CLIENT SUCCESS STORY SYDNEY SWANS SITUATION SOLUTION RESULT When Paul Roos was appointed to The Swans went through the Since the Swans initiated its Head Coach of the Sydney Swans Leading Teams process of famed ‘Bloods’ culture at the end midway through the 2002 season, developing a team Trademark, of 2002, they have played in 12 of it had been 69 years since the and the club’s first leadership group the following 13 finals series – Swans had won a Premiership. was established. The playing group winning the flag twice in 2005 and Roos set about changing the began speaking openly about what 2012, and finishing runners up in culture within the club, forming a behaviour they expected from each 2006 and 2014. collaboration with Leading Teams other, both on and off their field, and from there, the ‘Bloods’ in order to meet the requirements culture was created. outlined in the team trademark, and which would ultimately lead to Premiership success. Client Success Story – Sydney Swans 1 CLIENT SUCCESS STORY SYDNEY SWANS SITUATION SOLUTION The themes discussed would be similar to what comes up in team meetings at Paul Roos was appointed caretaker Early in the 2003 New Year, the players other clubs; but the difference with the coach of the Swans midway through went on a pre-season training camp Swans was how they were acted out the 2002 season, replacing Rodney where they met with McLean for the first and how they were enforced. Eade who was sacked following a string time. McLean spoke to the players about of losses. Roos was a club favourite, empowerment, and were encouraged The establishment of a club’s trademark having played 87 games for the Swans to create their own team trademark. At is the easier part of the process. The which included a grand final defeat in that foundational meeting, the players genuine test is the rigour around, and 1996. He had worked under Eade as his wrote down a series of ideas and talked the commitment to, a regular and assistant and was formally appointed about how they wanted to be seen from consistent review process. The commitment to Head Coach for the 2003 season. the outside, and how they wanted to shown by the Swans players to this play and behave. This was the basis for process was relentless – whether it was During his first full year in charge, Roos the trademark that was created at this feedback from coach to player, player to brought in Leading Teams Director session and which was the beginning of coach, rookie to senior player or player to Ray McLean to assist the Swans with what would become, in folklore terms, captain – each member of the team was leadership development and to improve the ‘Bloods’ culture. The name paid committed to providing honest and open the team culture. At this time, the club tribute to the club’s South Melbourne feedback to each other that would benefit was undergoing a period of change, roots, and resonated with all the players, the entire team. rebuilding its playing roster following who felt at the time that the Swans were the retirement of keys players the The first opportunity players were given losing the connection to its heritage. previous year, including team captain to provide open and honest feedback was to decide the Leadership Group, Paul Kelly, Tony Lockett, Andrew The players spoke about notions Dunkley and Wayne Schwass. a concept none of them had heard of like ‘When it’s my turn to go, I go’ before. The players wrote down the Collectively these players had 1000 and ‘Putting the team first’ and names of the five players who they games worth of experience and with ‘Being honest with my teammates’ believed best acted out the core values a rookie coach at the helm, a new era that had just been established, and and ‘Giving 100 per cent effort, was about to be created at the club, the results read out in an open forum. which was still looking for their first 100 per cent of the time’. Premiership win as the Sydney Swans. Client Success Story – Sydney Swans 2 CLIENT SUCCESS STORY SYDNEY SWANS Ultimately, ten players formed Sydney’s their famed ‘Bloods’ team culture the Darren Harris from Leading Teams, first leadership group, and some of the Swans have played in 12 out of 13 who took over the program from Ray club’s best players had not been elected. finals series since Leading Teams was McLean in 2014, said Under the Leading Teams model, appointed – the most out of any team players, coaches and staff were in the AFL. They also went on to win “The Swans have managed to encouraged to speak openly to offer the Premiership in 2005 and 2012, maintain an extremely strong feedback, both positive and negative. as well as play in the 2006 (losing by culture through player transitions This was the start of peer reviews at the one point) and 2014 Grand Finals. and leadership change. The entire club, where players would stand in front Sydney’s success was built around of the group and be asked to either playing group takes responsibility skilful drafting of players from other (1) stop doing something; (2) start doing for enforcing the team culture, clubs and a rock-solid team culture, something; or (3) keep doing something. which remained incredibly consistent not just the leadership group, New players to the club knew what was even when Roos ended his tenure and it is this commitment that expected of them to meet the criteria as Head Coach and was replaced has led to on-field success”. of being a Blood, which was a set of by John Longmire in 2011. behaviours that are explained to them The Swans culture is not about quite clearly when they arrive. If they the words. It is about an ongoing ABOUT do not, they are told by their peers and commitment to improvement and a The Sydney Swans compete in the expected to correct their actions. If they belief that seeking and giving feedback Australian Football League (AFL). don’t make the necessary corrections, via open and honest dialogue around an The Swans, originally based in South they do not play. agreed behavioural framework directly Melbourne were relocated to Sydney in Over the last ten years, the Swans have impacts performance. 1982, winning their first Premiership as turned over 40 plus players and each The Swans make a very clear link between the Sydney Swans under the leadership year for the last five seasons at least what they want to stand for, their game of Paul Roos in 2005. The club went one player has moved out and another plan and accompanying KPIs. The success on to make the Grand Final again the player move in to the Leadership Group. and longevity of the journey is a team and following year only to fall short of back to back flags. “The fact is that the players organisational responsibility – not that of a few individuals. believe it works. And if they John Longmire took over from Paul Roos as Head Coach of the Swans in 2011, believe it works, then it does Michael O’Loughlin, former Swans player said “The culture at the club winning the club’s second Premiership work” said McLean. is fantastic and it is the main reason in 2012 by defeating Hawthorn in the why the team has been so successful. Grand Final. Longmire continues the working relationship between the RESULT When players arrive at Sydney, either in the draft or as second-chance players Swans and Leading Teams, which The structure of the AFL’s salary cap from another club, they are inducted is now in its fourteenth year. and draft system makes it difficult immediately and told in no uncertain for teams to stay at the top of the terms what is required of them and that ladder year after year, but through they are lucky to play for the Swans”. LEADING TEAMS AUSTRALIA www.leadingteams.net.au • ADELAIDE • BRISBANE • HOBART • MELBOURNE • PERTH • SYDNEY Client Success Story – Sydney Swans 3.