BJ Botha: What All People Can Learn From the Brutality of Transition
In rugby like all sports, the end can come suddenly. An injury, a non-renewed contract, or simply the coach moving in another direction — and overnight, a player can go from security to nothing. In this clip Brendon “BJ” Botha described it as a shock most players aren’t prepared for.
That uncertainty isn’t unique to sport. Business leaders face the same reality — fixed-term projects, restructures, or sudden market shifts. Employees can lose their jobs in an instant. The question is: how do we lead people through it and how do individuals prepare themselves?
1. Be Honest: Build Career Conversations, Not Just Reviews
In rugby, players know contracts are short yet still aren’t prepared. In business, employees are often blindsided. Business leaders need to be prepared to have those difficult conversations and that means being upfront when the end is coming. Few things damage trust more than pretending everything is fine and ambushing someone with a redundancy or dismissal letter! Transparency gives people time to prepare, reposition, and protect themselves.
2. Always Have a Plan
Rugby players live with uncertainty, so the smart ones always plan for life after the next contract, way before the end is even near. Employees should take the same approach: assume change will come, even if it’s not obvious. Build and maintain your network before you need it. Keep your CV sharp. Invest in skills while you’re secure. Platforms like LinkedIn are invaluable here.
3. Exit With Dignity
When a contract isn’t renewed, how a player is treated matters. The same is true in business. Leaders who provide transition support turn a tough moment into one of respect. The way you handle exits becomes part of your culture. Some companies do this well, some pay lip service and some offer nothing. How you treat people who leave your company will impact your company brand.
4. Keep the Alumni Close
Even after contracts end, rugby players remain part of a strong network through shared experiences and common values. Businesses can learn from that — building alumni networks that maintain goodwill, strengthen brand reputation, and often create new opportunities. Companies can create their own alumni communities. In rugby those players that leave could be sponsors of the future and employees could be future clients. Remember that!
The message is clear: uncertainty will always exist. Leaders must be honest, and individuals must be prepared. The best businesses, like the best teams, make sure loyalty and culture outlast the contract — and the smartest individuals keep building for whatever comes next.
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