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Wednesday, December 4, 2013

Bringing Back Inspiration?

Time for England to have the guts to back inspiration over perspiration

New Zealand and Australia show the home nations a touch of sublime skill is the key to winning Test matches
Tuesday 3 December 
Three games, all of them spectacular in their different ways, illuminated the autumn. Stitch together the highlights of England v New Zealand at TwickenhamIreland v New Zealand in Dublin and Wales v Australia in Cardiff and a common theme emerges. While all three contests were won by the away side, it was the way the victories were achieved that was more significant.
In each case the home team gave everything and felt the outcome might have been different. The winners had to work hard but the secret of their success had as much to do with inspiration as perspiration.
At Twickenham it was Ma'a Nonu's sublime up-and-over offload to Julian Savea and Kieran Read's dexterity which made the critical difference. In Dublin it was the All Blacks's innate ability to counterattack from deep even in the game's dying moments. In Cardiff it was the sheer genius of Quade Cooper and Israel Folau that gave the Wallabies their edge.
This is not necessarily how leading coaches like to deconstruct narrow defeats. It is often easier to point to the defensive howler, the missed tackle or the tactical misjudgment than to acknowledge the brilliance of an opponent. It depends, to some extent, how many geniuses your own team possess. If the answer is none then buckets of sweat may be ultimately the only option.
Yet the abiding lesson of the 2013 autumn internationals is surely this: if you have got it, the time to flaunt it has arrived. With Cooper at fly-half – and with the luxury of quick ball – Australia looked a class apart from the side who lost to the British and Irish Lions. Not since the heyday of David Campese has a player made the outrageous look so insouciantly normal at the highest level. Far from this so-called maverick costing the Wallabies games he is starting to win big Tests and transform the way Australian rugby feels about itself. The trick – and take a bow, Ewen McKenzie – is having the guts to trust the bloke in the first place.
Not every coach is prepared to make that leap of faith. All too often we are told the modern game requires a capable risk manager at No10, someone who needs to be able to kick, tackle and organise before anyone worries about distribution skills, but if two teams are equally well prepared, equally fit and equally physical, where is the point of difference going to be found?
The best teams are increasingly those who can unlock a door by stealth or sublime skill rather than just trying to knock it over. South Africa have Willie le Roux, New Zealand have Israel Dagg, Australia have Cooper and Folau yet the British and Irish 15-a-side game is rearing too few equivalents. Anthony Watson and Jonny May (both English) have something about them but they are in a glaring minority.
Some clubs do not seem interested in such trivialities. Newcastle Falcons are making a determined fist of staying in the Premiership but the statistics reveal they have scored only three tries in nine league games this season. It is the kind of strike rate which will spell trouble if their goalkickers start missing. Contrast their approach with the positive-minded Exeter Chiefs who, admittedly, have lost their past two games against Saracens and Bath. They will soon start winning again if they maintain the ball-in-hand assurance they exhibited at the Recreation Ground. Although George Ford's boot did for them in the end, the Chiefs could unnerve Toulon in the Heineken Cup on Saturday given sufficient possession.
So imagine you are Stuart Lancaster. To win a World Cup, England need to inject a dash of the unorthodox behind the scrum. Where is the next Jason Robinson going to come from? Let alone the English Cooper? It is not the worst time for Danny Cipriani to be slowly regaining his confidence at Sale, the sublime drop goal he kicked at Saracens over the weekend a sure sign of his old talent. If England play safe or rely solely on their improving pack, the autumn evidence suggests they will struggle to scale any dizzying heights in 2015.

Still standing

Lancaster could also be forgiven for wondering if he will have 23 fit players for England's Six Nations opener against France in Paris on 1 February.The injury list grows ever worse, with Christian Wade, Marland Yarde, Ben Foden and Will Fraser joining Tom Croft, Manu Tuilagi, Geoff Parling, Joel Tomkins, Alex Corbisiero, Brad Barritt and Mako Vunipola on the sidelines. It is not just England … the casualties are an increasingly a fact of life in most nations, clubs and positions. It is easy to sit back and say it has always been a physical sport but if the toll continues to rise and the next two Heineken Cup weekends yield more long-term absentees everyone connected with rugby union will feel their pain.

