Latest news with #teams
Daily Mail
7 hours ago
- Sport
- Daily Mail
BORIS JOHNSON: In praise of competitive dads - even if being younger and fitter than me they've got more boing in the school sack race!
Right, I thought, there is nothing for it. We were under starters orders for the climactic event of the tournament, and in just a few seconds we would be off. My heart was pounding in my ears, lup-dup lup-dup, just like it did before the start of any critical sporting event of my youth. It was like the moment in rowing, the bumping fours or eights, before they drop the rope for the start of the race and your palms start to sweat with expectancy. It was like standing on the 22 line in rugby, and waiting to catch the ball at kick-off – knowing the entire opposition scrum is waiting to flatten you. It was tense.
Entrepreneur
a day ago
- Business
- Entrepreneur
This One Leadership Move Will Transform Your Team's Loyalty and Performance
Most leaders focus on technical skills, but this lesser-known trait quietly shapes team loyalty, engagement and long-term performance. Opinions expressed by Entrepreneur contributors are their own. For years, leadership development has focused on hard skills like operations, finance and technical know-how. But today, there's growing recognition that soft skills — especially emotional intelligence (EQ) — are just as vital, if not more so. EQ isn't just about being "nice" or managing conflict — it's about cultivating trust, improving communication and building resilient, high-performing teams. In a fast-changing workplace where expectations are rising and retention is a top priority, EQ has become a business imperative. Self-awareness beats spreadsheets Emotional intelligence starts with self-awareness. Leaders who understand their own emotions are better equipped to manage stress, give feedback and respond thoughtfully in challenging moments. And yet, many overestimate their emotional awareness. In a survey of more than 1,000 professionals, 20.6% of men and 17.1% of women believed they were more emotionally intelligent than their behavior suggested. That gap matters because blind spots in leadership often become pressure points across an organization. Building EQ involves engaging both verbal and nonverbal communication skills. This means not only listening and adapting but also reading emotional cues, responding empathetically, and modeling openness. It's less about control and more about connection. Related: Stop Losing Your Best Employees with These 3 Retention Strategies Don't just know it — practice it It's not enough to understand EQ in theory. Like any business skill, it takes action to develop. Leaders can strengthen their emotional intelligence by: Participating in coaching or mentoring programs Joining leadership development cohorts that include peer feedback Having real, honest conversations with employees about emotional wellbeing The most effective organizations embed EQ into their culture, starting with hiring. When emotional intelligence becomes a hiring lens, companies reduce mis-hires and build more cohesive teams. Ask candidates how they navigate disagreements, respond to constructive feedback, or bounce back from failure. Their answers reveal more than technical skills ever could. Emotional intelligence isn't optional at the top Leadership isn't just about setting strategy — it's about setting the tone. Executives who lack EQ often struggle to inspire trust or connect across teams. They may deliver results in the short term but fail to build sustainable momentum. In contrast, emotionally intelligent leaders: Attract and retain top talent Understand team dynamics and resolve conflicts early Foster a culture of psychological safety and high performance These leaders also lead by example. When executives participate in team trainings or feedback sessions, it sends a powerful message: growth is for everyone, not just junior staff. Related: How to Create a Winning Employee Retention Strategy Empathy is the new currency of culture Today's workforce expects more from leadership: more empathy, more flexibility and more humanity. They don't just want a job — they want to feel seen, valued and supported. When companies prioritize EQ, employees respond with higher engagement, better communication and deeper loyalty. That's not just good for morale — it's good for business. The result? A workplace where people thrive, performance improves and culture becomes a competitive advantage. EQ is the edge Emotional intelligence isn't a bonus trait — it's a leadership essential. Developing it takes intention, but the return on investment is exponential. Stronger teams. Smarter hiring. Greater retention. Better results. When EQ becomes the standard rather than the exception, everybody wins.
