All Blacks 2026
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@Godder said in All Blacks 2026:
@Wurzel said in All Blacks 2026:
Am hearing the players are shocked Razor lost his job.
They gave the feedback in the review in hope and belief that NZR would fix the communication issues or put support in place for Razor.
They’re gobsmacked Kirk actually pulled the trigger.
Awkward but understandable given nobody else in the professional era has been moved on mid-term like that, so I could see them honestly venting their issues on the assumption not that much would happen.
Also entirely possible that Kirk's original plan wasn't to
axemutually terminate the contract, and that actually came out of discussions with Robertson where it became obvious that him continuing as coach was untenable.@antipodean said in All Blacks 2026:
@Godder said in All Blacks 2026:
@Wurzel said in All Blacks 2026:
Am hearing the players are shocked Razor lost his job.
They gave the feedback in the review in hope and belief that NZR would fix the communication issues or put support in place for Razor.
They’re gobsmacked Kirk actually pulled the trigger.
Awkward but understandable given nobody else in the professional era has been moved on mid-term like that, so I could see them honestly venting their issues on the assumption not that much would happen.
Also entirely possible that Kirk's original plan wasn't to
axemutually terminate the contract, and that actually came out of discussions with Robertson where it became obvious that him continuing as coach was untenable.Kirk no doubt would've spoken with Razor to see what his plan to address the feedback was. Only once it was obvious he had no suitable plan, or was entirely oblivious, would he have contemplated the best course of action was to make Razor realise his ongoing employment was beyond tenuous.
Standard governance. I think @Nepia mentioned this previously.
I'm not going to pretend I care about Razor's feelings in this either. It might make me a fluffybunny in the eyes of some, but to me personal ambition counts for naught when it comes to the success of the All Blacks.
Early rumours on here were that Hansen was gone, not Razor. Pure speculation but any chance he was told Hansen has to go, he said no, and the final response was then you have to ... ?
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@antipodean said in All Blacks 2026:
Only once it was obvious he had no suitable plan, or was entirely oblivious,
Yep, 100% this
Concerns raised. Razor has many strenths, but I am not sure articulating a plan to a board is one of them. I suspect he struggles to write well - hence his (reported) request to speak to the board.
The Board winds up in a tough place. If you have concerns the Board thinks are legit, and the coach can't or won't address them properly, there is only one course of action in a high performance environment. Note that Razor also didn't have Robinson running interference for him.
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@taniwharugby said in All Blacks 2026:
Didn't Kirk say they'd be doing the appointment properly? Meaning there will need to be applications along with other work behind the scenes for applicants to assemble a team, honestly cant see that JJ has been appointed and TB decided to bail on SA, all in a few days.
Yes, he has commented that he had not been happy with the previous selection processes.
That'd be the Hansen/Foster/Robertson appointments.
Having said that, I am sure the process will be a bit different this time, and so it might be some time before a new selection is made.
And they do have time.
A quick Joseph (next cab off the rank) appointment, would probably just be more of the same. -
@nzzp said in All Blacks 2026:
Concerns raised. Razor has many strenths, but I am not sure articulating a plan to a board is one of them. I suspect he struggles to write well - hence his (reported) request to speak to the board.
He'd have no hope if he articulated to the board like he did with the media.
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You know the one thing that is so weird about how this has all gone down with Razor and his lack of social skills is I met him briefly in Hamilton the Friday before the France 3 test.
He came out to meet fans there for the AB training, there was a French couple standing next to me and he talked to them in French, talked to me and my son and asked where we were from etc. bantered for a bit got a photo with him. My son doesn't follow rugby that closely but he was like "Razor is cool".
He was very jovial and friendly and obliging. He does not come across like your typical grumpy type of coach - it's the strangest thing that he couldn't manage the social interaction part of the job when that seems to be his strength.
He really is an enigmatic, different person. Hard to figure the guy out.
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@nonpartizan said in All Blacks 2026:
He really is an enigmatic, different person. Hard to figure the guy out.
NZR probably did him a disservice by not really digging into what he needed to be successful and making sure some support is there. It's probably as we don't know if support was offered and not taken or not effective. Either way, NZR should be looking at their processes and how they got it wrong.
