The Black Book: A Blueprint for Winning Cultures and High-Performing Teams

When I was England head coach, we established something called the ‘Black Book’. It wasn’t just a set of rules; it was the blueprint for our team’s Winning Culture. The standards and behaviours we agreed upon weren’t imposed from the top; they were developed collaboratively by both players and management. This inclusive approach fostered buy-in from everyone, making it clear that these expectations were set by the team, for the team. I still show this Black Book to businesses and organisations and we then create their business Black Book or ‘Playbook’ to create their high-performing teams.

As a coach, I always believed in Teamship - a collaborative system where players had input on how we would operate. I was never one for the “tell” style of coaching, which often fails to resonate. Instead, by giving players a voice, we created a culture that held each other accountable and reinforced unity on and off the field. This approach to Team Culture was central to our success, far beyond talent alone. In fact, a Winning Culture is often the defining factor in high-performance teams across sports and business.

?Danny Care’s recent comments about his experience under former head coach Eddie Jones highlight the importance of Culture. Care's accounts of the team environment under Jones raise significant concerns. Culture isn’t just a “nice-to-have”—it’s essential. Even the best players won’t reach their full potential in a toxic environment, and it sounds as though England’s culture had strayed off course for several years. I truly hope things have changed now under Steve Borthwick’s leadership. Care’s revelations about Jones left me shaking my head; if even a portion of what he shared is true, it’s deeply troubling.?

Of course, as head coach, I had moments where I was too intense. But our leadership culture meant that things were quickly addressed, with players like Martin Johnson and Lawrence Dallaglio—both leaders in their own right—speaking up when they felt I was off course. I also reported to the RFU’s CEO, Francis Baron, who held me accountable for our team’s standards. It seems that during Jones’s tenure, this accountability structure fell apart, with players feeling unheard and no strong leadership above Jones stepping in. This kind of accountability is also a cornerstone of successful business cultures, where leaders are held to high standards to foster both team unity and performance.

?I recently attended a gala celebrating the 2003 World Cup win—a reminder of the lasting camaraderie and respect we built back then. The stories Care shared about Jones’s treatment of players like Kieran Brookes and Sam Jones are shocking and saddening. How did such a culture persist, and did the RFU turn a blind eye? In the interest of transparency, the RFU should reveal who evaluated Jones’s performance and decided to renew his contract. Are these decision-makers truly equipped to assess a high-performance environment like professional rugby??

With Borthwick now leading, I am optimistic. He is demanding, but he also brings empathy and a lighter touch. Still, Accountability remains crucial. Have the RFU leaders asked Borthwick tough questions about recent coaching changes, such as the departure of Aled Walters, Felix Jones, and Tom Tombleson? Regular oversight isn’t just beneficial—it’s essential. Just as in a business where executive leaders are held to standards to foster a Winning Culture, sports leadership needs similar structures to thrive.?

Players, too, must find their voices. Speaking up years later, like in Care’s book, doesn’t create the change needed in the moment. Elite sport is intense, Accountability and Culture must always prevail to maintain integrity. Care’s regrets, shared so publicly, likely resonate with others, which is unfortunate.

?In many organisations, leaders are held accountable by boards and other stakeholders. Yet, in professional rugby, this standard has yet to be fully realised. Coaches must be held accountable by individuals who understand the game and the high-stakes environment it demands. For rugby, and all competitive organisations, a Winning Culture is not just about top talent - it’s about a foundation of mutual respect, trust, and integrity.

?The comparisons between sport and business are powerful. Just as high-performing companies build Winning Cultures that align values with goals, sports teams thrive on Teamship that empowers individuals while fostering collective accountability. Let’s hope Care’s story sparks the cultural change needed to bring about real accountability in rugby and beyond.