Alright, let’s keep digging into this. We usually only scratch the surface, talk about rugby as a rough guide to team success. But there’s more to it, layers beneath the mud and the muscle that are worth a closer look. Because when you see how they operate, how they really operate, you realize it’s not just about winning a game; it’s about building an outfit that can take on anything, anywhere.

First off, that idea of distributed authority. It’s more than just the captain shouting orders. Think of it like this: in the heat of battle, out on the pitch, there are a dozen or so blokes, all making game-time decisions, on the fly. They’re interchangeable, flexible, stepping up when and where they’re needed. The All Blacks, for instance, don’t just have one leader; they aim for a team of 15 leaders, each empowered to make calls. This isn’t some touchy-feely management theory; it’s about speed and responsiveness. A rigid hierarchy, with every decision needing a sign-off from the top, is slow, inefficient, and frankly, a relic in today’s fast-moving world. In business, empowering your people, giving them the freedom to pivot and try something new, even outside their usual remit, means your organization can snap to attention when opportunity knocks or a challenge rears its head.

Then there’s the bedrock of trust and strong relationships. It’s the silent contract players have with each other. On the field, you respect the ref, call them “sir” or “ma’am,” and you accept the calls. No tantrums. Off the field, after knocking lumps out of each other for eighty minutes, opponents often share a beer. That’s not just good manners; it’s the baseline. Without that fundamental respect, you get turf wars, information hoarding, and decisions made in the dark. In a crisis, that’s how you fold. This isn’t about being buddies; it’s about psychological safety, knowing you can try a risky move, like a “Sonny Bill” offload, and if it fails, your team has your back, they won’t blame you. Trust, you see, it unlocks everything. It allows for innovation, creativity, and the chance to surprise the opposition. It’s about knowing your teammates are attentive, available, and dedicated to the team’s best outcome, even if your decision doesn’t pan out.

And how do you get that trust? Part of it is inclusion and diversity. Look at a rugby team: a motley crew of all shapes and sizes-tall, small, fast, slow, from all over the world. This isn’t just a nod to political correctness; it’s a tactical advantage. A team that’s all the same will think the same, and they’ll have the same blind spots. But bring in different perspectives, different skills, and suddenly you’re seeing the whole field, covering all angles. It’s about empowering everyone to bring their “whole selves” to work, because that’s where true strength comes from. It’s about understanding that differences serve the greater good.

Now, all this fancy footwork and distributed power is useless without communication. And I don’t just mean barking orders. It’s the raw, aggressive body language of the All Blacks’ Haka, sending a message of unity and strength to both foe and friend. It’s direct verbalization, calls and catch cries, the on-ball and off-ball talk that keeps everyone linked up. It’s about consolidating thought and broadcasting commitment. As they say in rugby, “If you say it, you do it!”. It’s about being “pre-warned” to be “pre-armed”. It bridges the gap between thinking and acting, making intentions concrete and outcomes possible.

But the real secret sauce, the thing that ties it all together, is cohesion. This isn’t just about whether players like each other off the field; it’s the “objective level of understanding between the participants of a team”. It’s about how well they know their roles, the game plan, and each other’s movements when the pressure is on. It’s built on long-term repetition, consistent team selection, and a top-down alignment within the entire organization. Teams like Ireland, with their provincial systems feeding talent to the national squad, or the Crusaders, where debutants already know most of their teammates, are masters of this. They don’t just put a team together; they grow it. That deep understanding, the shared history, that’s why they consistently win, even when individual talent is evenly matched at the elite level. It measures how an organization builds its squad and is a strong indicator of long-term success.

And what about when things go sideways? Because they always do. That’s where strategy, adaptability, and learning from failure come in. Rugby isn’t American football with set plays; it’s a dynamic, constantly moving chess match where decisions are made on the fly. The goal is territory, space, and manipulating the defense. Coaches don’t just tell players what to do; they train them to “act their way into a new way of thinking”. It’s learning by doing, not endlessly overthinking before you start. And when they mess up? It’s not “win or lose”; it’s “win or learn”. Failure isn’t swept under the rug; it’s dissected, analyzed, and used to get stronger. This resilience, this grit in the face of setbacks, is critical in both sports and business. The All Blacks even have a purpose: “to leave the jersey in a better place than where you found it,” understanding that their role extends beyond individual glory, giving meaning to their actions. This pursuit of excellence requires a long-term vision and continuous improvement.

Finally, a couple of often-overlooked angles. Discipline-it’s the backbone. Following rules, respecting officials, staying cool under pressure. It doesn’t stifle creativity; it provides the framework for it to flourish. And mentorship, where older players pass on knowledge, strengthening the team’s unity. It’s about making every single person, from the star player to the one on the bench, feel critical and important to the team’s success.

So, if you’re running a business, forget the boardrooms and the quarterly reports for a moment. Look at the rugby pitch. It’s a masterclass in how to build a team that’s agile, cohesive, trustworthy, and always ready to learn. It’s about building something that can stand the test, whatever the game, whatever the field.

