even positive tests to illicit substances. Of
course, these slights on the NRL product
are not reflective of the man in charge,
but, as Todd explains, they certainly
impede his ability to forward-plan.
“That’s probably one of the great
challenges of a role like mine:
understanding the need to be strategic
and thinking well into the future, but also
understanding that there’ll be issues from
time to time that will change your course
and your focus,” he considers. “Some of
those issues can be quite distracting, but as
CEO you have to confront them head-on.
Sometimes this makes you unpopular,
but a phrase I’ve used a few times is,
‘Sometimes people get confused between
leadership and popularity, and if you want
to be popular, you’re probably not going
to do a job like mine.’
“Quite often we make decisions that
are unpopular, but that doesn’t mean
they’re wrong. I’ve got a job where every
person I meet tells me how to do my job
better,” he grins.
“I actually encourage that; I think it’s
a great thing, because when people come
and talk to you, whether it’s when you’re
buying your morning coffee or when
you’re just out on the weekend, they do
it because they love the game and they’re
emotionally connected to the sport or
to their team. I will never take for
granted the support the game has from
the broader public.”
While he may have his detractors in
the public sphere, he has never had an
issue with popularity at Rugby League
Central at Moore Park in Sydney.
Mainstream media reported that a survey
conducted by a reputable agency at the
end of 2015 revealed a toxic culture
within the headquarters’ walls. The only
department that received a passing grade
was Todd’s Football Operations division.
Needless to say, his ascension to the top
job was widely applauded by the
disillusioned workforce.
“My first and primary objective was
to focus on people and culture, and make
sure that everyone who worked inside the
“The working partnership
between Rugby League and
Harvey Norman is as strong
as it has ever been. We have a
20-year history that has seen
us support State of Origin,
All Stars, Women in League,
Jillaroos, Grassroots, and
Touch Football; all foundation
elements of the game and all
Todd’s top priorities.” – Katie
Page, CEO, Harvey NormanNRL had a sense of belonging, and felt
like they had a supportive and really
engaging environment,” he says. “I think
you get the very best out of your people
when they feel like they’re a part of
something much bigger. I worked really
hard over my first 12 months to provide
that level of support inside the
organisation. I think we’ve got some more
work to do, but I am pleased because
we’ve made good progress there.”
With the support of his staff, who are
“strong, diligent and professional”, and his
“experienced and high-calibre” executives,
Todd has managed to remain focused on
setting the NRL up for a prosperous
future. Not an easy task for someone
whose plate is regularly brimming with
issues demanding his immediate attention.
Even when this interview took place, not
only was Todd in the process of selling
the NRL-owned Newcastle Knights to
The Wests Group, and responding to
allegations of a salary cap breach at the
Manly Warringah Sea Eagles, but he was
also in the thick of negotiations with
club bosses and the Rugby League
Players Association over the collective
bargaining agreement.
“People will continue to talk about
the strength of our broadcast ratings
and the quality of our TV product,
which is great. But behind the scenes, »theceomagazine.com | 43Interview | INSPIRE