Monday, December 2, 2013

An All Blacks Coach Must Win Every Game

Steve Hansen: An All Blacks coach must win every game - you don't have the luxury of being able to rebuild and lose

EXCLUSIVE INTERVIEW: New Zealand coach Steve Hansen talks to Ian Chadband about the pressure on the All Blacks to win

Steve Hansen: As All Blacks coach you have to win every game - you don't have the luxury of being able to lose and rebuild
Leaders of men: Steve Hansen (left) and Richie McCaw after New Zealand's victory over IrelandPhoto: GETTY IMAGES
When Steve Hansen started his dream job as New Zealand head coach at the start of last year, taking the reins of the world champions, he admits one nagging thought did gnaw away.
"I thought 'now I've got the job, I'm going to have to do the job' and there was a wee moment of thinking 'Am I actually good enough to do this?'" he recalls. "But you can't sit there and dwell on that, otherwise you'll never make it."
Two years on, can we safely say he made it? Twenty-eight Tests, 26 wins, one draw, one defeat, 101 tries scored. Average margin of victory:17.4 points per game. In 2013, 14 games, 14 wins, the first 100 per cent record by any team in the professional era.
So if Hansen had been told then he would preside over the most extraordinary two-year period of domination that the modern international game has seen, would he have conceived it possible?
"Well, anything's possible," he smiles. "But did I think we'd end up with this record? No, but I did think we had to have some really lofty goals and really work hard to improve on where we were. Otherwise, what was the point?"
"Now you can think 'that's pretty neat'. You feel humbled just to be part of it," says the 54-year-old. Yet Hansen makes it clear it is only a staging post. "I think we can get better next year and we must because everybody else will improve."
He is having to improve as a coach too. At half-time last weekend, with his men rattled, tired and down 22-7, here was the perfect gauge of how Hansen has developed his own art.
It is easy to believe that, with an image of being a bit of an old-fashioned, dour Kiwi bruiser, this one-time Christchurch-beat policeman might have gone in for some serious ear bashing. Not a bit of it.
"My image? In some ways, I don't care what people think. It's irrelevant.What matters is that my athletes understand what I'm like and I understand them," he says.
"When I was a kid, if mum and dad and teachers screamed and yelled at me it would turn me off. Coaches doing that doesn't actually fix the problem.
"I knew at half-time our attitude had been good so there was no need to give them a roasting. It was about bringing them together, showing them I actually still believed in them, that they could still do it."
A remarkable triumph ensued, one to elevate Hansen's status as a coaching master in his own right rather than just being seen as Graham Henry's old sidekick or, as many in Wales still remember him, as a grumpy failure running the national team a decade ago.
Yet Hansen swears it was during that tough two-and-a-half year spell in charge of Wales that the seeds of his current astonishing success were sown. "I think about it every day when I'm coaching because I learned so much there," he says.
It was a huge culture shock to be thrown into an alien, highly political environment after luxuriating in a winning regime back home in Canterbury. "The biggest thing I learned in Wales was you have to get the culture right, everybody putting the team first rather than themselves," he says.