References:

From “Case Study: The All Blacks Rugby Team – Human Interest”:

• Byrne, P. (2016). First XV – lessons from the All Blacks – Legacy 15 pragmatic and powerful lessons for today’s business leaders from studying the All Blacks. Retrieved from https://www.linkedin.com/pulse/first-xv-lessons-from-all-blacks-legacy-15-pragmatic-paul-byrne/
• Hazlett, N. (2017). 10 lessons business can learn from the All Blacks. Retrieved from http://symmetryasia.com/learn-from-the-all-blacks/
• Hickie, G. (2013). Rugby resolutions: The legacy of the All Blacks. Retrieved from http://www.rugbytoday.com/columns/rugby-resolutions-legacy-all-blacks
• Hodge, K., Henry, G., & Smith, W. (2014). A Case Study of Excellence in Elite Sport: Motivational Climate in a World Champion Team. The Sport Psychologist, 28, 60-74
• Kerr, J. (2013). The All Blacks guide to being successful (off the field). Retrieved from https://www.telegraph.co.uk/men/active/10427619/The-All-Blacks-guide-to-being-successful-off-the-field.html
• Kinnear, C. (2017). Rugby: All Blacks infographic reveals team’s statistics for the year. Retrieved from https://www.nzherald.co.nz/sport/news/article.cfm?c_id=4&objectid=11962488
• Lencioni, P. (2002). Re-Thinking: High-Performance teamwork: Ten lessons businesses can learn from elite sports teams. Retrieved from https://autopia.com.au/wp-content/uploads/2017/08/Re-Thinking-High-Performance-Teamwork-Whitepaper.1.pdf
• Priest, M. (2015). Lessons you can learn from the All Blacks. Retrieved from https://www.esquireme.com/sports/lessons-can-learn-all-blacks
• Singh, J. (2015). 12 Leadership lessons from the world class All Blacks. Retrieved from http://www.eccltd.co.nz/sites/default/files/ABs_0.pdf

From “Chloe Butler Task 8 – Moulding a Winner: the dynamic of culture in team sports.docx – Cloudfront.net”:

• Cole, J., & Martin, A. (2018). Developing a winning sport team culture: organisational culture in theory and practice. Sport in Society: Cultures, Commerce, Media, Politics, 21(8)
• Coyle, D. (2009). The Talent Code: Greatness isn’t Born, its Grown, Bantam, 1st edition
• Cruickshank, A., Collins, D., & Minten, S. (2013). Culture change in a professional sports team: shaping environmental contexts and regulating power, International Journal of Sports Science and Coaching, 8(2), 271-290
• Hedstrom, R (2021). Developing an effective team culture. Association of Applied Sports Psychology, https://appliedsportpsych.org/resources/resources-for-coaches/developing-an-effective-tea m-culture/
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• Kerr, J. (2013). Legacy: what the All Blacks can teach us about the business of life. Little Brown, 1st Edition
• New Zealand Rugby (2021). Team Culture, https://www.rugbytoolbox.co.nz/resources-education/learn-more/articles/snook-on-coachi ng/team-culture
• Ohio University. (2020). Building a team culture: Tips and Insight for High School Athletic Coaches, Ohio University, https://onlinemasters.ohio.edu/blog/building-team-culture-tips-for-high-school-athletic-coa ches/
• O’Sullivan. J., (2016). Dear potential recruits, your talent only gets you so far, Changing the Game Project, https://changingthegameproject.com/every-potential-college-recruit-know/
• Parry, S. (2021). Personal Communication
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• Rennie, D. (2021). Presentation on ‘A Wallaby Perspective.’
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• Walsh, B. https://www.azquotes.com/author/39155-Bill_Walsh
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From “High-Performance Teamwork – Autopia”:

• Lencioni, P. (2002) Author and founder of The Table Group
• Ibarra, Herminia (author of Act Like a Leader, Think Like a Leader)
• Pascale, Richard (Author/Management Guru)
• Collins, Roger (Emeritus Professor and Leading Management Consultant)
• Tucker, Ross (Science and Research Consultant, World Rugby)
• Seligman, Martin (author of Authentic Happiness: Using New Positive Psychology to Realize Your Potential for Lasting Fulfilment)
• Exupery, Antoine de Saint (French Pilot, Writer and Author of The Little Prince)
• Cherry, Emilee (Australian Women’s Rugby Sevens Player and Olympic Gold Medalist)
• Branson, Richard (Founder, Virgin Group)
• Dalton, Chloe (Australian Women’s Rugby Sevens Player and Olympic Gold Medallist)
• Eales, John (Former Wallabies Captain, author of Learning From Legends)
• Grenny, Joseph (researcher on peer-to-peer accountability)
• Dewar, Carolyn and Keller, Scott (authors on organisational culture)
• Mankins, Michael (Partner Bain & Co, San Francisco)
• Green, Ellia (Australian Women’s Rugby Sevens Player and Olympic Gold Medallist)
• Forrest, Andrew AO (Non-Executive Chairman, Fortescue Metals Group)
• Beecham, Stan (Author)
• Katz, Nancy (commentator on sports references in business)

From “Newbie here: In preparation for the world cup, what’s the best way to learn rugby strategy? : r/rugbyunion – Reddit”:

• Squidge Rugby (YouTube channel: https://youtube.com/@SquidgeRugby?si=FI21MH9Wda-c_vCV)
• Demented Mole podcast
• Wibble Rugby (YouTube channel)

From “What corporate companies can learn from the “Game of Rugby” | – UXI Sport”:

• Rugby World Cup. “The History of Rugby World Cup.” https://www.rugbyworldcup.com/history
• Forbes. “The Power of Mentorship: How to Find and Form a Connection.” https://www.forbes.com/sites/forbescoachescouncil/2020/02/26/the-power-of-mentorship-how-to-find-and-form-a-connection
• Harvard Business Review. “What Sets Successful CEOs Apart.” https://hbr.org/2017/05/what-sets-successful-ceos-apart