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.
CONQA enjoyed it's best year yet, however as a result of continuously improving, we have already set the gears in motion to build our success. As anyone in elite sport or business knows, stagnation is suicide. One trophy, medal, accolade or promotion should merely serve as a stepping stone.
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.
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.
They say an army marches on its stomach and the same could be said for an elite NFL team. The Dallas Cowboys have a new member in their ranks but he’s not responsible for tackling, running or throwing a football. Instead, Scott Senhert, Director of Sports Performance at the Cowboys, is tasked with the job of making sure the hulking footballers eat right. As he explains to CONQA, this is often easier said than done.
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.
In an exclusive interview, CONQA sat down with the Chief of the Singapore Sports Institute to discuss the small nation’s ambitious plan to be recognised not only as a host to the world, but as a force to be reckoned on courts, tracks, fields and in pools around the world.
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.
The world game’s global showpiece is set to expand from 32 to 40 teams as of the 2026 edition, a decision that has divided opinion across the world. Here, two writers with very different opinions weigh in on the debate and offer compelling arguments for both sides of the divide.
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.
In a somewhat unprecedented move, this summer’s South African. domestic T20 competition will go ahead without a title sponsor – unless something drastically changes in the next few weeks. This sheds some light on cricket’s relevance and the country’s economic climate, but that does not mean all hope is lost. Antoinette Muller from the Daily Maverick explores this thorny issue which can be viewed as a microcosm of the broader financial narrative in the nation in particular, and the globe in general.
Long before sport turned professional, elite athletes have acted as ambassadors for the societies they represent. As such, they have been labelled as role models and moral compasses whether or not they are deserving of those titles. But is this fair? Do we as the public hold our athletes to impossible standards not reserved for any other industry? How does being a role model impact performance and is the status even worth pursuing? CONQA Sport answers these questions and more.
The winds of change are sweeping through the world of coaching and structural hierarchies are being torn down. Coaches and managers are no longer the authoritative rulers who dole out knowledge and wisdom to players like a mother bird feeds her chicks. Today, coaches are facilitators: respected figures who help guide elite teams and athletes down the path to knowledge but leave the problem solving up to those who have to perform on the field of play. CONQA Sport speaks with John Pitts, an elite coach with experience in a wide variety of sports, to unpack this modern approach.