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.
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.
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.
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.
Change is an inevitable part of life and either you are shaping the world around you or you're being shaped by forces beyond your control. Astute leaders know this and not only disrupt the environment they inhabit and bend their surroundings to their will. But change is scary and if a leader loses control there can be dire consequences to face. With the help of Mark Fitzmaurice, a 30 year veteran at Dale Carnegie, CONQA explores the challenges that change brings.
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.
After our conversation with Professor Jennifer Chatman from the University of California, Berkeley, we have become entangled in the complexities a leader faces when confronted with a multi-cultural team. With the help of two of South Africa’s greatest sports leaders, we unpack the conversation even further to get to the heart of 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.
The world might be hurtling towards a hegemonic global village, but it’s not there yet. Multiple cultures, worldviews, identities and philosophies permeate throughout every facet of society and sometimes, coalescing individuals under a unified ethos can be a challenge for even the most astute leaders. With Professor Jennifer Chatman at the University of California, Berkeley, CONQA explores the challenges of managing a diverse team.