What the All Blacks Can Teach Business Owners About Succession
Written with assistance from ChatGPT
Practical lessons from Legacy for passing a business to the next generation
Passing a business to the next generation is rarely a technical problem.
It’s a human one.
Valuation, tax and legal structures matter — but they are rarely what determine whether a succession actually works. What matters far more is culture, identity, and how leadership is handed on.
James Kerr’s book Legacy, which explores the culture of the New Zealand All Blacks, offers surprisingly practical lessons for owners thinking about succession — not because it’s about sport, but because it’s about stewardship.
“Leave the Jersey Better Than You Found It”
One of the All Blacks’ central principles is that no individual owns the jersey.
Players are temporary custodians, expected to pass it on in better condition than they received it.
For business owners, this is a powerful reframing.
Succession becomes easier when the business is viewed not as an extension of the founder’s identity, but as something borrowed for a period and then handed on.
Practically, this changes how decisions are made:
Systems matter more than heroics
Sustainability matters more than personal preference
Ego gives way to continuity
Owners who struggle to let go often don’t doubt the next generation’s ability — they doubt whether anyone else will care as much as they do.
Humility at the Top Matters More Than Authority
In Legacy, senior All Blacks players are expected to “sweep the sheds” — to clean the changing rooms themselves.
The lesson isn’t about tidiness.
It’s about status, not removing responsibility.
In succession, this shows up very clearly.
Founders who model humility:
accept challenge
listen as much as they speak
allow others to lead
Founders who cling to authority — even subtly — undermine successors before they begin.
Nothing damages a handover faster than saying:
“You’re in charge… as long as you do it my way.”
Culture Has to Live Outside the Founder
Many owners say they want the culture preserved.
Few can clearly explain what that culture actually is.
The All Blacks’ culture works because it’s behavioural, not aspirational. It’s visible in how people act when pressure is on.
For a business owner, this raises uncomfortable but necessary questions:
What behaviours are non-negotiable?
What standards matter even when performance dips?
What would be genuinely disappointing to see disappear?
If culture only exists in the founder’s head, it doesn’t survive succession.
The Business Must Become Bigger Than You
The All Blacks have always had stars — but the team is never built around them.
That principle is critical in succession.
If the business is too closely tied to the founder:
customers hesitate
staff defer
successors struggle to establish authority
Successful handovers require a shift from person-led identity to principle-led identity.
The next generation shouldn’t be expected to replicate the past.
They should be trusted to steward the future.
Prepare People, Not Just the Event
One of the most consistent failures in succession is timing.
Owners often prepare the transaction meticulously — but delay preparing the people.
In Legacy, leadership is developed long before it’s required.
In business, that means:
gradually transferring decision-making
exposing successors to difficult conversations
allowing mistakes while the consequences are manageable
Waiting until “the right moment” usually means waiting until options are limited.
Legacy Is What Continues Without You
The All Blacks judge success not just by results today, but by how the team performs after leaders move on.
For business owners, this is the real test of succession.
A successful handover isn’t just:
a clean deal
an efficient tax outcome
It’s one where:
the business continues to thrive
relationships survive the transition
pride replaces regret
That requires thinking well beyond the numbers.
A Useful Question for Owners
A question borrowed directly from the spirit of Legacy is:
“Am I building a business that depends on me — or one that can outgrow me?”
That question reveals more about succession readiness than most plans ever will.
Closing
Passing a business to the next generation is one of the most significant leadership transitions an owner will face.
Done well, it creates continuity, pride, and resilience.
Done narrowly, it can leave both the business and the owner stuck between stages.
These conversations are often most valuable well before a handover feels urgent.