Still rate Kirk for taking the bold move and the heat that goes with it.
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We all know there’s a big difference between making casual conversation with someone and standing in a boardroom defending a plan or decision that will affect an entire company. He could very well be articulate while asking how someone’s day’s been while (as we’ve seen) fairly bad, under pressure answering for poor performances.
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On the issue of whether Razor wasn’t willing to fix things - go back to when Kirk is addressing the media with his own remarks (before questions). He seemed to suggest there was some back and forth on changes/the way forward but then felt it was no longer possible.
Maybe Razor as was mentioned above refused to accept his own shortcomings
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I have been thinking today. Can 2026 be a 2010 all over again? I remember after 2009 thinking we had no shot at the world cup. South Africa looked invincible. But then 2010 comes along and something clicked. Maybe I am delusional and this is cope, but I genuinely think it is possible, even with a new coaching set up.
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@zedsdeadbaby said in All Blacks 2026:
On the issue of whether Razor wasn’t willing to fix things - go back to when Kirk is addressing the media with his own remarks (before questions). He seemed to suggest there was some back and forth on changes/the way forward but then felt it was no longer possible.
Maybe Razor as was mentioned above refused to accept his own shortcomings
Robertson either didn’t think there was anything wrong or didn’t have a satisfactory solution to the issues. And if he did have a solution, wouldn’t he have at least begun to implement it already?
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@ShaquilleOatmeal said in All Blacks 2026:
We all know there’s a big difference between making casual conversation with someone and standing in a boardroom defending a plan or decision that will affect an entire company. He could very well be articulate while asking how someone’s day’s been while (as we’ve seen) fairly bad, under pressure answering for poor performances.
Obviously a big difference when it comes to trying to manage group of professional sports people with different backgrounds and viewpoints into a cohesive unified group.....
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@ChiefsMana said in All Blacks 2026:
I have been thinking today. Can 2026 be a 2010 all over again? I remember after 2009 thinking we had no shot at the world cup. South Africa looked invincible. But then 2010 comes along and something clicked. Maybe I am delusional and this is cope, but I genuinely think it is possible, even with a new coaching set up.
We started coming right at the end of 2009 where we didn't concede a try on the EOYT, which included a 39-12 hiding we gave to France. There was hope going into 2010 after a shoddy first half of 2009.
We're well off it currently compared to 2009/2010.
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@African-Monkey Ah yeah, that is right. Welp.
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Clayton Macmillan has publicly ruled himself out of an All Blacks coaching role:
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@kpkanz said in All Blacks 2026:
@pakman said in All Blacks 2026:
Check out 3.34:
Anyone else getting weird vibes from this clip??
Ardie going through his gospel, looks like a cult leader.
And everyone clicking their fingers to show support rather than clapping like most normal humans, as if to indicate they are more aware and morally righteous for clicking in a room where I assume no one in it has high sensitivity to noise considering they play in packed stadiums??
And then why is he going through counting the number of Islanders/fijians in the team that are starting and celebrating as if a quota has been met?
Our diversity should be celebrated and rightfully so..but the vibe here feels more divisive as opposed to inclusive.
I'm happy Razor is gone, but I get toxic vibes from Ardie, and worry the more he sticks around the more he is influencing the newbies joining the group ie Sititi and co.
Albeit I also cringe seeing the golfing group in the ABs as well.
Starting to look like a cliche high school movie from the outside with all the cliques.
I just watched that now.
Not gonna lie, watching that left me in stitches, god (no pun intended) that was funny/cringe.
Felt like I was watching a Chris Lilley skit or something.
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All Blacks Head Coach Selection Framework
Executive Search Consultant Recommendations
Prepared by: Executive Search Specialist with deep rugby expertise
Date: January 2026
Engagement: New Zealand Rugby Head Coach Recruitment
Executive Summary
Scott Robertson’s departure after two years, despite a 74% win rate, signals a critical inflection point for New Zealand Rugby. The board’s end-of-season review revealed the team wasn’t tracking towards 2027 World Cup success, with significant concerns around team culture, player engagement, and coaching cohesion.