Now, he believes perfecting that culture with the All Blacks is the keystone to their pre-eminence. His strength, he reckons, has been "man management" and the creation of a stimulating, humorous environment to accompany the highest professionalism.
"For me, if you've got that fun and stimulation in the right balance, then you'll get a performance every Saturday. This game doesn't have to be serious 24/7. When you train, you train; when you're not, have a bit of banter and a laugh. You need that to take away the tension and pressure because of the incredible expectation level."
Humility remains a prequisite too now that Hansen finds himself being raved about. "I just see it for what it is," he shrugs. "I'm just Steve Hansen, the same Steve Hansen. You've just got to stay humble. I just feel privileged to work alongside some of the world's very best rugby athletes."
His dad helped him stay humble. The hardest time during these two years of glory was when Des Hansen, a coach himself who used to mentor the Marist side in which his lad played at centre, died after a stroke last year.
"When he was coaching, most coaches were 'do it as I say' dictators but Dad challenged us to think 'why did that work? Or how could it work better?' Often, we'd discuss the (All Blacks) game and he wasn't shy about coming forward with his opinion. I know he'd be incredibly proud of what I've achieved."
Yet it may only be the start. Like his dad, Hansen is an innovator, open to ideas to improve a team which this year, he notes proudly, had to overcome "horrendous" injuries, forcing him to use a total of 42 different players.
Yet this year of search and experimentation has strengthened his hand, especially when other things never change, like Richie McCaw's form."He's playing as well as I've ever seen him. He's a machine, a freak," marvels Hansen.
Still, would a nation, and perhaps Hansen himself, consider it a failure should the All Blacks not return here in 2015 and successfully defend the World Cup?
"Some people may well say if we don't win it 'well, Hansen's failed'," he shrugs. "Yet the World Cup is only one task when you're involved with the All Blacks because this is a job where you don't have the luxury of being able to rebuild and lose. You have to win every game.
"If we're as successful in the lead up to the World Cup as we have been this past two years, then you'd look back and reflect 'actually we've done a pretty good job here. We've left All Blacks rugby better than we found it'. That's all I'm striving to do."
He is succeeding spectacularly.
A year in the life of the world’s best coach
Steve Hansen
Born: Mosgiel, New Zealand Age 54
Appointed: December 2011
Previous major head coach jobs: Wales, Canterbury/Crusaders
Overall record: 27 Tests, 25 wins, 1 draw (v Australia), 1 defeat (v England)
Hansen’s All Blacks in 2013: Played 14 Won 14
Opponents: France 4 times, Australia 3, South Africa 2, Argentina 2, England, Ireland, Japan.
Highlights
South Africa 27 New Zealand 38: The All-Blacks’ first win at Ellis Park since 1997 secured the Rugby Championship title in thrilling style.
Ireland 22 N Zealand 24: Perfect winning season seemed over when they conceded 19 unanswered points. But a converted injury-time try saw the All Blacks make history by the skin of their teeth.

