A physically and psychologically demanding game, rugby is one of the toughest sporting challenges. As we all sit back on our sofas to watch the Six Nations Championship, have we ever considered what it’s actually like to be on the field?
Enduring constant contact, tackles, and scrums, rugby not only takes a physical toll but also a mental one on players as they push through fatigue while trying to keep their concentration sharp. Balancing endurance with mental agility is challenging. Especially when you’re pushed beyond your limits, it can be difficult to channel those frustrations and disappointed emotions without them clouding your judgement
For HR leaders and professionals navigating the equally high-stakes world of modern business, there’s a lot to learn from how these top rugby players master their inner game. At Insights, our experience working with both elite sports professionals and leading global organisations, has shown that self-awareness is fundamental to building resilience, managing high pressure situations, and optimising team performance.
Here are three key lessons from Six Nations rugby players that HR leaders can apply to themselves, their teams and their organisations:
Reframe negative mindsets to build resilience
Managing emotions and staying composed on the field is a difficult one – especially during a physical team sport like rugby, in a high-profile tournament such as the Six Nations. “Negative self-talk” can be harmful to performance when high levels of concentration are required.
The same applies in the workplace, where HR leaders often juggle competing priorities across the origanisation, difficult performance conversations, and high-stakes decisions.
Elite athletes are trained to recognise the signs of “negative self-talk” – that inner critic we all have – and to reframe those thoughts in a constructive way. HR leaders can do the same by reflecting on what this self-talk is, how it can impact performance, and discussing how to reframe those internal conversations.
By understanding your internal response to high-pressure situations, it develops a self-awareness of being mindful that you have the power to change your perception and to develop mental resilience. By adopting a positive attitude towards situations you can then perceive them as a challenge, and not as threat.
Recognise triggers and adapt under pressure
Rugby players work with sports psychologists to identify their stress triggers and develop strategies to manage them in the heat of competition. For HR professionals managing large-scale change, complex people issues, or crises, recognising personal triggers is equally essential.
We can reframe high-pressure situations by identifying what we can influence and what we might need to ask of others, according to our different personality preferences. At Insights, we use the Insights Discovery tool to help with this. For example:
- A more extroverted preference might benefit from ample opportunity for social contact and to develop ideas collectively, whereas a more introverted preference might benefit from peace to focus and express views without feeling pressured.
- A preference for thinking might benefit from direct communication whilst being able to operate independently and objectively while a preference for feeling might benefit from harmony and where hard work is rewarded with gratitude and sense of community.
By understanding your unique response to pressure—and how those around you differ—you can adapt your approach, build trust, and lead with empathy. In high-pressure moments, pause and ask yourself: “What do I need right now to stay focused and effective? What might my team need and what do I need from them?”
Identify blind spots to improve team communication
In elite rugby, recognising blind spots is essential. These are personality traits that are often overlooked – but they’re crucial to identify so that everyone can add value to the team.
How do athletes understand their blind spots and others? By understanding each team member, it fosters better communication, collaboration and synergy on the field. For example, a sportsperson may be unaware that their competitive spirit is sometimes interpreted by others as arrogance, creating friction with teammates.
The same is true in business. HR leaders are often the glue that holds teams together across the organisation, and it’s critical to understand how your behaviours might be perceived by others. For example, a strong drive for results could be interpreted as impatience. A desire for harmony might result in avoiding difficult conversations.
By actively being adaptable and recognising the team’s strengths, weaknesses and preferences it can contribute to greater teamwork in both sport and business. This means that HR leaders can leverage their own abilities and lean on individuals’ unique strengths during times of need.
Just as Six Nations rugby players might seek honest feedback from coaches, teammates or mentors, HR professionals can ask for honest feedback on blind spots that they might be unaware of, adapt their leadership style, and as a result foster greater psychological safety within their teams.
It’s clear that applying awareness in the sporting arena can give top athletes like rugby players that extra margin – something that might just equate to victory in the Six Nations.
Just as mental agility is as critical as physical endurance for elite rugby players, self-awareness is a vital competency for HR leaders in today’s dynamic workplace. Understanding yourself—and those you lead—creates a ripple effect of better communication, stronger collaboration and more resilient teams.
Mark Leisegang is a learning and development expert. He is currently Practice Lead – Education, at global people development company Insights.He has delivered more than 250 Insights Discovery workshops, has worked with Executive and Senior Teams across many sectors including financial, tourism, retail, telecommunications, pharmaceuticals, and technology, and has delivered sessions across Africa, APAC, Europe and the Middle East.
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