Scott Robertson’s tenure as All Blacks head coach unravelled because of a pattern of leadership shortcomings that became impossible to ignore.
In an insightful article for The New Zealand Herald, rugby writer Gregor Paul said the warning signs appeared early – long before record defeats and late-game collapses turned concern into crisis.
Paul stresses that the All Blacks job demands far more than technical coaching ability. It requires emotional intelligence, strategic clarity, political awareness and the capacity to manage a vast web of stakeholders. In his view, Robertson struggled to grasp the full scope of that responsibility.
“I couldn’t find his superpower,” Paul wrote, despite Robertson’s extraordinary success with the Crusaders. Five full Super Rugby titles and two Super Rugby Aotearoa titles suggested something exceptional, yet at Test level Paul argued that quality never translated into a defining leadership strength.
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A recurring theme in Paul’s analysis is Robertson’s lack of emotional intelligence. He cites moments where Robertson appeared unaware of how his words and actions landed within the group – from public comments about Richie Mo’unga’s return from Japan to handling internal discipline issues inconsistently.
Paul also points to a failure to establish clear standards and accountability, something that unsettled senior players early in Robertson’s reign. Incidents such as Damian McKenzie’s missed team bus, confusion over tactical calls, and assistant coach Leon MacDonald’s unexplained exit all contributed to a sense of instability.
“He lacked the emotional intelligence and maturity to manage the complex requirements of the job,” Paul wrote, adding that Robertson’s limited life experience outside professional rugby narrowed his frame of reference when navigating pressure, politics and people.
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Perhaps most damaging, however, was confusion over who was actually in charge. Paul argues that Robertson positioned himself as a “culture coach” while assistant Scott Hansen increasingly appeared to operate as the functional head coach – a dynamic that eroded clarity and trust.
When performances dipped, particularly in second halves, those structural flaws were exposed. Paul highlights repeated collapses after half-time, unclear messaging and muddled selection policies as evidence of a coaching group struggling to align.
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Ultimately, Paul believes Robertson was out of his depth in an environment that demands ruthless clarity and authority.
“He wasn’t a shrewd political operator, a clever strategist or an inspiring communicator,” Paul concludes.
Photo: Carl Recine/Getty Images
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