Gnostic
Mark Ella (57)
The Problem is WJ the majority of players are contracted and it is neither possible nor really desirable to wipe the slate clean in that manner. The Reds did not do it when Slack quit and Jones left then Mooney took over.
We do need a total re-build though. The focus has to be on mode of play. Forget win:loss ratios. All those there have to want to be there and not just for the pay packet. KPIs are a great tool but they are over used and can be detrimental to performance if not structured and monitored correctly. A great example there is a KPI of "workrate" which isn't taking into account effectiveness. A coach that has a KPI of win:loss and point differential will be playing tight and trying to minimise losses and score lines as opposed to aiming at winnning every game and playing a dynamic game (be it a territorial game plan, a narrow driving game plan or fast flowing backs running plan).
My point is examine the available coaching stocks, advertise for a skilled manager and knowledgable Rugby mind as head coach with the only KPIs being on fitness, skills execution and application in games. Basic measureables that will not be skewed by external factor in the most part. Results will manage themselves if these core things are done well and even if they lose while playing well the majority of fans will be content. No further input can be given by the board unless the KPIs are not met, or the contract breach in material detail.
The Head coach can then choose assistants with winning in mind instead of just saving his ass and pandering to the usual power plays in NSW Rugby balancing various factions and appeasing board members.
We do need a total re-build though. The focus has to be on mode of play. Forget win:loss ratios. All those there have to want to be there and not just for the pay packet. KPIs are a great tool but they are over used and can be detrimental to performance if not structured and monitored correctly. A great example there is a KPI of "workrate" which isn't taking into account effectiveness. A coach that has a KPI of win:loss and point differential will be playing tight and trying to minimise losses and score lines as opposed to aiming at winnning every game and playing a dynamic game (be it a territorial game plan, a narrow driving game plan or fast flowing backs running plan).
My point is examine the available coaching stocks, advertise for a skilled manager and knowledgable Rugby mind as head coach with the only KPIs being on fitness, skills execution and application in games. Basic measureables that will not be skewed by external factor in the most part. Results will manage themselves if these core things are done well and even if they lose while playing well the majority of fans will be content. No further input can be given by the board unless the KPIs are not met, or the contract breach in material detail.
The Head coach can then choose assistants with winning in mind instead of just saving his ass and pandering to the usual power plays in NSW Rugby balancing various factions and appeasing board members.