Tackling Business Challenges - Lessons Learned from the 2023 Rugby World Cup - Part 4 Generals and Soldiers: Leadership at all Levels

This marks the fourth post in a series of discussions that draw connections between the world of rugby and its relevance to the business world.

Part 4: Generals and Soldiers - Leadership at all levels

Leadership in business is often seen through a traditional lens, where executives are led by CEOs, Presidents, Vice Presidents, Directors, and Managers. Many hold the belief that leadership flows from the top down. However, in our business, as well as in most international rugby teams competing at the highest level, this perspective doesn't hold true.

Leadership in Rugby

From my perspective, sports have evolved over the past two decades to become more player-led and player-centric, rather than relying solely on traditional coach-player relationships. This shift is particularly evident in rugby, where leadership is no longer confined to the top but emerges from player committees, including senior and junior players, leadership groups, and larger, specialized coaching teams. In the 2023 Rugby World Cup (RWC), we can see numerous examples of this model and how it has contributed to success on the field.

Flatter Organizational Structure in Coaching and on the Field

During the RWC, with cameras capturing every moment, international coaching teams are strategically positioned around the pitch, closely connected to how the matches unfold. An effective tactic is to have an assistant coach equipped with a headset, also serving as a water carrier and kicking tee specialist. This ensures that players receive real-time information, aiding them in making decisions during the heat of battle. While there has been some pushback from governing bodies regarding who can be on the pitch and when, teams continue to make great use of this approach.

There is also substantial evidence that coaching teams have adopted flatter organizational structures. The World Cup winners, South Africa, under the leadership of Rassie Erasmus, Jacques Nienaber, and Felix Jones, exemplify this. Erasmus has empowered specialists like Nienaber and Jones to have a voice at the table, allowing them to debate tactics, structure, and styles of play. Jones, the least experienced on paper, had this to say about the dynamic:

“They think about things differently than what you’d expect. [Often] it’s another point of view that, in most cases, most people won’t have considered. Everything gets discussed, everyone makes a plan, and we align on that. If we agree, then great. If someone disagrees, and we have a better plan, then we go with that. It’s always enjoyable.”

This demonstrates that the traditional model of dictator-like coaching is either gone or fading from the landscape, and rightly so.

Multiple Leaders on the Field

In most new-era rugby setups, leadership groups are well-defined, consisting of the captain, vice-captains, and a handful of senior/junior players with leadership stature. This model allows for different perspectives, different leaders to step up as needed, and a natural succession plan to evolve as players age-out or leave the arena. The Scottish team, for example, has established a strong leadership group under Coach Gregor Townsend, where captain Jamie Ritchie and vice-captains Finn Russell and Grant Gilchrist serve as a trio of leaders. Townsend's perspective on this group is:

“Jamie leans on them, uses them, relies on them to help his captaincy, but the leadership is not a one or a three, it is everybody in the group being a leader at the right time for the team. As a coaching group, we have been pleased at how the leadership has grown, and the team has evolved as a group. It is a group that does not panic when things are going against them; they stay strong, listen, stay focused, and learn from things that have happened in the game and training.”

Translating this to Business

Identifying leaders in a 30-person rugby squad is relatively straightforward, but what about in organizations with hundreds or perhaps thousands of people?

When seeking out and assigning leadership roles, consider characteristics that may not be immediately obvious. In rugby, this could be the player who doesn't say much but never quits, helps teammates, and contributes consistently. In business, such qualities might include:

• curiosity,
• a willingness to solve complex problems,
• a proactive approach regardless of task "stature,"
• and a growth mindset

These are only some of the traits that are often overlooked, but if properly uncovered can identify some really strong performers.

I would challenge those reading this to see if there are individuals who may be overlooked but who have some/all of these traits. Then look for ways to help nurture these qualities.

Providing the Tools for Leadership Development

In the world of rugby, leadership groups play a pivotal role in fostering a dynamic and inclusive leadership culture. These groups encompass players from various positions and experience levels, allowing for a diverse array of perspectives. This diversity ensures that leadership traits are cultivated from a multitude of sources, strengthening the team as a whole.

Similarly, in the business environment, the concept of leadership groups or committees can be transformative. By involving individuals from different departments, experience levels, and backgrounds, organizations can tap into a wealth of perspectives that might otherwise remain untapped. This diversity can be a breeding ground for innovative ideas and fresh approaches to problem-solving.

However, involving individuals in leadership discussions and responsibilities is just the first step. To truly unlock the potential of emerging leaders, it is essential to invest in formalized training programs for both hard and soft skills in leadership development.

Leaders at Every Level

In conclusion, the success of both a rugby team and a business organization hinges on the effectiveness of their leadership. The organizational structure is a crucial determinant of how leadership traits are exposed and utilized. By embracing a more dynamic, inclusive, and player-centric approach to leadership, both rugby teams and businesses can unlock the full potential of their teams, fostering innovation and adapting to the evolving challenges of the modern world. The lessons learned from the 2023 Rugby World Cup serve as a testament to the power of this approach and offer valuable guidance for business leaders aiming to navigate the complexities of their own fields.

Thanks for reading,

Ryan