Standing on the sidelines of a football pitch with the world watching you perform – and your team of the best players you could pull together – must be tough for any coach. It sounds a lot like corporate leadership – getting a group of talented individuals to work together while others are pressuring you (and them) to perform.
Being a leadership junkie, I am always watching how people lead and, naturally, I couldn’t help but observe a number of leadership lessons while taking in the Fifa World Cup. Here are a few tips that we can take from the sidelines to the boardroom.
Luiz Felipe Scolari, the Brazilian football manager, didn’t hesitate when he saw one of his players lying on the ground. When a weeping Neymar buried his face into his hands, the coach calmly walked over, picked him up and embraced him.
Was he a coach or a dad? “Big Phil”, as his players call him, is like a father to them. Scolari knew he had to be there for him in the same way the coach has been there for everyone else in the young Brazilian team.
In this region, this is what we call patriarchal leadership – the leader being a father-like figure for his team.
No matter what anyone says, the US team’s failure to defeat Belgium falls on Jurgen Klinsmann’s (Team USA’s manager) shoulders.
Forgotten are the 105 minutes that preceded the rousing comeback attempt in the final 15 minutes on the back of the youngest player on the team, a never-say-die moment. It was in those first 105 minutes where Belgium laced 38 shots at goalkeeper Tim Howard, getting 27 on goal, along with 19 corner kicks. Despite everything that occurred in those final 15 minutes, Belgium was never in danger of losing to the US.
Klinsmann decided to play a different line-up for the fourth consecutive match, benching the most reliable central midfielder on his roster in favour of a mistake-prone defender playing out of position. While it’s important to adapt your strategy and approach based upon market conditions, when it doesn’t fare well it’s only logical that the leader receives blame, such was the case against Belgium.
The US game plan was flawed from the outset and Klinsmann was not only incapable of fixing the problems, he exacerbated them at pivotal moments in the match. It wasn’t bad luck, it wasn’t lack of effort, it wasn’t even fatigue that cost the US a spot in the quarter-finals – it was the leader.
The social media sensation, Miguel Herrera – Mexico’s manager – in just seven months has turned Mexico around from a team low on confidence and lacking ideas. Mexicans saw a team that outplayed the Netherlands for large parts of the round of 16 game, drew against the host nation and defeated Croatia and Cameroon.
One of the toughest parts of every World Cup coach’s job is converting highly talented individual players into team players. This is what leaders have to do every day – take individually talented employees and turn them into a successful collaboration machine.
The job description for the Mexico manager has now changed. The upcoming task contains a whole different list of requirements. It’s no longer a case of rallying the troops, qualifying past New Zealand and putting a team together as quickly as possible to show heart and attempt to reach the quarter-final. It is now choosing and developing the most talented players of the younger generations, picking the right experienced heads to guide them along, showing patience, building a team and maintaining the intensity for four long years.
There is a constant need to adapt your leadership focus given the growth of your team. This will be the challenge for Mexico’s manager – building a team for the future; finding tomorrow’s talent and developing them today.
Just as Klinsmann said: “Every coach I worked with had an influence on what I am doing today. And I had some phenomenal coaches.” We can learn about leadership everywhere we look, even from the sidelines.
Tommy Weir is a leadership adviser and author of 10 Tips for Leading in the Middle East and other leadership writings. Follow him on Twitter: @tommyweir
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Founders: Ines Mena, Claudia Ribas, Simona Agolini, Nourhan Hassan and Therese Hundt
Date started: January 2017, app launched November 2017
Based: Dubai, UAE
Sector: Private/Retail/Leisure
Number of Employees: 18 employees, including full-time and flexible workers
Funding stage and size: Seed round completed Q4 2019 - $1m raised
Funders: Oman Technology Fund, 500 Startups, Vision Ventures, Seedstars, Mindshift Capital, Delta Partners Ventures, with support from the OQAL Angel Investor Network and UAE Business Angels
What is an ETF?
An exchange traded fund is a type of investment fund that can be traded quickly and easily, just like stocks and shares. They come with no upfront costs aside from your brokerage's dealing charges and annual fees, which are far lower than on traditional mutual investment funds. Charges are as low as 0.03 per cent on one of the very cheapest (and most popular), Vanguard S&P 500 ETF, with the maximum around 0.75 per cent.
There is no fund manager deciding which stocks and other assets to invest in, instead they passively track their chosen index, country, region or commodity, regardless of whether it goes up or down.
