elton Jantjies and Faf de Klerk, the climb up from last season’s poor showing with the national side will be an arduous journey. With high performance coach, Tim Goodenough, CONQA explores the process of rebuilding confidence to return to the top.
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.
Rather than look back on the year that was, CONQA Sport is casting an eye on 2017 and calling on the powers that be to make some changes to improve the games we love. In the cutthroat world of top level sport, stagnation is suicide and so, along with some of the leading figures in the industry, we have compiled a 2017 wish list for a happy and elite new year.
It’s a throwaway term for pundits and scribes whenever a coach bumbles his way through a press conference after his team has lost another game, but what does “losing the dressing room” actually mean? CONQA Sport explores this fascinating concept and calls on two legends in their field to help out. Next time you hear this phrase, you will have a better understanding of its meaning and nuance.
Two giants of world sport have recently felt the painful bump of reaching bedrock and now have to make some dramatic changes if they want to taste the glories of the past. South African rugby and Australian cricket sides used to command respect from opposition by virtue of their dominance. Today they are both facing unprecedented crises. CONQA Sport offers a way out for both of these once proud juggernauts.