Mary-Anne Murphy Mary-Anne Murphy

What’s your Legacy?

Have you ever stopped to think about the legacy you’ll leave behind? I mean really think about it—not just the targets hit or projects delivered, but the way people will remember you. As leaders, we get so caught up in the day-to-day grind that we rarely take a moment to zoom out and ask, What difference am I making?

James Kerr, in his brilliant book Legacy, shares lessons from the All Blacks. He writes, “Success is no longer about lifting trophies; it’s about your contribution, your story, and leaving the jersey in a better place.” For the All Blacks, the jersey represents something bigger than the individual—a legacy of stewardship and responsibility. While most of us don’t wear jerseys to work, we do hold the same responsibility for our teams, our organisations, and even our communities.

So, what will you leave behind?

Leadership: It’s Bigger Than You

If you’re anything like me, you probably didn’t think about your legacy when you first stepped into a leadership role. You were likely too focused on figuring out what to do, let alone how you’d be remembered! But the longer I’ve been in leadership, the more I’ve realised that it’s not about how much you achieve; it’s about how you serve.

Take Steven Adams, our Kiwi NBA star, for example. He’s not the flashiest player on the court, but he’s known for doing the hard, unglamorous work that makes his team better. In his own words: “It’s not about being the star; it’s about doing what needs to be done for the team to succeed.” Whether he’s setting screens, grabbing rebounds, or guiding younger players, Steven lives the idea that leadership is about lifting others. That’s the kind of legacy that matters.

What Legacy Are You Building?

Here’s the thing—your legacy isn’t something you create at the end of your career. It’s in the small, everyday choices you make right now. Are you the kind of leader who listens when someone’s struggling? Do you take time to develop others, even when your plate is full? Are you building systems and cultures that will thrive long after you’ve moved on?

Ruby Tui, one of my absolute favourites from the Black Ferns, talks about leadership in a way that really hits home for me. In her memoir Straight Up, she says, “True leadership is the opposite of individualism, the opposite of one person standing above the rest. It’s an encompassing, inclusive thing. I never liked the top-down way of leading.”

Ruby reminds us that leadership isn’t about being in charge—it’s about taking care of the people you lead. It’s about creating spaces where everyone feels valued and empowered to succeed. That’s what real legacy looks like.

Humility in Action: “Sweep the Sheds”

One of the most profound lessons from Kerr’s Legacy is the All Blacks’ tradition of “sweeping the sheds.” After every game, the senior players clean the locker room. They don’t do it because they have to—they do it because they want to. It’s a symbol of humility and service.

Think about it—how often do we, as leaders, roll up our sleeves and do the unglamorous work? When we do, we’re sending a clear message: no one is above the team, and success is built on small acts of commitment and care.

A Legacy of Contribution

I’ve been reflecting on what kind of legacy I want to leave as a leadership coach and trainer. For me, it’s about values like kindness, growth, and empowerment. I want people to say, “She made us better, not just in the work we did, but in how we felt about ourselves.”

What about you?

  • What stories will people tell about you when you’re no longer in the room?

  • What values are you embedding in your team?

  • Are you empowering others to take the lead, or are you trying to do it all yourself?

Planting Trees You’ll Never See

One of the most beautiful lines in Legacy is this: “Be a good ancestor. Plant trees you’ll never see.” That’s what leadership is all about—sowing seeds of growth and resilience that will thrive long after you’ve moved on.

So, let’s make it practical. Here are three things you can do today to start shaping your legacy:

  1. Reflect: Take 15 minutes to write down how you want to be remembered as a leader. Be brutally honest—are your actions aligning with that vision?

  2. Empower: Find one person in your team who has potential. How can you help them grow? Maybe it’s a conversation, some coaching, or just giving them space to lead.

  3. Simplify: Look for the “sheds” you can sweep in your leadership. What small, humble act can you do today to show your team you’re in this together?

So, What’s Your Legacy?

The truth is, we’re all leaving a legacy, whether we’re intentional about it or not. The question isn’t if—it’s what kind. So, what will your legacy be?

Let’s start building it, one small action at a time.

Go well this week
Mary-Anne

Space for 2025 is filling. Check out our 2025 programmes:

Empowered Leaders

Empowered Cultures

Empowered Students

Leadership Retreat

Next year there is no RAPLD funding.
Talk to us about applying for grant funding to support your mahi. 

