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Showing posts with label England rugby. Show all posts
Showing posts with label England rugby. Show all posts

Sunday, March 28, 2010

What's Expected of You?

I pulled this off the BBC Rugby website (my homepage). One, because you wonder about this sort of thing. What actually does happen when you get called up to play for your national team. Well, not me personally, but someone with actual talent and athletic ability. And two, because what would happen if your company or organization provided a very detailed information package, equipment, and everything else needed, to employees who have been promoted into a supervisory or management position.

Few people are prepared for promotions, and few organizations provide this type of detailed information and equipment. Something to think about at your organization.

Called Up For Your Country

Let's allow ourselves a little fanciful day-dreaming on this busy working day.

After years of selfless toil out on the rugby pitch, slogging your guts out every weekend and having nothing to show for it but a bashed-up face and heavy limp on Monday morning, the reward you always craved has come: you've been called up to play for England against Scotland on Saturday. Nice feeling, isn't it - but how does it work? Who tells you you're in, where do you go, how are you introduced to the grizzled legends already in the team? How long do you have to learn the set plays, what do you do about kit and what dreadful initiation ritual is there to go through?

With the assistance of two of England's most recent debutants, prop Dan Cole and lock Courtney Lawes, plus team kit technician Mark Povey, let's step into the inner sanctum.

The call-up

Letter? Headline on Ceefax? Tip-off from a journalist in the know?

"When it first happened I got a call on my mobile from Martin Johnson," says Lawes. "The trouble was, I didn't have his number in my phone, so I didn't actually know who it was. I wasn't quite certain it was actually him.

"He told me I'd got the nod, and that he wanted me to come into camp. It was quite simple - be at the team's training base at Pennyhill Park at this time on this day."

The first day

"The drive down to Surrey was a nervous one," says Cole, who at the start of the season was only third choice tight-head for his club side Leicester.

"I could have got a lift with one of the other boys, but I didn't want to be presumptuous. The players who don't make the matchday 22 are sent back to their clubs on the Tuesday before a match, and I didn't want to make it look like I thought I was in, and then have to catch a bus home.

"I had no idea who was who and what the schedule was. Then, in your hotel room, you find a big welcome pack."

Introduced by former coach Clive Woodward, the pack (see below right) - a grey cloth folder, zipped around the edge and with the player's name embroidered on the front cover - contains everything an England player needs to know. "At the front is a welcome note from Jonno," says Lawes. "There are sections on what is expected of you as an England player, a description of the team ethics, the team plays for the week and a thick section on the tactics and strengths and weaknesses of that weekend's opposition - plus what we want to do to exploit those."

Cole's folder for the Scotland match contains homework - on England's plans for the lineout, on the set moves they hope to unleash and on his opposite number.

For obvious reasons - look away now, Andy Robinson - the exact details must remain under wraps. But there are pages on attack principles ("play at tempo"), team philosophy in bullet-point form ("We will give whatever it takes", "We will compete at every lineout") and explanations of team calls on the pitch.

An example? Should you hear Jonny Wilkinson scream, "KC!" at Murrayfield, a kick-chase will shortly follow.

"It's simple, but it helps reinforce the work we've done on the training pitch," says Cole, whose own book contains images of bulldogs with motivational slogans written underneath, courtesy of assistant coach Graham Rowntree. "Every decent team will have something similar, but each has a specific way of wording it."

There's advice on what to say to the media ("Basically, don't slag off your team-mates," deadpans Cole) and what kit you should wear at what session or function. Which, as we're about to see, is rather more important than you might think.

The kit

"Each player gets a phenomenal heap of stuff," says Povey, and he's not exaggerating.

If you were called into the elite squad for the Six Nations, the following would be delivered to your house before your first training session:

• A match-day jersey, embroidered with the fixture date and opposition details, plus a second one to be changed into at half-time
• Two pairs of match-day shorts
• Two pairs of match-day socks
• Two training shirts
• Two pairs of draw-pants (waterproof tracksuit bottoms)
• Two England t-shirts
• Four pairs of training socks
• Media-day polo shirts in white and purple
• One presentation top for the team line-up at the match (the purple tracksuit tops worn for the national anthem)
• Matching presentation pants
• Two pairs of padded pants (tracksuit bottoms) for contact training sessions
• Two compression tops, one long-sleeve and one short
• Two pairs of compression tights, one long, one short
• Compression socks
• An official bespoke team lounge suit
• Two formal shirts, two official England ties, cufflinks, belt and formal shoes
• A bespoke dinner jacket and trousers, plus bow tie
• Four England kit-bags - a large holdall, wheelie-bags large and small and a day-sack.