Lessons from the All Blacks

Better people equals better business - lessons from the All Blacks

You'd think that the world's mightiest rugby team wouldn't lack for motivation or cohesion, but in 2004 the All Blacks were in terrible trouble.
Having feasted for 100 years on an extraordinary 75% winning record, results were slipping. The Men in Black had just come a miserable last in the Tri Nations, a championship they'd come to regard as their own.  
Worse, morale had plummeted. Their inspirational captain, Tana Umuga, was threatening to quit. Others too. The culture was drunk and disorderly, rotting from the inside.
Something had to change.
The senior leadership gathered for a three-day summit under head coach, Graham Henry, in what he now calls the most important meeting of his career.
Out of it came a new resolve - to redesign the world's most successful sporting culture - and a new phrase; Better People Make Better All Blacks. The strategy? Develop the character of the players off the pitch, so that they perform better on it.
The challenge was to work out how to make it real. After all says Henry, "There was no blueprint. You couldn't just look it up on the internet."
Their plan revolved around the following pillars:
  • Devolved leadership, involving techniques not dissimilar from the military's 'mission command' doctrine; to arm the players 'with intention' and to trust them to deliver.
  • Individual personal development; involving the creation of a 'living document' that charted individual progress day by day, week by week, season by season.
  • The creation of a learning environment modeled on Henry's experience as a headmaster; a philosophy of continual improvement encapsulated in the phrase 'Champions Do Extra’.
  • Train to win; training at intensity so Thursday's training was even more brutal than the cauldron of a test match, leading to recalibration of expectations.
  • A focus on brain biology in which they identified the effect of stress on cognitive function and developed triggers and anchors to help the players cope.
  • The ritualisation of behaviour around their core narrative; epitomised by the team's development of a new haka, Kapa o Pango.
This final element bound the rest together. "The success was being really good at that,' says Wayne Smith, the All Blacks assistant coach. 'Really good at making our team talks, our reviews, our game plans, all apply to the central story."
The results have, I believe, are important for HR professionals committed to delivering a commercial advantage.
Between 2004 and 2011, the All Blacks took their winning record from an extraordinary 75% (over 100 years, making them the most statistically successful sporting team in any code, ever), to an almost unbelievable 86%.
Clearly, the soft stuff - the story, the mind game - delivers the hard stuff, measurable competitive advantage. It also delivered a little gold cup. As Wayne Smith told me, 'extraordinary success demands extraordinary circumstances.'
In my bookLegacy: What the All Blacks can teach us about the business of life, I isolate the 15 key lessons in leadership I learned from my immersion into this inspiring environment.They are the proven principles that the All Blacks use to fuse themselves into a singularly effective high-performance organisation.
Here are a few of the All Blacks' secrets of success:
Sweep the Sheds
After a test, while young kids dream of All Blacks glory, the All Blacks themselves are picking up a broom and sweeping out the locker room. Surprisingly perhaps, a core All Blacks value is humility. They believe that stratospheric success can only be achieved by keeping their feet firmly on the ground.
Follow the Spearhead
Like all the great teams I studied for this book - the Chicago Bulls, the San Francisco 49ers, the Spanish World Cup winning football team - the All Blacks seek to replace the 'me' with the 'we'. No one is bigger than the team, so much so that there is an unofficial policy, 'No Dickheads'. They select on character over talent, believing that it delivers better long-term dividends. Something that many corporate environments might do well to consider.
Create a Haka
A key factor in the All Blacks rebirth was the development of the new haka, Kapa o Pango.By bringing the players and management together in an inclusive process that invoked the past while creating the future, the All Blacks reattached personal meaning to public purpose. Rituals reflect, remind and reinforce the belief system of the collective; it's no surprise that the organisations and cultures that have survived and thrived over the centuries - from countries to churches, Wal-Mart to Leo Burnett, have significent rituals at their core to communicate their story and purpose.
Pass the Ball
To paraphrase Tom Peters, leaders create leaders, not followers. Central to the All Blacks method was the development of leadership groups and the nurturing of character off the field, to deliver results on it. This involved a literal and metaphorical handing over of responsibility from management to players, so that by game day the team consiested of 'one captain and 15 leaders'. When it came down to the world cup final, New Zealand's forth choice fly half was able to step up when it counted and kick the winning points, a leader on the day.
Leave a Legacy
There is a Maori concept, whakapapa, which captures the idea of our genealogy, our lineage from the beginning of time to the end of eternity. The sun shines on this, our time, just for a moment and it is our responsibility to 'leave the jersey in a better place'. The All Blacks seek to 'add to the legacy' in everything they do, knowing that higher purpose leads to higher performance.
To regain their momentum, and to win back the World Cup, the All Blacks developed a values-led, purpose-driven high-performance culture and they used the power of storytelling to give it personal resonance. The result of this extraordinary environment was extraordinary results.
Those organisations that know what they stand for - and most importantly, why - consistently outperform those who are just going through the motions. They create better commercial results, generate more sales, deliver higher shareholder value, attract better talent, and retain it.
Clearly, many of the challenges HR leaders face are different to those of the All Blacks.Scale creates complexity, individual ambition can trump a collective spirit, organisational structure often undermines strategy. Nevertheless, if we seek to align all our people, resources and effort around a singular and compelling central narrative, and reinforce that story through communications, rewards, resourcing and training, the results will come.
We'll create our own legacy and leave our own jersey in a better place.