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27 November 2011England Rugby Part 3

Martin Ledigo

by Martin Ledigo

I hesitate to comment further on English rugby having needed to eat ground glass (from my crystal ball) following an earlier blog. In that I said that I felt Martin Johnson was right in his initial decision to trust the players to behave themselves rather than lock them away without WAGS during the football World Cup as Capello had done. What became clear was that some of the players clearly had failed to take the responsibility they needed and Johnson hadn't reacted quickly enough.

What has sadly emerged in the press and particularly through the leaking of the confidential reports was that there was no trust and no openness in this team, in fact no team at all. Two of the quotes from the reports were particularly enlightening "It was not a place where you felt you could be yourself or talk candidly. It was a depressing set-up to be part of" and "We had meetings where values were discussed but they just felt like empty words". In how many organisations would both of these be true?

We believe that the hallmarks of an engaged organisation are:

– authenticity, where people can be themselves and bring their whole selves to work

– alignment, where people's needs are aligned with the organisation's so that people do the right thing out of belief not compliance

– empowerment, where people are able to take responsibility for action and exercise discretion.

This is very challenging to do and explains why for many companies there are slogans and lists of values on wallboards and plastic cards but they are really an aspiration not reality.

If you can make them real there is a dramatic impact on performance – just look at the Welsh team who clearly got their teamwork spot on.

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Categories: behaviourpersonal responsibility

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20 December 2011


There's a terrific amount of knwolegde in this article!

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