I first started writing my blog in 2014 prior to my re-engagement into Rugby (the RWC 2015 debacle vs. the Springboks). The topics then were usually the chemical business, and things we were doing at TRInternational. Boring stuff for sure, but I enjoy the writing. As many know, I have re-directed my efforts to the rugby space trying to engage the question, “Why has the sleeping giant (i.e. USA Rugby) not awakened yet?”. Anyone who’s followed my writing knows where that has led.
Recently, I have strongly called for the resignation of any USA Rugby Board member complicit in the PRO sanctioning decision. What will come out with any review is that there are far more reasons the Board should be parted with (i.e. the “RIM” matter, and the lack of ensuring compliance in the Unions by-laws regarding the construction and adherence to a Strategic Plan), to name a couple.
Coincidentally, today we had our annual ‘all company’ TRI Strategic Plan rollout. I thought I would share a few of the slides. I am the founder and CEO of TRI, and in 2014 turned over the day to day leadership of the company to Megan Gluth-Bohan. She made the presentation today with zero input from me; and listening to her I found some remarkable similarities for the things I/we have been calling for from our Board’s leadership at USA Rugby.
Here are a few of the things Megan spoke on today, that could be applied to our leadership and plan…
At TRInternational, we recognize clearly that not everyone at our company will ‘agree’ with the plan. Certainly not everyone involved in the rugby space in America will agree with Dan Payne’s plan either. What is certain however, is the success of any plan depends on gaining 100% “alignment” from the participants. Once Payne issues the Plan, it will be important for the community to align, yet still not necessarily agree.
I’ve written ad nausea about the need for plan, action cycles, execution, assessments, and then for constant evaluation, re-assessment and tweaking. I am at a loss how PRO could be sanctioned, and RIM developed and created in the absence of a Strategic Plan. That this has occurred shows negligence. Looking closer, the Board does not have the rugby knowledge to be negligent; hence, it isn’t really their fault. As a Board member told me, “We just leave it all to Nigel”.
In December of each year, TRI’s executive team reviews our Strategic Plan, and creates our new plan moving forward. In January, Megan (our President) gets the entire company together and briefs:
- What’s the purpose
- What did we do in 2016
- What is our Strategic Plan in 2017
- What’s new in 2017
And next year, we will do it all again.
Megan asks each member of our team to verbally commit to their individual alignment to our plan.
Bravery: It will take tremendous courage, and bravery to execute on what I hope is an aggressive strategic plan coming soon from CEO Dan Payne’s office. It will take conviction, and all the business skills our Board were selected on. They have not shown these traits in the past, I hope Will Chang can show the way.
Great quote from Megan today, “We cannot be a mediocre team, that talks about being World Class. We just must be World Class”.
Our success and character is based on our results and what we ‘do’, not what we intend.
If USA Rugby had a plan of any substance in the past 10 years (as the By Laws command); there would be performance metrics (I.e., results) that could be measured and assessed, and decisions made accordingly. This is the Board’s responsibility to govern. Every Board member who were complicit in the ‘we leave it all to Nigel’ conversation should remove themselves.
Today, I felt my business world and my rugby world collide. This is important stuff; the leadership at the national level. Without it, all the great work being done by so many great people is diluted.
Other Articles I’ve written on these topics”