This framework prioritises team culture and leadership group curation whilst ensuring a rigorous, bias-free selection process. The 2027 World Cup in Australia represents the non-negotiable success metric.
The Critical Issue: Culture & Leadership
What the Robertson Review Revealed
The consultation with approximately 20 players highlighted systemic issues beyond win-loss ratios:
- Fractured player-coach relationships — players expressed concerns about strategy, communication, and selection processes
- Coaching team instability — Leon MacDonald and Jason Holland resigned, citing philosophical differences
- Disconnected leadership — reports of “losing the dressing room” despite technical competence
- Tactical misalignment — heavy defeats (43-10 to South Africa, 33-19 to England) exposed strategic vulnerabilities
Key Insight: Technical excellence without cultural alignment delivers mediocrity at the elite level. The All Blacks require a curator of high-performing teams, not just a tactician.
Selection Principles: Eliminating Bias
As executive search professionals, we must design a process that removes subjective bias—both conscious and unconscious—whilst identifying genuine leadership capability.
Structured Assessment Framework
1. Competency-Based Evaluation
- Define observable, measurable competencies before reviewing candidates
- Use standardised scoring matrices across all assessors
- Require evidence-based examples for every competency claim
- Prohibit “gut feel” or “cultural fit” justifications without objective support
2. Diverse Selection Panel
- Include perspectives beyond traditional rugby networks
- Independent chair to challenge groupthink
- Separate technical assessment from interpersonal evaluation
- Cultural diversity where appropriate to challenge assumptions
3. Structured Behavioural Interviewing
- Identical core questions for all candidates
- STAR methodology (Situation, Task, Action, Result) required for all responses
- Independent scoring before group discussion
- Multiple interview panels to cross-validate assessments
5. Psychometric & Leadership Assessments
- Validated instruments measuring emotional intelligence, resilience, and leadership style
- 360-degree reference checks with structured questions
- Situational judgment tests specific to high-pressure coaching scenarios
- Assessment centres with role-play exercises
6. Player & Stakeholder Consultation
- Anonymous feedback mechanisms to prevent intimidation
- Structured questions preventing leading responses
- Senior player panel with defined evaluation criteria
- Weight input appropriately without enabling player power dynamics
Core Selection Criteria
1. Team Culture Architect (30% Weighting)
Definition: Ability to build psychologically safe, high-accountability environments where diverse personalities thrive under pressure.
Observable Evidence Required:
- Documented player retention rates and satisfaction scores from previous roles
- Specific examples of transforming underperforming team cultures
- Evidence of managing conflict constructively within playing groups
- Demonstrated ability to unite diverse personalities towards common goals
- Track record of developing future leaders within squads
Assessment Methods:
- Reference checks with minimum 10 former players (anonymised feedback)
- Case study presentation: “Describe how you identified and resolved a cultural issue in a high-performing team”
- Psychometric assessment: Emotional intelligence, empathy, conflict resolution
- Behavioural interview: Specific examples of managing difficult team dynamics
Red Flags:
- Pattern of player departures or public disputes
- Inability to provide specific cultural transformation examples
- Defensive responses to cultural feedback
- Over-reliance on authoritarian leadership styles
2. Curator of Coaching Excellence (25% Weighting)
Definition: Capacity to identify, recruit, develop, and retain elite coaching talent whilst fostering collaborative excellence and maintaining stability through pressure.
