Part 6 is the last part of looking at characteristics and factors that play a role in the monetary valuation of a professional rugby player before we draw a conclusion and makes some recommendations in part 7.
In this part we will focus on the off field characterises and factors as highlighted by professional rugby coaches and directors of rugby.
1. Off Field Characteristics (Director of Rugby/Head Coach)
a. Personal character
“I am a big believer you look at the man before you look at ability”
(Director of Rugby - Premiership)
All coaches agreed that personal character is almost more import than the playing ability of the player. The value system that the player lives by and the alignment of that with the value system of the team is also important. Coaches talk about character as the daily behaviours that players display when in and around the organisation, but also away from the organisation. Discipline, integrity, respect, humility and work ethic are all characteristics that coaches mentioned they are looking for. This equates to professionalism.
“The character of the individual trumps everything”
(Head Coach – International Team)
The high-performance world of professional rugby requires competitiveness; as a result coaches are seeking this in players.
“I am not a believer that everybody in the team should be the best of friends, but I do think there are certain guys that do want to win and compete and other guys don’t. We have found on the back of that the lifestyle stuff falls easier in place if their default position is to compete and become part of the team”
(Head Coach – Super Rugby)
Coaches were of the belief that good character will also keep good internal relationships within the team. These are seen as ‘off-field, zero talent’ moments.
"To be successful in a team, cohesion is massive, work rate is massive, discipline is massive, things that take no talent are the cornerstone of your team being successful”
(Head Coach – Major League Rugby)
There are two schools of thought on how to deal with personal character that are not to the coach’s liking. Some coaches were willing to take the risk and try to make a difference in the players’ life. Other coaches were hard and fast in their thought process.
“You always get the one or two players that do not always fit into the perfect framework, but then you walk the road with them, he starts to fit and you make a difference in his life. If you do not do that you could potentially miss out on a good player that can make a difference. He might change into a better rugby player and an unbelievable human being”
(Head Coach – Pro 14)
“As a young coach you always think you can make a leopard change its spots, but these things are sayings because they are true. It is very hard if you find a player that has been to two or three clubs in four to five years. That should be a massive red flag, because in general there is a reason why he is not getting renewed”
(Head Coach – Super Rugby)
b. Leadership
“If you get a good leader it’s worth the extra money. A good leader that can pull a team together is a scarce commodity. I want a player-led culture off the field that can be driven by leaders”
(Head Coach – Russian Professional Rugby League)
Being a leader is a character trait that coaches value and are willing to pay extra for. Coaches also expect these leaders to educate within the team and help the younger players in the team with guidance to become better professionals.
“If you have to choose between players, then I will always go for the leader. Culture is a thing that is driven in a team, and it is the senior players and leaders, the guys with experience, that does that”
(Head Coach – Japan Top League)
c. Synergy between players
“Cohesion plays a big role in what we are trying to build. In order for me to be successful, in specific positions I need to make sure there is cohesion and that the team can identify with that cohesion”
(Head Coach – Major League Rugby)
Coaches also describe synergy as connectedness between players. Some coaches use third party consultants to help with the measurement of cohesiveness within their teams (GAIN LINE Analytics Pty Ltd, 2020).
Coaches do realise that the cohesion does not happen overnight and that keeping a squad together for a period of time aids the synergy. There is therefore value in player retention for the organisation.
“There is no magic wand in cohesion. It is time in the middle. If you keep players, make them feel valued, they will stay for longer on average, and as a club you can save money in the long run”
(Head Coach – International Rugby Team)
d. Growth mind-set
“Individuals who believe their talents can be developed (through hard work, good strategies, and input from others) have a growth mind-set. They tend to achieve more than those with a more fixed mind-set (those who believe their talents are innate gifts) (Dweck, 2016, p.2).
Players with a growth mind-set, regardless of their experience, are of great value. Coaches also view these players as coachable.
2. Off Field Factors (Director of Rugby/Head Coach)
a. Team management
“My job is to pick a team. If a guy does not fit into our team and culture then I don’t care how good he is, but I don’t want him”
(Director of Rugby - Premiership)
The standard set by the coach, what he is looking for and wants to add to his squad, plays a significant role in whether a player will be contracted and what he will earn. As was mentioned earlier, coaches are looking for certain characteristics. These generally link to the way the team plays on the field, hence the management of the team influencing the valuation.
b. Local regulations
“I have a cake that is only so big, and keeping in mind I have a salary cap I need to meet. I also have to take into consideration that I can increase the cap for home grown players”
(Director of Rugby - Premiership)
As previously mentioned, local regulations factor into contracting and selection decisions, this sentiment was echoed by the coaches.
c. Market supply and demand
All coaches mentioned the market and what role it plays in retention and recruitment within the organisation.
“You have to have a very good knowledge of the market. You have to know what players are getting and you have to have a good feel for it”
(Director of Rugby - Premiership)