Borthwick's Great Expectations: Lessons For Leaders

The best aren’t getting better on their own, they’re getting better because they are being coached.

As high-performance coaches and leaders, we know that success doesn’t come just from winning on the field or delivering exceptional results—it comes from building cohesive, motivated teams that thrive in high-pressure environments. Steve Borthwick’s recent experience as head coach of England Rugby highlights some critical leadership lessons we can all learn from, particularly when it comes to managing teams at the highest level and the expectations he has for staff under his management. Now, Steve is no newbie to being a head coach and he’s successfully managed Premiership side Leicester Tigers. But everything changes when you take the England job.

The past months have seen Borthwick lose key figures in his backroom staff, including defence coach Felix Jones and strength and conditioning experts Aled Walters and Tom Tombleson, resign. While the full reasons behind these exits remain unclear, it has become evident that leadership style, team dynamics, and work-life balance played a role.

The man himself is known for his meticulous, tactical approach, and famously took over from Eddie Jones (another hard task master) with the goal of resetting England’s rugby fortunes. However, despite his tactical expertise and rigorous focus on detail, his leadership style has come under fire many times already and may have contributed to a strained work environment, ultimately leading some of his staff to seek opportunities elsewhere. Though Borthwick’s early tenure has been marked by mixed performances, including a lackluster Six Nations and challenging World Cup warm-ups, it is clear that internal dynamics play an equally critical role in the ongoing reshuffle. Yet, despite these departures, key players still support the coach. But you can’t run a team on just ‘me’.

“Unstable Working Environment”.

One underlying theme appears to be an “unstable working environment.” Borthwick’s intense, detail-oriented style, a trait shaped by years of experience alongside Eddie Jones, has set high standards and coaches that worked with him at Tigers also echoed the intensity he expects from his staff. However, the expectation for staff to match his long, exacting hours—especially given the unique demands of international rugby—has reportedly strained relationships in the England camp. International coaching typically allows for more balanced schedules, with concentrated periods of high-performance delivery during camps. Borthwick’s approach, in contrast, may not have provided the same level of balance, contributing to an environment where cohesion and long-term commitment are increasingly in question.

As Borthwick rebuilds his team, his ability to adapt his leadership style and better align with the needs of his coaching staff will be critical to England’s future success on the international stage.

High-performance coaches and leaders should take note—this situation offers valuable insights into how to avoid similar pitfalls when managing your own teams.

What Works In One Team, Might Not Work In Another.

1. Avoid Micromanagement—Trust and Empower Your Team

A leadership style that focuses too much on controlling every detail can undermine the autonomy and creativity of your staff. Borthwick’s approach, reportedly fixated on rigid processes, may have stifled his team’s freedom to operate effectively. As a leader, your job is to provide clear vision and direction, then trust your team to execute. Allow them the space to leverage their expertise, which fosters innovation and ownership. Although some teams in their early development might require more rigidity, this doesn’t mean every team does. Play your situation, don’t anticipate it.

2. Balance High Expectations with Sustainability

Elite performance requires high standards, but pushing your team to mirror extreme work hours or unsustainable demands can backfire. In Borthwick’s case, the expectation that staff match his intense working hours led to dissatisfaction and burnout. High-performance leaders need to recognise the importance of sustainability. Particularly in international settings, where peak performance is needed during specific periods, leaders must protect their team’s well-being by ensuring balance and recovery time.

3. Prioritise Emotional Intelligence and Well-Being

Building a high-performance team isn’t just about technical excellence and strategy; it’s about fostering a culture of trust, empathy, and psychological safety. Borthwick’s leadership challenges appear to have stemmed from a lack of attention to these critical aspects, with reports indicating a stressful and unstable environment. In high-performance settings, leaders must prioritize the emotional and mental well-being of their staff, recognising that a supportive environment drives sustained peak performance. Regular check-ins, open dialogue, and personal engagement are essential to maintaining team cohesion and preventing burnout, disengagement, or high turnover.

4. Encourage Open Communication and Feedback Loops

In high-performance environments, optimal results depend on seamless, open communication. Leaders must create a culture where feedback flows freely, ensuring staff feel safe to offer honest input without fear of negative consequences. Borthwick’s intense leadership style may have restricted this, leading to disengagement and misalignment within the team. For young heads of department, fostering transparency and encouraging continuous, constructive feedback are essential to building trust, enhancing collaboration, and keeping everyone aligned with the team’s high-performance objectives.

5. Build a Vision That Resonates with the Whole Team

Leadership goes beyond tactical expertise; it requires a compelling vision that resonates with the entire team. Borthwick’s England project may have lacked the long-term confidence necessary to retain key staff. For young leaders in high-performance environments, it’s crucial to align your vision not just with organizational goals but also with the values and ambitions of your team. By involving your team in shaping this vision, you foster a sense of ownership and commitment, ensuring they are fully invested in the journey toward sustained excellence.

Advice for Young Heads of Department: Leadership Development for Lasting Success

For those stepping into leadership roles early in their careers, Steve Borthwick’s experience offers valuable guidance on how to avoid common pitfalls:

• Develop Emotional Intelligence Early

Leading a high-performance team is not just about knowing the game—it’s about understanding people. Early in your leadership journey, prioritize emotional intelligence. Be mindful of the well-being of your staff, and create a culture where their personal and professional needs are considered. This helps build loyalty, reduces turnover, and fosters a healthy work environment.

• Lead by Example, But Balance It with Empathy

It’s tempting to set the highest possible standards for yourself and expect your team to follow suit. However, this can lead to burnout if not balanced with empathy. Lead by example in terms of work ethic, but also demonstrate an understanding of sustainable workloads. Recognize when your team needs rest, recovery, and time to recharge. Remember, long-term success requires a long-term vision for both performance and well-being.

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