Observable Evidence Required:
- Stability of coaching teams across tenure (retention rates >80%)
- Track record of recruiting specialist coaches who complement head coach’s philosophy
- Examples of successfully integrating coaches with differing but compatible philosophies
- Evidence of assistant coaches progressing to senior roles after working under candidate
- Demonstrated ability to resolve coaching conflicts constructively without resignations
- Proven relationships with elite assistant coaches (existing networks ready to activate)
Assessment Methods:
- Case study: “Describe how you built your ideal coaching team and navigated philosophical disagreements”
- Reference checks with former assistant coaches (structured questions on collaboration and empowerment)
- Specific coaching team proposal: Names, roles, and rationale for proposed All Blacks structure
- Assessment: Leadership style inventory and collaboration indicators
- Evaluation of candidate’s existing coaching network and recruitment capability
Elite Assistant Coach Partnerships—The Critical Success Factor:
The Robertson era demonstrated that tactical brilliance alone is insufficient. Leon MacDonald’s departure mid-tenure over attacking philosophy differences revealed fundamental failures in coaching alignment and communication. The new head coach must either:
- Bring established partnerships (e.g., Jamie Joseph + Tony Brown model):
- Proven collaboration at Highlanders (Super Rugby champions 2015)
- Successful international partnership with Japan (2019 RWC quarter-finals, victories over Ireland and Scotland)
- Complementary skill sets: Joseph (culture, defence, forward play) + Brown (attack, skills, backs)
- Pre-existing trust eliminates integration risk
- Shared philosophy reduces conflict likelihood
- Demonstrate clear recruitment strategy with specific targets:
- Named assistant coaches candidate would approach (attack, defence, forwards, skills)
- Evidence of existing relationships or professional respect
- Complementary expertise that addresses All Blacks’ current weaknesses
- Cultural fit assessment of proposed coaching team
- Succession planning within coaching group
Red Flags:
- History of assistant coach turnover or public disputes (Robertson lost MacDonald and Holland)
- Inability to articulate clear role delineation within coaching structures
- Vague or generic responses about coaching team composition (“I’ll find the best people”)
- Autocratic decision-making without consultation or collaboration
- Lack of succession planning for coaching team development
- No existing relationships with elite-level assistant coaches
- Previous pattern of “my way or the highway” leadership
Why This Matters:
A head coach with proven assistant partnerships (Joseph-Brown, Gatland-Edwards-Howley, Schmidt-Lancaster) brings:
- Immediate operational effectiveness (no integration period)
- Established communication protocols under pressure
- Shared tactical language and philosophy
- Mutual trust built through previous success
- Reduced risk of philosophical conflicts
- Faster implementation of game plans
The successful candidate must either bring their coaching team or demonstrate compelling recruitment capability with specific names and existing relationships. Generic promises are insufficient given the Robertson experience.
3. Strategic & Tactical Mastery (20% Weighting)
Definition: Proven ability to outthink and outmanoeuvre the world’s best coaches in high-stakes environments.
Observable Evidence Required:
- Win rate against top-4 ranked nations (minimum 75%)
- Tournament success, particularly knockout stages
- Demonstrated tactical flexibility across different opposition styles
- Innovation in attack and defence systems
- Success in World Cup or equivalent tournaments
Assessment Methods:
- Video analysis presentation: Breakdown of recent All Blacks performance with proposed improvements
- Tactical problem-solving exercise: Live scenario response to in-game situations
- Technical interview panel: Former elite coaches assessing strategic depth
- Track record analysis: Performance against tier-one nations
Context from Robertson Era:
- 74% overall win rate masked critical failures against elite opposition
- 43-10 loss to South Africa (worst ever defeat) exposed defensive frailties
- First loss to Argentina in Argentina revealed tactical inflexibility
- Heavy defeat to England (33-19) demonstrated vulnerability under pressure
- Rugby Championship finishes: 2024 (3rd), suggesting declining competitiveness
Red Flags:
- Limited success against top-tier opposition
- Tactical inflexibility or inability to adapt mid-game
- Over-reliance on single game plan
- Poor tournament record
4. Authentic Leadership Under Pressure (15% Weighting)
Definition: Resilience, transparency, and decisive decision-making when facing intense scrutiny, setbacks, and public expectations.
Observable Evidence Required:
- Examples of recovering from significant defeats or crises
- Track record of transparent communication with stakeholders
- Ability to make unpopular but necessary decisions
- Demonstrated learning from failures
- Composure under media and public pressure
Assessment Methods:
- Behavioural interview: “Describe your most challenging coaching moment and how you led through it”
- Written response: Handling post-defeat media and stakeholder communication
- Psychometric: Resilience and stress management assessment
- Reference checks: How candidate responds to adversity
Red Flags:
- Defensiveness or blame-shifting when discussing failures
- Pattern of poor media relations or public conflicts
- Inability to acknowledge mistakes or learning points
- Volatility under pressure
5. International Excellence & Experience (10% Weighting)
Definition: Proven track record at international level or equivalent elite competition.
