More than a month has passed since England concluded its poorest Six Nations campaign on record. The Rugby Football Union (RFU) persists with a secretive review of the tournament performance, conducting proceedings out of public view.
Last weekend marked a new attendance high for the Women’s Six Nations at Twickenham, highlighting the positive momentum around the world champion women’s squad. This starkly contrasts the uncertainty and disconnection plaguing the men’s team, underscoring flawed leadership at English rugby’s governing body.
Borthwick Faces Intense Pressure
Steve Borthwick endures significant personal strain amid the ongoing scrutiny. Drawing from his own 1999 World Cup quarter-final loss to South Africa, former England coach Sir Clive Woodward empathizes deeply. Media backlash was intense, with calls for his dismissal, impacting him, his family, and close circle profoundly.
Borthwick likely questions his suitability for the role. Woodward recalls a Nelson Mandela quote shown to him then: ‘I never lose—I either win or learn.’ The quarter-final exit built essential resilience.
Key Differences in RFU Handling
Unlike 1999, when Fran Cotton and Cliff Brittle swiftly backed Woodward post-defeat, confirming his role for the 2003 World Cup, current RFU chief executive Bill Sweeney proceeds slowly via anonymous committees. Decision-makers remain unidentified and their qualifications unclear. Even Borthwick’s original appointment lacks transparency.
Such opacity hampers high-performance environments. Committees dilute accountability, unlike leaders staking their reputation.
Sir Clive Woodward clarifies he seeks no RFU role and firmly backs Borthwick as the ideal coach through the 2027 World Cup. His intelligence ensures growth from this trial. Clarity now would enable focus on the July Nations Championship opener in South Africa.
Sweeney’s March Statement
On March 26, 12 days after the France defeat, Sweeney addressed media, offering no guarantees on Borthwick. He described England’s one win in five matches as an ‘unusual outcome’ requiring a ‘deeper dive,’ adding: ‘Clearly, there are some issues. We’ll get to the bottom of all of them.’
Sweeney should focus on financials and boardroom duties, avoiding rugby team matters. Past executives like Francis Baron respected boundaries, aiding success.
Urgent Need for Decision
Three weeks later, no resolution emerges, leaving the setup in limbo. Borthwick, typically reserved, should demand a clear hire-or-fire verdict from leadership.
Prolonged doubt erodes his authority with players, fans, and rivals, complicating preparations against back-to-back World Cup winners South Africa on their turf. England requires a homegrown coach; Borthwick stands out as the top young talent needing full RFU backing.
Lessons from Other Sports
The RFU’s rigid committee system exposes Borthwick. Premier League clubs like Brighton and Brentford offer models with stable performance divisions supporting rotating coaches. Ireland, France, Scotland, South Africa, and Italy employ similar setups.
Twickenham’s silence signals poor decision-making by unaccountable figures, risking disaster. Any summer turnaround would occur despite, not due to, RFU support.
Woodward hopes Borthwick secures the opportunity to silence critics, viewing this as a vital learning phase. As Mandela noted: ‘I never lose. I either win or learn.’