"The players' names are embroidered on all their kit," says Povey "not inside the collar, as if they're in PE at school, but initialled on the front of the kit.

"The only thing they need to worry about is bringing their own boots, as they have their own individual sponsorship deals."

When Johnson announces his matchday 22 on Tuesday, the details are sent to the kit warehouse in Basingstoke, where a woman named Annie has exactly 24 hours to embroider the 44 shirts and shorts and 88 socks with names and numbers.

Players keep this match kit. Everything else is placed in a personalised laundry bag. There is no need to worry about washing your kit. Povey takes care of it all.

"Twenty two years in the Army taught me a lot about attention to detail," he says laconically. "I've got my own underwear colour-coded."

The initiation

The stuff of fearful legend at amateur rugby clubs, the induction rites for a rugby new-boy are seldom pleasant. While England debutants are spared the regurgitated beverages and pint-pot horrors of the lower leagues, they are still forced to prove themselves to their new team-mates.

"You have to sing to the entire team," says Cole (see right, with England cap). "You do it on the coach after your first full cap. I don't like speaking in public, let alone singing, so I wasn't looking forward to it. I just searched my iPod for something that had short verses, a chorus that was easy to learn and ended pretty quickly."

His choice? "Stand By Me."

"I was lucky," says Cole. "Matt Mullan had to go first, and for some reason he chose 'Build Me Up Buttercup'. You get booed from the start anyway, but he got hammered. Everyone was shouting "No buttercup" at him as loud as they could. By the time it came to me, everyone was booed out. I just got told to get off."

Lawes is still waiting for his own moment, but has something special planned should he get the nod. "I'll do the theme tune from The Fresh Prince. I heard the rap when I was younger, so I can fall back on that."

The day of the match

Off the team coach, into the dressing-room. "Each player has a designated changing area," says Lawes. "Above your pegs is a sign on the wall with your name written in large letters."

Then, before kick-off, the final touch.

"You're given an actual cap by Martin Johnson to mark your first appearance," says Cole. "It's red velvet, with gold laces. It's smart. If you get 50 caps you get another one, in silver, and if you reach a hundred it's a gold one."

Finally, the call comes from the referee, and the players march into the tunnel. You're good to go.

Monday, November 17, 2008

Resignation?

As a casual follower of the goings on in England rugby, I'm just wondering when the calls for Martin Johnson's resignation will begin. My unscientific data, from reading news of rugby mostly on the BBC's website, is that as soon as the coach/manager loses his first game, everyone starts crying for their resignation or firing.

Since Martin Johnson is the best thing since sliced bread (again, unscientific data), they may wait until England loses a second time, but it will come.

Now I've nothing against Mr. Johnson, seeing as I don't know him personally and he was an outstanding player. I'm just commenting on what I expect from the press and fans.

Should we start a pool to bet on when the calls will start?



Oh, pulled this photo off the BBC's Rugby website, in case anyone thinks I'm trying to claim this as my own.

Friday, October 31, 2008

Rugger Owned Business Updates

A few more businesses owned by rugby people:

Hunter Stuckey Marshall - Removing the Barriers to Sales Performance. Sales & Sales Force consulting, training and coaching.

Raging Bull - clothing. Owned by Phil Vickery, captain of the England Rugby team. The Sales Manager is also a rugger (former England A player & Gloucester RFC captain).

SpinMill Group - A Global Communications Company.


It just goes to show that rugby people come in all shapes, sizes, and careers. There's just no limit to those of us who play "The Best Sport Ever".

Support your Rugger Owned Business.



And don't forget to Hug-A-Rugger or Adopt-A-Rugger....

Saturday, April 26, 2008

Aye, Captain

So I'm still wondering about the appointment of a person with no experience into a top management position. I still can't figure out why. I'm talking about the appointment of Martin Johnson as the team manager for the England Rugby Team. Not only will he be team manager, but he will hire a new head coach who he will have control over regarding strategy, tactics, and player selection. Apparently, the thinking is that since Mr. Johnson was a great player and a well-respected team captain, he is the holy grail that England needs to become the bestest and most perfect rugby team in the known universe. Because all the pundits (at least those I read on the BBC's rugby site) point to his excellence as a team captain, I needed to know just what a team captain does that is so important that it trumps any other training or experience in coaching and management.

Although I played rugby for many years, in college and at club level, I do not know the role of the captain in professional and international levels. In my playing experience, the captain was simply the one who was allowed to speak to the ref during a game. So, needing to know more, I turned to the best source I could think of: Total Flanker. Read his response to my query in this post.