Required Evidence:
- International head coach or senior assistant experience (preferred)
- Success at Super Rugby, European, or equivalent professional level (minimum)
- Experience with World Cup cycles and tournament preparation
- Understanding of both hemispheres’ rugby philosophies
Pragmatic Approach:
Whilst international experience is highly valuable, don’t exclude exceptional candidates from elite Super Rugby or northern hemisphere club backgrounds if they demonstrate superior culture-building and leadership capabilities. Sustained success at the highest domestic level can translate to international excellence when coupled with the right assistant coaching network.Assessment Methods:
- CV analysis against objective performance benchmarks
- Presentation: World Cup preparation and execution strategy
- Technical panel assessment of rugby knowledge breadth
Key Performance Indicators
Cultural & Leadership KPIs (Primary Success Metrics)
2026 Immediate Priorities:
- Player engagement score: >90% positive feedback (quarterly anonymous surveys)
- Coaching team stability: Zero assistant departures
- Leadership group cohesion: Measurable improvement in team culture assessments
- Transparent communication: Bi-monthly stakeholder updates with clear metrics
2027 World Cup Build:
- Sustained player satisfaction: >85% positive engagement scores
- Coaching innovation: Evidence of tactical evolution through regular reviews
- Squad depth development: 2+ competitive players per position
- Cultural health: Annual independent culture audits showing positive trajectory
Performance KPIs (Secondary Metrics)
2026 Season:
- Win rate: >80% (all Tests)
- Rugby Championship: Top 2 finish
- Tier-one opposition: >75% win rate
- Points differential: +12 average per match
2027 World Cup:
- Primary objective: Win the tournament
- Minimum: Quarter-final exit
- Expected: Final appearance
- Required: Defeat 2+ tier-one nations in knockouts
Recommended Selection Process
Phase 1: Position Definition & Panel Formation (Week 1-2)
Actions:
- Board approves this selection framework and criteria weighting
- Establish independent selection panel:
- Independent chair (corporate governance or executive search background)
- NZR board representative
- Former All Blacks captain (player perspective)
- High-performance sport psychologist
- Elite coaching technical expert
- Independent integrity observer
- Document decision-making protocols and bias-mitigation strategies
- Define minimum acceptable standards and non-negotiables
Deliverables:
- Approved position specification
- Panel terms of reference
- Assessment scorecards and matrices
Phase 2: Market Mapping & Candidate Identification (Week 2-4)
Actions:
- Global search: Southern and Northern Hemisphere candidates
- Comprehensive candidate identification and initial screening
- Competency-based longlisting (minimum 10 candidates)
- Initial reference checks (qualification verification)
- Psychometric assessments (longlisted candidates)
Bias Controls:
- No candidates excluded based on nationality or age
- Multiple assessors independently score before comparison
- Focus on demonstrated outcomes and measurable results
Deliverables:
- Longlist of 8-10 qualified candidates
- Initial psychometric profiles
- Preliminary reference feedback
Phase 3: First-Round Assessment (Week 5-6)
Actions:
- Structured video interviews (standardised questions)
- Tactical case study submission (identical brief for all candidates)
- Cultural leadership presentation (45 minutes)
- Initial player leadership group consultation (anonymous feedback)
- Independent scoring and shortlisting to 4-5 candidates
Assessment Focus:
- Team culture architecture examples
- Coaching team curation philosophy
- Strategic thinking and innovation
- Communication clarity and authenticity
Deliverables:
- Shortlist of 4-5 candidates
- Consolidated assessment scores
- Preliminary cultural fit indicators
Phase 4: Deep-Dive Assessment (Week 7-8)
Actions:
- In-person interviews with full panel (3 hours per candidate)
- Detailed reference checks (10+ referees per candidate, including former players and assistant coaches)
- Coaching team structure presentation (who they’d recruit and why)
- Scenario-based assessments (live problem-solving)
- Media simulation and stakeholder management exercise
- Player panel interview (senior All Blacks leadership group)
Bias Controls:
- Independent scoring before panel discussion
- Structured questions prevent favouritism
- Anonymous player feedback weighted appropriately
- Devil’s advocate role assigned to challenge consensus
Deliverables:
- Final ranking of 2-3 candidates
- Comprehensive assessment reports
- Risk analysis for each finalist
Phase 5: Final Selection & Appointment (Week 9-10)
Actions:
- Panel presents findings to NZR Board
- Board makes final decision based on objective evidence
