Empowering Teams - Lessons from the Canterbury Crusaders
This month I had the privilege of attending a leadership session with the Canterbury Crusaders at the GAIA (Global Association of Independent Advisers) conference in Christchurch. Statistically, the Crusaders are the most successful sports teams in Australasia over the past 25 years, and their insights on how they build a strong team culture can extend beyond the sporting field to high-performing professionals.
Making People feel Connected
Every morning when you arrive at the Crusaders office, every team member from the CEO to the cadet will greet everyone with a fist pump and, importantly, eye contact - you are supposed to look into their soul to make it meaningful. This action is designed to provide energy and connection for all subsequent interactions throughout the day.
The CEO, Colin Mansbridge, (an ex-banker) conceded an initial hesitancy to adapt to this routine, but it did not take him long to appreciate the benefits. The Crusaders want a work environment where it is not all about you, but they do want you to bring your authentic self so you give your best. They quote Muhammad Ali’s famous “me we” poem frequently.
As Colin noted, you are more likely to invest in people when you know them well.
Making People feel they Belong
An interesting exercise had us rank in priority the importance of purpose, core values, belonging, vision and environment to an organisation. If you could only pick one to prioritise, what would it be?
The Crusaders noted both good teams and bad teams will have the same core values written on their walls. In their experience, a sense of belonging drives everything. People are more likely to adjust their behaviour to your values over time if they want to feel part of your team. Fundamentally, people have a desire to conform and feel like they fit in.
If people don’t feel like they fit in, they leave. A feeling of loneliness has the same impact on your brain as pain – both encourage you to be less productive. The Crusaders have more players with 100 and 150 games for their team than any of their competitors. People stay which creates cohesion and success.
The Crusaders note a strong team culture has a history, a present, and a future focus. Their goal is to ensure they focus on all three aspects. When you ask a member of the Crusaders organisation what it means to be a member of their team, an emotional reaction is common. Former coach Robbie Deans said “it’s a privilege” through teary eyes. Why couldn’t a professional service firm emote similar reactions in its team?
Leadership Starts with Self-Leadership
The first rule of leadership is to learn to lead yourself. The Crusaders challenge us to ask: “What would it be like to be led by me?” Not necessarily an easy question to answer(!), but if there are cultural problems in the team, the Crusaders have found it likely reflects problems with leadership.
Too many leaders can be ambiguous in their messaging. For the Crusaders, every week they need to disappoint members of their squad by not picking them to play on the weekend. They stressed the importance of being clear and caring when giving feedback. They use a simple model:
1. Be clear about what you expect. What we walk past, we condone.
2. Show genuine care for the person. Care means being honest. The word culture originates from the Latin “cultus” meaning care. If you have a difficult message to deliver, frame it up as “I am telling you this because you can handle it”.
3. Provide specific next steps. Being clear is kind, being unclear is unkind.
This approach ensures that even difficult conversations are productive and focused on growth.
Recruitment process
When the Crusaders are considering whether to recruit a new player, they focus on the person’s motivations for joining their team and have “many eyes often” evaluate the candidate. Is the person fixed in their ways or coachable? There process will make anyone question whether you spend enough time evaluating possible recruits.
The Super Chicken Analogy
A memorable concept discussed was the Super Chicken research, which highlights how teams of high achievers can stifle overall performance by failing to work together. The Crusaders organisation is inherently full of high achievers. Here are their key takeaways:
Diversity Matters: Teams with a diversity of skills and contributions perform better than those composed solely of high achievers.
Collaboration Over Competition: Fostering a supportive atmosphere leads to greater contributions from all members and reduces the risk of bullying and sabotage.
Psychological Safety: Allowing team members to voice their ideas without fear of judgment drives innovation.
Interdependence: Successful teams thrive when members rely on each other's strengths.
Leadership’s Role: Effective leaders nurture collaboration and create an environment where every member feels valued. Leaders should focus on nurturing team dynamics rather than just individual performance.
In summary, the super chicken research highlights the importance of collaboration, diversity, and supportive team environments in achieving success, challenging the idea that individual high achievers alone drive team performance.
Key Learnings for Future Success
From the session, I gleaned three critical lessons that can guide any team towards greater success:
Role Clarity and Expectations: In an environment of uncertainty, clarity breeds confidence. Ensure everyone on your team understands what is expected of them today, and what they need to do to progress.
Building Trust: An African proverb resonates here: "If you want to go fast, go alone; if you want to go far, go together." Trust is fundamental and encompasses both vulnerability and predictability. Authenticity and empowerment foster a supportive environment, where team members feel safe to express their thoughts and rely on each other.
Purposeful Use of Time: Effective teamwork combines intensity—like one-off team lunches—and consistency—regular physical connections. Being deliberate in how we use our time together can significantly enhance our team dynamics.
If these insights have caused you to reflect on whether your team dynamics has scope for improvement, you may like to consider participating in the Crusaders Leadership Program www.crusadersleadership.com
Author: Rick Walker