SYDNEY SWANS Long-Term Commitment to the Program
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SYDNEY SWANS long-term commitment to the program 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 ten it had been 69 years since the and the club’s first leadership group of the following eleven finals Swans had won a Premiership. was established. The playing group series – winning the flag twice Roos set about changing the began speaking openly about what (2005, 2012) and finishing culture within the club, forming behaviour they expected from each runners up in 2006. a collaboration with Leading other, both on and off their field, Teams and from there, the in order to meet the requirements ‘Bloods’ culture was created. outlined in the team trademark, and which would ultimately lead to Premiership success. Leading Teams Case Study – Sydney Swans 1 SYDNEY SWANS client success story 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 The establishment of a club’s trademark of losses. Roos was a club favourite, empowerment, and were encouraged is the easier part of the process. The having played 87 games for the Swans to create their own team trademark. At genuine test is the rigour around, and which included a grand final defeat in that foundational meeting, the players the commitment to, a regular and 1996. He had worked under Eade as his wrote down a series of ideas and talked consistent review process. The commitment assistant and was formally appointed about how they wanted to be seen from shown by the Swans players to this to Head Coach for the 2003 season. the outside, and how they wanted to process was relentless – whether it was play and behave. This was the basis for During his first full year in charge, Roos feedback from coach to player, player to the trademark that was created at this brought in Leading Teams Director coach, rookie to senior player or player to session and which was the beginning of Ray McLean to assist the Swans with captain – each member of the team was what would become, in folklore terms, leadership development and to improve committed to providing honest and open the ‘Bloods’ culture. The name paid the team culture. At this time, the club feedback to each other that would benefit tribute to the club’s South Melbourne was undergoing a period of change, the entire team. roots, and resonated with all the players, rebuilding its playing roster following who felt at the time that the Swans were The first opportunity players were given the retirement of keys players the losing the connection to its heritage. to provide open and honest feedback previous year, including team captain was to decide the Leadership Group, Paul Kelly, Tony Lockett, Andrew The players spoke about notions a concept none of them had heard of Dunkley and Wayne Schwass. 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 was about to be created at the club, and ‘Giving 100 per cent effort, 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. Leading Teams Case Study – Sydney Swans 2 SYDNEY SWANS client success story Ultimately, ten players formed Sydney’s their famed ‘Bloods’ team culture the Garie Dooley from Leading Teams, who first leadership group, and some of the Swans have played in ten out of eleven has been working with the Swans since club’s best players had not been elected. finals series since Leading Teams was 2010, 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, as maintain an extremely strong feedback, both positive and negative. well as play in the 2006 Grand Final, culture through player transitions This was the start of peer reviews at the losing by one point. 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 player 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 believe it works. And if they a few individuals. 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 Result When players arrive at Sydney, either in working relationship between the 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 twelfth 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 • Adelaide • Melbourne • Perth • Sydney www.leadingteams.net.au.