- Negotiation and contract finalisation
- Public announcement and transition planning
- Coaching team recruitment commences
Governance:
- Document rationale for selection decision
- Record any dissenting views
- Establish performance review framework
- Define success metrics and review cycles
Deliverables:
- Appointed head coach
- Signed contract
- Transition and onboarding plan
- First 100-day priorities
Critical Success Factors
What This Process Must Deliver
- Objective, Evidence-Based Decision
- Every criterion scored against observable evidence
- No candidate selected based on “reputation” without substantiation
- Transparent rationale that withstands public scrutiny
- Cultural Transformation Capability
- The successful candidate must demonstrably build high-trust, high-accountability environments
- Evidence of previous cultural turnarounds required
- Player engagement prioritised over pure technical credentials
- Coaching Team Excellence
- Clear vision for recruiting and retaining elite assistants with specific names provided
- Proven partnerships or existing relationships with elite-level coaches (Joseph-Brown model preferred)
- Collaborative leadership style validated through assistant coach references
- No repeat of the MacDonald/Holland departures—stability guaranteed through pre-existing relationships or compelling recruitment evidence
- Bias-Free Process
- Merit-based assessment using objective criteria
- International candidates given equal consideration
- Personal relationships with selectors excluded from evaluation
- All decisions documented with evidence-based rationale
- 2027 World Cup Readiness
- Candidate must articulate clear pathway to tournament success
- Track record of tournament performance essential
- Tactical innovation and adaptability demonstrated
Final Recommendations
As an executive search consultant with deep rugby passion and All Blacks commitment, I offer these closing observations:
The Robertson era demonstrated that technical competence without cultural leadership is insufficient. A 74% win rate couldn’t overcome fractured relationships, coaching instability, and player disengagement. The next appointment must prioritise team culture and coaching curation alongside tactical excellence.
This process must be ruthlessly objective. New Zealand Rugby’s credibility depends on demonstrating that selection was based on evidence, not relationships or rugby politics. Every decision must be defensible with objective data.
The successful candidate will be a culture architect first, tactical genius second. Elite rugby is played as much in the mind and heart as on the field. The All Blacks need a leader who builds cohesive, resilient teams capable of performing under World Cup pressure.
Time is critical but process integrity is non-negotiable. Rushing to appointment risks repeating past mistakes. An 8-week structured process delivers better outcomes than a 4-week relationship-based decision, whilst providing urgency appropriate to the 2026 season timeline.
The 2027 World Cup in Australia is the singular measure of success. Everything else—win rates, player satisfaction, coaching stability—are enablers of this ultimate objective.
Recommended Next Steps:
- NZR Board endorses this selection framework (within 72 hours)
- Appoint independent selection panel chair (within 1 week)
- Commence global candidate identification (immediate)
- Execute 8-week selection process (February-March 2026)
- Announce appointment (late March 2026)
- New coaching team in place (April 2026)
- First Test under new coach (June 2026 Rugby Championship)
The All Blacks deserve a selection process worthy of their legacy. This 8-week framework delivers rigour without unnecessary delay, ensuring the new coach has maximum preparation time before the critical 2026 season and 2027 World Cup campaign.
This framework represents best-practice executive search methodology applied to elite sports leadership. It balances rugby expertise with rigorous governance, ensuring New Zealand Rugby appoints a head coach capable of restoring the All Blacks to World Cup-winning excellence.
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@The-Docter what is this? Is it a real document?
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https://x.com/nzrugbydatabase/status/2012016200910598494
74%, was more reflective of the circumstances of our opposition.
We were 6-0 against Australia and Ireland, both were very poor when playing us. Could have easily lost all 3 tests to England last year and then they comfortably handled us this year. France C. 2-2 against Argie.
Everyone kept waiting for the turnaround, for the run of good performances, never came. He will feel terrible that the thing he worked so long towards has fallen apart, but there was no evidence things were going to get better.
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