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Strategic Patience: Razor Robertson’s All Blacks Leadership Formula
The LAB Performance
August 30, 2024 • Reading Time: 8 minutes
The best aren’t getting better on their own, they’re getting better because they are being coached.
Scott Robertson, All Blacks Head Coach
We all move on, it’s apart of life and more importantly our career development. But when you start a new role it can also be the most precarious time and one that could ultimately make or break your time at that organisation, especially as a leader.
As a high-performance leader or coach, the first 90 days in a new role are critical. The desire to make an immediate impact is strong, and the pressure to demonstrate your value is ever-present. However, these early days are fraught with a common pitfall—initiating change for change’s sake. One of the most illustrative examples of avoiding this trap comes from Scott Robertson, the head coach of the All Blacks. When stepping into a high-stakes role, it’s natural to want to make swift changes to showcase your leadership and vision. However, such actions can backfire if not carefully considered. Scott Robertson’s recent transition to head coach of the All Blacks provides a masterclass in how to navigate these pressures thoughtfully.
Scott Robertson’s Strategic Approach
Scott "Razor" Robertson is no stranger to success. His impressive tenure with the Crusaders, where he led the team to multiple Super Rugby titles, made him a standout candidate for the All Blacks’ head coach position. Known for his innovative coaching style and strong rapport with players, Robertson's appointment came with high expectations. Yet, despite his proven track record, Robertson didn’t rush to implement sweeping changes upon taking the reins of one of the world’s most iconic rugby teams. Instead, he chose to approach his first 90 days with caution and respect for the existing framework, understanding that the All Blacks’ legacy isn’t just built on winning games, but on a deeply ingrained culture of excellence.
For high-performance leaders and coaches, Robertson’s approach offers a valuable lesson: the importance of listening and observing before acting. In your first 90 days, prioritise understanding the strengths, weaknesses, and dynamics of your new environment. Engage with your team members, ask questions, and gather insights that will inform your decisions moving forward. Below are 3 key area’s new leaders need to focus on:
Understanding Organisational Context: No matter how successful you’ve been in previous roles, every team or organization has its own unique culture, history, and dynamics. Robertson recognized that the All Blacks are more than just a rugby team—they are a symbol of national pride with a storied history. He spent his initial days observing, listening, and understanding the intricacies of the team, rather than making immediate changes that could disrupt the delicate balance.
Preserving Stability While Planning Change: High-performance environments thrive on stability, especially during leadership transitions. Robertson knew that maintaining the All Blacks’ cohesion was crucial, particularly in the lead-up to major competitions. By not making hasty decisions, he avoided the common mistake of disrupting established routines and relationships, which could have negatively impacted the team’s performance.
Building Trust Through Respect and Patience: Trust is the bedrock of any successful team. Robertson understood that earning the trust of the All Blacks—both the players and the broader organisation—was more important than imposing his authority through immediate change. By respecting the work of his predecessors and the team’s existing culture, he ensured that any future changes would be accepted and supported by the entire organisation.
Making Thoughtful, Impactful Changes
Effective leadership isn’t about making changes quickly—it’s about making the right changes at the right time. Scott Robertson’s approach with the All Blacks highlights the importance of strategic planning and timing. Once he had a clear understanding of the team’s needs, Robertson began to introduce his ideas, ensuring they aligned with the team’s goals and culture.
Identify Early Wins Without Disruption: Robertson identified areas where small, strategic adjustments could yield immediate benefits without causing major disruptions. These early wins helped build confidence in his leadership and set the stage for more significant changes down the line.
Developing a Long-Term Vision: By taking the time to observe and learn, Robertson was able to craft a long-term vision for the All Blacks that respects their legacy while also pushing for continued innovation and excellence. His approach shows that change, when carefully considered and strategically implemented, can enhance performance without undermining existing strengths.
Engaging the Team in the Process: Robertson’s success as a coach has always been rooted in his ability to foster strong, collaborative relationships with his players. By involving the All Blacks in the decision-making process, he ensured that they were not just passive recipients of change but active participants in shaping their future. This approach not only builds buy-in but also empowers the team to take ownership of their performance.
"When you’re a leader, you’re no longer responsible for doing the jobs; You are now responsible for inspiring , coaching, mentoring and motivating your team to produce their very best work."
As a high-performance leader or coach, your first 90 days are not just about making your mark—they’re about laying the foundation for lasting success. Scott Robertson’s transition to head coach of the All Blacks is a powerful example of how patience, respect for existing structures, and strategic planning can lead to more meaningful and sustainable change. In the fast-paced world of high-performance leadership, it’s easy to fall into the trap of change for change’s sake. But as Robertson’s experience shows, sometimes the most impactful decision you can make is to wait, listen, and learn before acting. By following this approach, you can ensure that when you do make changes, they are not just necessary, but transformative.
Coaches Notes:
Prioritise Understanding Before Acting
Lesson: Before making any changes, invest time in deeply understanding the team’s culture, history, and dynamics. This foundational knowledge will guide your decisions and help you avoid actions that might disrupt the existing positive elements.
Action: Spend the first few weeks actively listening to your team, observing their interactions, and learning about the systems in place. Hold off on major changes until you have a comprehensive understanding of the environment.
Value Stability During Transition
Lesson: Stability is crucial during leadership transitions. Avoid making abrupt changes that could unsettle the team and disrupt their performance.
Action: Focus on maintaining consistency in training routines and team structures initially. Look for areas where continuity is key, and make only small adjustments that enhance rather than overhaul existing processes.
Build Trust Through Respect and Patience
Lesson: Trust is earned over time, and respecting the team's existing achievements and culture is essential. By being patient and not rushing into change, you demonstrate respect for the team’s past successes and their current efforts.
Action: Acknowledge and celebrate the team’s previous accomplishments. Engage in open, honest communication with players and staff, showing that you value their input and experience.
Strategically Identify and Implement Early Wins
Lesson: Early in your tenure, look for quick wins—small, impactful changes that can build momentum and demonstrate your leadership’s effectiveness without causing disruption.
Action: Identify areas where minor adjustments can lead to immediate improvements, such as tweaking a specific drill or refining a communication protocol. Use these early successes to build confidence within the team.
Involve the Team in Shaping the Future
Lesson: Collaboration is key to successful, sustainable change. By involving the team in the decision-making process, you create a sense of ownership and collective responsibility for the team’s future direction.
Action: Regularly consult with players and staff when considering changes. Create forums for open dialogue where team members can share their insights and ideas, ensuring that any changes reflect the team’s collective wisdom and goals.