By ANDREW MARMONT

JIM Doyle has always wanted to do better. Whether it was as a semi-professional soccer player, moving across the world or overhauling national sporting organisations, the New Zealand Warriors’ boss has never been content to leave things as he found them.

Take his upbringing. Growing up in working-class Scotland in the 1970’s was tough. His whole family worked in factories and jobs were hard to find. Great ones were as rare as a sunny Edinburgh day. But Doyle wanted more. He enrolled to be an apprentice electrician, becoming the first person in his family to work in a true profession. After finishing, he decided to go to South Africa, a land that promised more opportunity.

Doyle’s dedication and desire to improve his life again shone through as he worked his way up to production manager while studying a business degree at night. Results followed, leadership roles did too. But his life really changed when he moved to New Zealand in 1993.

After running a car-stereo company for a few years, he then became general manager of a tiny technology company called Navman. Over the course of a decade, he grew it from a $3 million to a $500 million business, exiting as a very wealthy man. He then took an opportunity up with the New Zealand Rugby League, taking them from a “bit of a mess” to a profitable business, after which he joined the NRL as Dave Smith’s chief operating officer.

After almost two years as Smith’s right-hand man he got offered the chance to take on the Warriors’ managing director role. As a season holder since 1995, he is as passionate as the thousands of faithful fans who fill Mount Smart every home game.

After quite a unique, diverse career, did he ever see himself leading a sporting organisation?

“No. I’ve been a mad sports-person all my life. I played lots of sports – including semi-professional soccer – but never thought I’d be involved in sports administration.”

It was during his career as a mid-field back where he got his first taste of leadership. Telling people where to go and directing them around the paddock came easily to the young Doyle, a trait which seemed to flow in his off field endeavours too, hence his progression to management roles early in his work life. He never saw himself as a leader though; it was simply a product of his sporting career.

As someone who has plotted the turnaround of both small and large organisations, his take on successful leadership is simple.

“The key attribute is to explain to people where you want them to go, how to get there and align everyone with that vision. You need to have very good communication skills, and be an excellent listener too. Explain the purpose of the organisation. If everyone feels aligned to this everyday, you will get success.”

He referenced the NZRL and the NRL roles as key examples. The New Zealand Rugby League was in some trouble when he took the role – “people were working there, but there wasn’t a vision or strategy” – so after doing some research, came away with a distinctive viewpoint: rugby league is more than just a game. It has the power to make a big impact on people’s lives and affect positive change. This became his strategic plan and helped progress the sporting body forward.

Doyle enjoyed the NRL chief operating officer role, where he added value and created new initiatives (like the Integrity Unit, as well as tackling wider issues like ASADA, player behaviour, player welfare and the salary cap), for which Smith praised him greatly. Again, he got his colleagues to buy into a vision. (continued below)



Surely the Warriors’ role would be his most challenging to date. What does he want to achieve with the club? Not surprisingly, he wants to create a culture of long-term success.

“Obviously winning more games – that’s how we are measured every week. Our partners and sponsors are also seeing standards inside the organisation changing. Staff are now much more engaged. Of course, we can’t achieve our wider objectives if we aren’t winning games.”

The goal is be a top-four side. Dramatically overhauling their roster last year – 13 of 33 players represented a huge change – and bringing in players like Roger Tuivasa-Sheck and Issac Luke headlined the new signings. But culture takes time to evolve, cohesion to build, he says. I’m sure Doyle knows that the fans can’t wait too long for this to happen.

Doyle is certainly a sharp listener, answering my questions in multi-layered detail, always keeping on topic. He certainly practices what he preaches about leadership. How would he describe his own personality style?

“I like to be very innovative and am always looking for continuous improvement. I have high standards, and expect other people to come up to these standards too.”

It is interesting he mentions innovation because the NRL and game of rugby league needs to continue to change to keep its relevancy. Despite some setbacks during his time at the NRL – including Todd Carney’s “bubbling” incident – Doyle is adamant the game is in great health.

“It’s the best shape it’s been in many years. With the new broadcast deal, and agreement of clubs to finalise the next funding model, clubs will be in a better financial position. With our fans, we have growing memberships and they are

more engaged through lots of content. Our players are better off financially, with access to great physios, gym facilities and education. Also, we can give back more to our communities, schools and hospitals too.”

Warriors’ fans are used to a rollercoaster existence, with lots of lows, some great highs and heaps of frustration. They need someone at the top who can get long-lasting results, not just quick fixes or make big sweeping statements.

Jim Doyle could just be the man to finally take the Warriors from sleeping giant to consistent title contender. After all, he’s spent his whole career wanting to improve things.

