Legacy by James Kerr: Leadership, Legacy, and Lessons for Life

Recommended to me by a close friend, Legacy: What the All Blacks Can Teach Us About the Business of Life by James Kerr quickly became a standout favourite in our breakfast book club. Even before we’d opened it as a group, I had a copy sitting on my desk—and several people commented on how much they had enjoyed it. That early enthusiasm was a clear signal: this book was going to give us plenty to discuss.

Kerr delivers pragmatic, culture-first insights into leadership, grounded in the ethos of one of the most successful sports teams of all time—the All Blacks. His emphasis on humility, discipline, and continuous improvement is powerfully relevant to both life and business.

One of the quotes that immediately resonated with me—so much so that the highlighter came out by page 8—was:

“Each of us wants to make the most of our time, the most of our moment, to live our values out loud and, through them, to create something valuable and lasting—a legacy that is woven into the lives of those we lead and love.”

This idea lies at the heart of why I started our leadership book club. You can never know everything, and you can never practice leadership enough—it’s a craft that demands focus and intention. Kerr reinforces this with:

“The challenge is to always improve, even when you are the best. Especially when you are the best.”

That message sets a high standard, but it’s one I strongly believe in. In his chapter on Practice, Kerr shares a favourite All Blacks quote:

“If you’re not growing anywhere, you’re not going anywhere.”

This philosophy mirrors the work I do with teams—through consulting, team days, and strategic planning sessions. “Development isn’t a “nice to have” or a once-a-year away day. To achieve world-class results, training must be central to your culture: intense, regular, and deliberately repetitive.”

One of the most memorable stories was the All Blacks tradition to “sweep their own sheds.” They do it so “no one else has to” and because “they look after themselves.” This ritual is a powerful demonstration of humility, self-discipline, and ownership. Kerr puts it perfectly:

“A collection of talented individuals without personal discipline will ultimately and inevitably fail. Character triumphs over talent.”

That belief is deeply aligned with how I approach leadership facilitation. I often say leadership begins with self-awareness, and Kerr reinforces this through the Lombardi Model, which begins with:

“Only by knowing yourself can you become an effective leader.”

In his chapter on Character, Kerr references Owen Eastwood’s simple equation:

“Performance = Capability + Behaviour”

It’s a beautifully clear model. Similarly, Kerr’s discussion of Purpose brought in many familiar favourites: Maslow’s Hierarchy of Needs, the Hawthorne Effect, and references to other impactful works from authors like Walter Isaacson, Jim Collins, and Simon Sinek. These tie directly into the frameworks I use when working with leadership teams, particularly around values-driven culture and emotional rewards.

One of the most powerful perspectives Kerr shares is:

“No one is bigger than the team.”

I’ve seen firsthand the transformational impact that offsite team days and leadership programs can have on communication, cohesion, and connection. Wayne Smith, who formed the Rugby Club for the All Blacks, put it simply:

“To be able to work together, communication is the biggest thing, and I think that comes from a team that has good links off the field.”

This aligns with why I’m passionate about creating and facilitating workshops that go beyond skill and into values, vision, and behaviour. One of my favourite tools—the Communication Influence Dimensions—helps teams reflect and realign with how they are perceived and how they experience others. I use it often, as an accredited facilitator, to reinforce authentic and congruent communication.

Kerr continues layering his exploration of leadership by referencing Daniel Kahneman’s Thinking, Fast and Slow. From anchoring and priming to decision-making and mindset, these psychological factors shape performance. In today’s world—especially with the impact of social media—the story we tell ourselves and who we surround ourselves with deeply influence how we lead our lives and run our businesses. Kerr captures this beautifully through a reference to Bruce Chatwin’s The Songlines.

When Kerr writes about Authenticity and feedback, Gilbert Enoka’s quote stands out:

“In the belly, not the back.”

Feedback, when shared transparently and with genuine intent, forms the foundation of trust. That’s something I try to embody in every facilitated session, helping leaders build cultures where openness, humility and vulnerability leads to growth.

The overarching concept of legacy is central to the work I do—whether it’s within the family business sector or with young people at Operation Flinders Foundation. Kerr speaks to the idea of “leaving the jersey in a better place,” of stewardship, of carrying the ball forward and passing it to the next generation. He writes:

“True leaders are stewards of the future. They take responsibility for adding to the legacy.”

In his chapter Whakapapa, Kerr speaks about lineage—not just within a company or a team, but within our broader role as humans. It’s a magnificent balcony view of what leadership can mean.

And he closes with one of the most powerful reminders:

“Character is forged by the way we respond to the challenges of life and business, by the way we lead our life and teams. If we value life, life values us. If we devalue it, we dishonour ourselves and our one chance of living. This is our time.”

That, to me, is inspirational.