I'm still confused as to what the captain actually does, but it seems it's centered around being an inspiration to the rest of the team. Hmm... I remember during last fall's World Cup when a certain player, who was not the captain, missed the first couple of games due to injury, and when he returned to the starting line up was heralded as the inspiration for the team's turnaround to winning. I wonder if two years after this inspiring person's retirement he'll be touted as the savior of English rugby? Regardless of training or experience?

This is akin to a working foreman or supervisor, who is a company's de facto leader through his charisma and inspirational qualities, being brought back to the company as the CEO two years after retiring and sitting in his Barcalounger (yes, that's the correct spelling) eating Twinkies and ranting about the company to his buddies at the local tavern (that's pub for you non-Yanks). So what if he has no experience as a CEO, he was a great supervisor.

I'm still wondering how long the Martin Johnson love-fest will last. Probably until the day he actually starts the job.

Tuesday, April 8, 2008

Now hiring...

I want to hire someone who has no experience, no training, and who has said they’re not interested in the job. I want to hire this person because our organization is currently not perfect. Our results have been good, but not perfect, so we need a change. We need someone who is not qualified for the job to take us to perfection. No one else in our industry is perfect either, but that doesn’t stop us from expecting perfect results. We’ll replace non-perfect performers the moment they make the smallest mistake.

Now, when we hire someone we don’t expect them to be perfect. We don’t tell them that they will be fired if they’re not perfect. As soon as they are working for us, however, the rules change. From that point, they must look perfect at all times, and only perfect results in every possible aspect of performance will be tolerated. You will be replaced with someone who has proven, at another imperfect organization, that they are not perfect either. But we think they will be perfect once they work for us, even though you are not and weren’t when we hired you.

Oh, although we expect perfection, we will restrict your ability to achieve perfect results by not allowing you to choose your own assistants, not providing you with support, and only allowing you limited access to your employees.

Anyone interested in this position, do not contact us directly. Tell someone else that you’re interested and hopefully we’ll believe that you are, in fact, serious. But no foreigners. Even if you are interested in us, we’re probably not interested in you, because we really, really, want to hire someone who is totally unqualified, has no experience, and has said they are not interested in the job.

We are: a) A multi-national corporation, b) A government agency, or c) The England Rugby Team. (hint: the answer is The England Rugby Team)

If anyone can explain to me why England want to hire Martin Johnson, please do. I understand he was a great player, but even he has said that being a national team player doesn't qualify you to coach or manage a team. Am I missing something here?

Tuesday, December 18, 2007

I can’t stand the suspense

Will Brian Ashton remain as coach of the England rugby team? Who knows? Apparently he was hired on a one-year contract with the only expectation being “we’ll see how we’re feeling next year.” I guess, instead of an actual contract, an agreement was hashed out over beers in a pub. “We don’t know what we want out of you. Even if you win every game, children toss rose petals at your feet, and you’re knighted by the Queen, we won’t know if you’ll be reappointed until we wake up on the last day of your contract and see what kind of mood we’re in.”

Is that any way to run a business? Not give one of the most important people in your organization clear expectations? Not commit to someone who you expect to commit every once of energy to you? When your organization is struggling and you bring in someone to turn it around, you don’t expect results immediately. And you certainly don’t expect fantastic results without giving the leader the authority to do what they need to do to achieve those results. Combine not giving clear expectations and not giving the proper authority, and it’s a wonder anyone would take the job in the first place.

Professional sports is an odd business. But it is a business and should be run like one. That means that plans should be made, goals should be defined, and the people involved should be given clear expectations. And when those expectations are made, the people must be given the authority and the resources they need so they can meet them. Expect a turnaround? By when, and what do you need to do it?

What does England rugby want? What are their expectations? To win every game? That’s not realistic, so what winning percentage is realistic? Define it. If winning percentage isn’t important, but winning the Six Nations tournament or the World Cup is, say it. Don’t diddle around and grumble afterwards if you hadn’t defined your expectations beforehand. What does your organization want? 100% on-time delivery, 100% satisfied customers, 100% growth of profits? What’s realistic? Define it, then give your CEO the authority and the resources they need to achieve your defined goals. Don’t just hire someone and wait a year to see what kind of mood you’re in to decide if they stay or go.

As for England rugby, make a decision. Define the expectations for the head coach. Make a commitment equal to the commitment you expect of the coach, meaning a multi-year contract at least. Provide the coach the resources they need, such as adequate time for the players to train and practice together, and management and administrative support. Communicate your long-term strategic plans, and develop and utilize an effective performance measurement system.



Don't forget to Adopt-A-Rugger and Hug-A-Rugger