In his new book Danny Care explains “in vivid detail how the players and support staff lived in constant fear of England Head coach Eddie Jones.” Like many high-performing leaders Jones, appears to have face a familiar challenge: building trust and commitment in a team while grappling with his own “workaholic tendencies” and “perfectionist” standards.
Is his successor and protege, Steve Borthwick, any different? With the recent departure of key assistant coaches Aled Walters and Felix Jones there are warning signs, and Borthwick must find a way to balance personal leadership style with the need to foster genuine team engagement.
The Perfectionist’s Dilemma
Perfectionist leaders often find it difficult to delegate and trust others fully. Driven by high standards, they tend to want every detail under their control, which can create a stifling environment. While this approach might work for a time, it often leads to burnout—not just for the leader, but for their team as well. Eddie Jones burnt through 12 assistant coaches during his time as England coach. Care explains “We used to say to each other, ‘Just remember, boys, everything’s a test,’ as if we were characters in a dystopian novel.” When staff members feel micromanaged or believe their contributions are undervalued, their commitment wanes. This is particularly relevant now for Borthwick, as he looks to rebuild after losing two integral members of his coaching team.
Letting Go to Build Trust
One of the hardest things for a leader with perfectionist tendencies is letting go. Yet, trust is the cornerstone of commitment. If Borthwick wants to strengthen his team’s bond, he must find a way to loosen his grip on the day-to-day minutiae and show confidence in his staff’s abilities. This requires vulnerability—admitting that he can’t do everything alone, and that others bring unique skills to the table that complement his own.
By creating space for coaches to lead in their areas of expertise, Borthwick can empower them to take ownership of their roles. This shift from micromanagement to collaboration encourages initiative and innovation, making team members feel truly valued. In turn, their commitment to the team grows.
It was every man for himself in Eddie’s training camps. You got your head down, gritted your teeth, said nothing and hoped you stayed in the room. That isn’t a healthy environment, because it breeds selfishness, not camaraderie, and it rewards yes-men rather than people who are willing to question things.
Building a Culture of Trust and Accountability
Trust and accountability are direct outcomes of a strong, co-created team identity. This identity isn’t something a leader imposes—it emerges from the shared contributions of both the leader and the team. The paradox here is that leaders, especially those with perfectionist tendencies, often feel the need to maintain control, yet the trust they crave can only be built by letting go.
Leaders may fear relinquishing control, believing it safeguards performance, but true trust grows when team members have a voice in shaping their collective identity. By involving the team in defining who they are and what they stand for, leaders foster a sense of ownership. This shared responsibility encourages accountability, as team members become deeply invested in the team’s success.
Ultimately, the strongest team identities—and the trust and accountability that follow—are built through collaboration. When leaders step back, they empower their teams to take ownership, creating an environment where trust flourishes, and accountability becomes a natural consequence of shared commitment.
Conclusion: Leading with Trust, Not Perfection
For a workaholic, perfectionist leader like Borthwick, the key to building commitment in his coaching team lies in letting go of control and fostering an environment of trust. By empowering his staff and creating space for them to thrive, he can rebuild not only his coaching team but also a culture of loyalty and dedication that will drive long-term success.