I’ve just been re-reading a classic leadership book – Legacy by James Kerr. Leadership and life lessons from the New Zealand All Blacks, the world’s most successful rugby team. Kerr reveals 15 powerful and practical principles that the All Blacks use to create a culture of excellence, resilience, and teamwork.
Legacy may not appeal to everyone as it is full of sporting analogies and lots of anecdotes about the world of international rugby. Nevertheless, it is also full of fabulous real-world leadership ideas as well as practical strategies for creating a positive, growth-mindset culture. And it’s also inspiring to read about the All Blacks journey from one of the lowest points in their history to regaining their ascendancy on the world stage. Lots of great leadership quotes too.
Kerr describes how the All Blacks have managed to sustain their success over decades by helping players align personal meaning to a higher purpose; being ‘good ancestors’ who leave the jersey in a better place. The book also draws on insights from Māori traditions and culture, as well as from other successful leaders and coaches in sport and business from all over the world.
Legacy is a unique and inspiring handbook for anyone who wants to lead others, create a sustainable workplace culture, or simply lift their own performance to a higher level. An easy and inspiring read. And some great reminders of simple, fundamental leadership principles.
Here’s a brief synopsis of the All Blacks’ 15 core principles:
- Character: Never be too big to do the small things that need to be done. Character triumphs over talent.
- Adapt: When you’re on top of your game, change your game. A winning organisation is an environment of personal and professional development, in which each individual takes responsibility and shares ownership.
- Purpose: Ask ‘Why?’. Our fundamental human drive comes from within – from intrinsic rather than extrinsic motivations. Inspired leaders and organisations attract followers through shared values, vision and beliefs.
- Responsibility: Leaders create leaders. Leaders empower individuals by passing on responsibility, creating ownership, accountability, and trust.
- Learn: Create a learning environment. Leaders are teachers. Excellence is a process of cumulative learning and incremental improvement.
- Whanau: Whanau is a Māori word for extended family. Everyone works together towards the same goal. The All Blacks have a very clear ‘no dickheads’ policy. No one is bigger than the team.
- Expectations: Aim for the highest cloud. Setting personal goals and team targets is part of what drives improvement. Dream big.
- Preparation: Train to win. Practice under pressure. Do the extra work to make the difference.
- Pressure: Keep a blue head. Control your attention. Stay calm when the heat is on and make the right decisions under pressure.
- Authenticity: Know thyself. Be true to yourself and your values. Don’t try to be someone you’re not.
- Sacrifice: Find something you would die for and give your life to it. Put the team first. Make sacrifices for the greater good.
- Language: Watch your words. Language shapes behaviour and beliefs. Choose words that empower and inspire yourself and others.
- Ritual: Create a culture. Rituals are a framework that holds the belief system in place and reconnects the team to their fundamental purpose.
- Whakapapa: Be a good ancestor. Whakapapa is a Māori word for genealogy or lineage. It means planting trees you’ll never see. Leave the jersey in a better place.
- Legacy: Write your legacy. This is your time. Make it count.
How to apply the All Blacks’ principles at work
Here are some simple, practical ways you can bring these principles to life in the workplace.
Character – never too big for the small things
- Model “no job beneath me” behaviour: occasionally take on unglamorous tasks (tidying a meeting room, taking notes, greeting participants) to signal that contribution matters more than status.
- Recognise character, not just performance: in check‑ins and performance reviews, call out specific examples where someone showed humility, integrity or helped a colleague behind the scenes.
Adapt – when you’re on top of your game, change your game
- Run regular “after-action reviews”: after projects or key meetings, ask “What did we learn?” “What do we change next time?” and capture one concrete experiment to trial.
- Invite challenge from the team: once a quarter, ask your team, “If you were in my role, what would you change?” and act on at least one suggestion.
Purpose – ask “Why?”
- Start meetings with a “why”: briefly restate the purpose of the project or decision, and link it to the organisation’s bigger mission or the customer impact.
- Connect roles to meaning: in 1:1s, help each person articulate how their work contributes to something they care about, and revisit this when workloads spike.
Responsibility – leaders create leaders
- Delegate outcomes, not tasks: assign people ownership of problems to solve instead of steps to complete, and let them choose the approach within clear boundaries.
- Rotate leadership opportunities: invite different team members to lead stand‑ups, chair meetings, or represent the team at cross‑functional forums.
Learn – create a learning environment
- Normalise “micro‑learning”: build short moments of reflection into meetings by asking, “What’s one thing we learned this week?” and capture those insights.
- Share your own learning edges: talk openly about skills you’re working on, books or courses you’re using, and what you’re experimenting with in your own practice.
Whānau – no one is bigger than the team
- Co‑create team norms: involve the team in defining how you want to work together, including a clear “no dickheads” standard and what that looks like in behaviour.
- Build connection rituals: open meetings with a quick personal check‑in, pair people from different functions to collaborate, and celebrate collective achievements, not just heroes.
Expectations – aim for the highest cloud
- Set “stretch with support” goals: agree on ambitious yet realistic targets, then identify the support, resources and feedback loops people will need to reach them.
- Make progress visible: use simple visual boards or dashboards so the team can see movement towards shared goals and feel momentum.
Preparation – train to win
- Rehearse critical moments: run simulations or role‑plays for high‑stakes presentations, negotiations, or incident responses so people can “practice under pressure”.
- Debrief preparation quality: after big events, ask, “Did we prepare well enough?” and codify what “good prep” looks like for your team’s context.
Pressure – keep a blue head
- Teach simple reset tools: introduce brief breathing, grounding or centring techniques that people can use before tough conversations or complex tasks.
- Name the pressure: when tension rises, calmly acknowledge it (“This is a big decision and we’re under time pressure”) and re‑focus the group on the next best step.
Authenticity – know thyself
- Share your story: appropriately share your own values, formative experiences and what you stand for at work, so people see the person behind the role.
- Align words and actions: make a point of following through on small commitments quickly; when you can’t, acknowledge it and reset expectations.
Sacrifice – put the team first
- Make trade‑offs explicit: when prioritising work, explain what you’re saying “no” to in order to protect the team’s wellbeing, focus and sustainability.
- Recognise quiet sacrifices: notice and acknowledge when people support others, cover work, or adjust plans for the team’s benefit.
Language – watch your words
- Curate your “team vocabulary”: choose phrases that reinforce growth, ownership and possibility (for example, “What can we learn?” “What’s in our control?”).
- Shift from blame to curiosity: when things go wrong, replace “Who stuffed up?” with “What happened?” and “What do we change next time?”.
Ritual – create a culture
- Design simple, repeatable rituals: for example, a weekly “wins and lessons” round, a short haka‑like chant or phrase that signals shared commitment, or a welcome ritual for new joiners.
- Anchor rituals to values: explicitly link each ritual to the value it reinforces, so people understand the “why” behind the practice.
Whakapapa & Legacy – be a good ancestor
- Tell the story of your “jersey”: share the history of the team, the people who built it, and the responsibilities you’ve inherited.
- Ask, “How are we leaving the jersey better?”: in planning cycles, have the team identify one or two concrete ways you’ll improve the team, system or customer experience for those who come after you.
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