Forbes
a day ago
- Business
- Forbes
Business Leadership Development In An Uncertain Economy
Identify key risks to the business. Business leaders know the future is uncertain. The sharpest ones sketch out contingency plans for the things that could go wrong at the company. They could be external changes, such as recession, technological change, different social attitudes, new regulations, or upstart competitors. Some of the risks are internal: a critical machine goes down, the sales manager quits, or a supplier cannot deliver. The good business leader also knows that luck happens. Some external change could help the company, and the internal operations could click like they never have before. With inherent uncertainty, the business leader sketches out contingency plans for both downside risks and upside opportunities. The leader probably thinks about contingencies in the shower, in the car and listening to a boring report. But it's not enough for the top executive to think through possibilities, unless it's a one-person organization. The other people at the company, who will implement the various contingency plans, need to participate in the exercise. The best way to start is to ask the key managers. Ask them what the risks and opportunities will be. When the boss brings up a subject, like the possibility of recession, subordinates will simply nod their hods. But if the leader asks each manager to come to the meeting with a list of risks and opportunities, they need to stop and think for themselves. The team can sort through the various issues and prioritize them. The next step is to sketch out a contingency plan for each uncertainty. 'Sketch' is the key concept. Detailed plans such as would go into a three-ring binder will likely be out of date by the time the issue comes to pass. And many risks never occur, so too much time spent planning will be wasteful. However, sketching out contingency plans for risks and opportunities provides two key advantages for the business. First, plans developed in advance will be implemented more quickly. That can make all the difference in the world. Executives at companies that go bankrupt are rarely surprised. They usually see their problems developing, but delay taking action. Developing a contingency plan ahead of time really helps. The second benefit to contingency plans comes from the relaxed atmosphere in which they are created. Recessions, for example, trigger great fear and panic. Decisions usually are not best when made in a highly emotional state of mind. But when people can kick around an idea in a relaxed atmosphere, they can prioritize the business's long-term goals and corporate values. The managers who will be charged with implementing the contingency plans must own them. First, they should not be surprised. The top leader should not pull out a secret plan and direct the subordinate to implement it. Second, the managers have to believe in the plan. After involving them in contingency plan development, they may not concur with every element, but they will have seen how the plan was developed and the reasons for the tradeoffs chosen. The managers responsible for portions of the continency plan will be able to communicate with rank and file employees the basis for the plan: why it was developed and what values it tries to maintain. That will help employees better execute the plan. Similarly, when the company's suppliers and customers are impacted by the contingency plan, their company contacts will be able to communicate the reasons for the plan. When the day comes to implement a contingency plan, the one sheet of paper must be dusted off and reviewed. Some important aspects of the business may have changed, and the person who will implement the plan needs the opportunity to tell the CEO in what way the plan is obsolete. Usually just a quick adjustment is needed, but occasionally a major revision will be called for. Like any business plan, it will not work out exactly as envisioned. The department manager who must execute the plan will—hopefully—see the change that is needed. Importantly, that manager will understand the goals of the plan, including maintaining the company's vision and values. Modifying a plan goes more smoothly when the foundations of the plan are well understood. After the contingency plan has been executed, it's time to celebrate—and evaluate what was learned. That provides a natural basis for developing the next set of contingency plans.
BBC News
2 days ago
- Sport
- BBC News
Quiz! Can you locate these Club World Cup teams?
Thirty-two teams from around the world are taking part in this year's Club World you point to half of them on a map? It's time to put your football and geography knowledge to the test! Go to our dedicated football quizzes page, where you can have a go at previous editions and sign up for notifications to get the latest quizzes sent straight to your device
News.com.au
3 days ago
- Sport
- News.com.au
NBL to reward players with biggest prize money in history as part new mid-season tournament
The NBL's players will receive the biggest prize money reward in league history as part of a new in-season tournament dubbed the Ignite Cup. In a bid to give the NBL regular season a boost, officials have created an exciting Wednesday night competition with big cash on the table for the winners. There is a massive total prize pool of $400,000, with $300,000 for the winning team and $100,000 for the runner-up. In a league-first, 60 per cent of the prize money will go directly to players, and the remaining 40 per cent to clubs. All Ignite Cup games will count towards the regular season standings, with the first games to start on October 8. Coming soonâš¡ï¸� — NBL (@NBL) June 17, 2025 The tournament – which will add an extra 21 games to the schedule - culminates in a standalone Ignite Cup Final to be played outside of the traditional NBL draw. The new tournament will also unveil an innovative scoring system to maintain interest throughout the entire game. The winning team will receive three points, while teams earn one point for winning each individual quarter. If both clubs score the same number of points in a quarter, they each receive 0.5 points. . This format ensures every quarter is a high-stakes 'mini-battle' for crucial ladder points. The Ignite Cup will aim to establish Wednesday nights as unmissable midweek blockbusters The fan-first approach promises new entertainment and energy. The quarter-by-quarter drama ensures constant intensity beyond just the final game score. There will be never-before-seen updates to the visual spectacle for broadcast and in-game experience.
