With the Rugby World Cup currently being played in Japan, it is timely to look at the most successful rugby team in the world and the reasons for their success. Key is leadership, from the very top of the organisation: the CEO and Board down to the coach, support staff, captain, and players. The All Blacks provide valuable leadership lessons that can be applied in business.
Be clear about what you are trying to achieve and that your people understand this.
There is a clear understanding of the purpose of the organisation. Everyone knows what needs to be achieved and how they are going to get there, including roles and responsibilities. They are consistent with their approach, understanding the standards and processes that need to be followed. They model high standards of behaviour demonstrated through their ethics and integrity. They are role models, and everyone in the organisation is a ‘leader’ through their actions and words. Everyone understand their purpose and is moving in the same direction.
Break down major goals into smaller steps and achievements along the way.
They know what the major goals such as the World Cup are, and set goals and targets along the way to achieving that major success. By doing so they are able to gauge whether they are on track and make adjustments as required to achieve those major goals. Goals are not just about business targets (wins and losses), they invest in their people and see improvements in people as a major part of their success.
Build a support network around leaders.
They give leaders in the organisation the support they need to achieve the goals that have been set. Whether that be personal and professional development; resources (human, physical and financial); or systems – leaders in the business have the support they need to be effective and efficient.
Get the right people on the bus.
Culture is key to success. People who are going to be part of the organisation must meet the standards and expectations. They give people time to perform to the standards required, coaching and mentoring them to meet those standards. The people willing to commit; be selfless; work for each other; continually look to improve will be on the bus. Those who won’t fit in with the culture of the organisation and fall short of the standards required won’t stay on the bus. Leaders set the standards for what it requires to be ‘on the bus’.
Communicate, communicate, communicate.
Everyone is on the same page. Constant and consistent communication through all levels of the organisation ensues that everyone knows what is happening at all times. Information is clear and concise with opportunity for feedback and clarification. Leaders are vital, with a major part of their role providing open and honest feedback on a regular basis.
Constantly look for new talent, new skills and innovative thinking.
They don’t rest on their current success. The search for new talent is ongoing, constantly looking for ways to improve the organisation in all areas. They encourage change and innovation as they constantly search for their competitive edge. They see change as inevitable and necessary, always prepared to look forward.
No individual is greater than the sum of the whole.
They understand what it means to be an ‘All Black’. Being part of the organisation is not about individual success – it is about the organisation and the team being successful. There is a requirement to leave the ‘jersey’ better than what you found it – players are challenged, “What will be your legacy?” Leaders focus on a ‘team first’ mentality.
When you have the right people, back them.
If they believe they have the right people, they support them even through tough and challenging times. They build on their success and more importantly learn from their mistakes.
Lead by example.
Their leaders are expected to set the standards on and off the field. They are the bench marks for others in the organisation. No-one is asked to do something that a leader does not – the leader will act in a manner that they expect the rest of the team to follow.
You are only as good as your next game.
They are constantly looking to improve. Even after their most impressive wins, they talk about the areas they need to improve, the lessons they learned and how to apply them next time. They don’t rest on their laurels and keep setting the bar higher. They challenge each other to be better.
Take time and care to induct new people, ensuring that they understand the culture of the organisation.
The nature of the organisation is that new people are always entering, whether they be players, coaches, support staff or administrators. They see this as necessary, to keep things fresh, bring new skills and help with innovation. Those coming into the organisation are expected to align with its values and standards. Those who are already in the organisation, particularly the leaders, work with those who are new to understand and meet those expectations.
Celebrate the wins but not at the expense of the major goals.
They make sure that their victories and successes are celebrated however not at the expense of their major goals. They are quick to move on and plan for the next win. People are recognised for their roles in the ‘wins’ across all parts of the organisation. Leaders maintain focus and make sure their people do the same.
Successful organisations invest in their people.
They genuinely care about their people. They want them to be better people. They are empathetic and supportive. They coach and mentor their people to improve and develop, not just on the field but also off the field. They recognise and reward their people for their roles in supporting the organisation and team to meet its goals.
There is an alignment between high performing sporting organisations and successful businesses and how each achieve meeting their goals. The All Blacks are one of the most successful sporting organisations in history – business and leaders an take much away from how they achieve success.
Leadership & Performance Partners can assist you and your business to improve your leadership capabilities. Contact us to find out more.
Acknowledgement: Bruce Cotterill