The first ETF was launched as recently as 1993, but the sector boasted $5.78 billion in assets under management at the end of September as inflows hit record highs, according to the latest figures from ETFGI, a leading independent research and consultancy firm.
There are thousands to choose from, with the five largest providers BlackRock’s iShares, Vanguard, State Street Global Advisers, Deutsche Bank X-trackers and Invesco PowerShares.
While the best-known track major indices such as MSCI World, the S&P 500 and FTSE 100, you can also invest in specific countries or regions, large, medium or small companies, government bonds, gold, crude oil, cocoa, water, carbon, cattle, corn futures, currency shifts or even a stock market crash.
COMPANY%20PROFILE%20
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Ten tax points to be aware of in 2026
1. Domestic VAT refund amendments: request your refund within five years
If a business does not apply for the refund on time, they lose their credit.
2. E-invoicing in the UAE
Businesses should continue preparing for the implementation of e-invoicing in the UAE, with 2026 a preparation and transition period ahead of phased mandatory adoption.
3. More tax audits
Tax authorities are increasingly using data already available across multiple filings to identify audit risks.
4. More beneficial VAT and excise tax penalty regime
Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.
5. Greater emphasis on statutory audit
There is a greater need for the accuracy of financial statements. The International Financial Reporting Standards standards need to be strictly adhered to and, as a result, the quality of the audits will need to increase.
6. Further transfer pricing enforcement
Transfer pricing enforcement, which refers to the practice of establishing prices for internal transactions between related entities, is expected to broaden in scope. The UAE will shortly open the possibility to negotiate advance pricing agreements, or essentially rulings for transfer pricing purposes.
7. Limited time periods for audits
Recent amendments also introduce a default five-year limitation period for tax audits and assessments, subject to specific statutory exceptions. While the standard audit and assessment period is five years, this may be extended to up to 15 years in cases involving fraud or tax evasion.
8. Pillar 2 implementation
Many multinational groups will begin to feel the practical effect of the Domestic Minimum Top-Up Tax (DMTT), the UAE's implementation of the OECD’s global minimum tax under Pillar 2. While the rules apply for financial years starting on or after January 1, 2025, it is 2026 that marks the transition to an operational phase.
9. Reduced compliance obligations for imported goods and services
Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations.
10. Substance and CbC reporting focus
Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity.
Contributed by Thomas Vanhee and Hend Rashwan, Aurifer
White hydrogen: Naturally occurring hydrogen
Chromite: Hard, metallic mineral containing iron oxide and chromium oxide
Ultramafic rocks: Dark-coloured rocks rich in magnesium or iron with very low silica content
Ophiolite: A section of the earth’s crust, which is oceanic in nature that has since been uplifted and exposed on land
Olivine: A commonly occurring magnesium iron silicate mineral that derives its name for its olive-green yellow-green colour
MATCH INFO
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Vinicius Junior (71') Mariano (90 2')
Barcelona 0
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Mini John Cooper Works Clubman and Mini John Cooper Works Countryman
Engine: two-litre 4-cylinder turbo
Transmission: nine-speed automatic
Power: 306hp
Torque: 450Nm
Price: JCW Clubman, Dh220,500; JCW Countryman, Dh225,500
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GOLF’S RAHMBO
- 5 wins in 22 months as pro
- Three wins in past 10 starts
- 45 pro starts worldwide: 5 wins, 17 top 5s
- Ranked 551th in world on debut, now No 4 (was No 2 earlier this year)
- 5th player in last 30 years to win 3 European Tour and 2 PGA Tour titles before age 24 (Woods, Garcia, McIlroy, Spieth)
GAC GS8 Specs
Engine: 2.0-litre 4cyl turbo
Power: 248hp at 5,200rpm
Torque: 400Nm at 1,750-4,000rpm
Transmission: 8-speed auto
Fuel consumption: 9.1L/100km
On sale: Now
Price: From Dh149,900
Petrarch: Everywhere a Wanderer
Christopher Celenza,
Reaktion Books
THE BIO: Mohammed Ashiq Ali
Proudest achievement: “I came to a new country and started this shop”
Favourite TV programme: the news
Favourite place in Dubai: Al Fahidi. “They started the metro in 2009 and I didn’t take it yet.”
Family: six sons in Dubai and a daughter in Faisalabad
THE SPECS
Engine: AMG-enhanced 3.0L inline-6 turbo with EQ Boost and electric auxiliary compressor
Transmission: nine-speed automatic
Power: 429hp
Torque: 520Nm
Price: Dh360,200 (starting)