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Mary-Anne Murphy Mary-Anne Murphy

Energy Awareness

Energy Awareness

Maintaining Energy as a Leader: A Conversation About Staying Grounded and Giving Back

Leadership can be a mixed bag, can’t it? Some days you’re nailing it, energised and on top of things. Other days, it feels like you’re carrying the weight of everyone’s struggles as well as your own. It’s no small task to lead while keeping your own energy tank full. So, let’s talk about how to maintain energy for yourself and your colleagues. Here are four practical strategies to help you lead with strength, care, and a little bit of humour.

1. Be the Constant

Consistency is one of the greatest gifts you can offer as a leader. When times are tough, people need clarity and stability. By being clear about expectations—what needs to be done, how it needs to be done, and by when—you provide a safe foundation for your team. But don’t mistake “constant” for “robotic.” Acknowledge that it’s tough out there. Saying, “This is hard, and I see you doing your best,” goes a long way.

Liz Wiseman talks about the dangers of being an “Optimist” as an accidental diminisher in her book Multipliers. When we focus only on silver linings, we can accidentally dismiss how challenging things are. Instead of saying, “You’ve got this!” on repeat, try saying, “This is a lot. Let’s work through it together.”

Your steady presence creates a sense of security and lets your team know they’re not alone.

2. Hand-Hold When Needed

Sometimes people don’t need a pep talk—they need a partner. Feeling isolated can sap energy faster than a poorly planned Monday morning meeting. That’s where shadow-coaching comes in.

Get alongside your team members, especially when they’re navigating something tricky. This might mean sitting in on a challenging meeting with them, offering feedback on a draft, or simply being there as they take the first steps towards a new skill or task. It’s not about micromanaging; it’s about being a temporary crutch when someone’s feeling unsteady.

When we walk beside our colleagues, we remind them that they’re part of a team—and that’s incredibly energising.

3. Know Your Locus of Control

Here’s a tough truth: sometimes, we pour our energy into things we simply can’t control. Maybe it’s a decision from the higher-ups, the behaviour of others, or even the weather ruining an outdoor event. If you can’t influence it, is it worth your energy?

Take a moment to identify where your energy is being drained unnecessarily. Then, refocus on what you can control—your own actions, priorities, and mindset. This shift not only protects your energy but also models resilience and practicality for your team.

Remember, your ability to lead effectively grows when you focus on the things within your reach.

4. Identify What Motivates You

Leading others requires clarity about what keeps you energised. Are you the type who thrives on ticking off a to-do list? Or maybe your morning routine sets the tone for your day? If you’re a planner, lean into that strength. Use your diary to block out not just work tasks but also breaks to recharge.

For some, it’s about setting boundaries around when to switch off. For others, it’s finding joy in small moments—a good cup of coffee, a chat with a colleague, or a quiet walk to clear your head. Whatever it is, prioritise it. When you’re motivated and grounded, it’s easier to uplift those around you.

Final Thoughts

Leadership isn’t about being superhuman. It’s about staying connected to what keeps you energised and passing that energy on to your team in ways that are thoughtful, intentional, and real.

So, next time you feel your energy dipping, revisit these four strategies: Be the constant, hand-hold when needed, focus on your locus of control, and lean into what motivates you. It’s not about doing everything perfectly—it’s about showing up consistently with care and clarity.

Go well this week,


Mary-Anne

Space for 2025 is filling. Check out our 2025 programmes:

Empowered Leaders

Empowered Cultures

Empowered Students

Leadership Retreat

Next year there is no RAPLD funding.
Talk to us about applying for grant funding to support your mahi. 

Contact Mary-Anne to discuss your needs.

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Emotional Intelligence Mary-Anne Murphy Emotional Intelligence Mary-Anne Murphy

How EI is the secret sauce of leadership

Emotional Intelligence is the undisputed secret sauce of the greatest leaders. Just like adding chocolate sauce to an ice cream transforms plain vanilla ice cream into something extra special. 

EI (Emotional Intelligence) is exactly that. It is the set of skills that can catapult managers into the stratosphere, turning them into change-makers and leaders.

So what exactly is this secret sauce? 

Mary-Anne Murphy

Emotional Intelligence is the undisputed secret sauce of the greatest leaders. Just like adding chocolate sauce to an ice cream transforms plain vanilla ice cream into something extra special. 

EI (Emotional Intelligence) is exactly that. It is the set of skills that can catapult managers into the stratosphere, turning them into change-makers and leaders.

So what exactly is this secret sauce? 

EI is a framework of skills, a toolkit, that helps leaders realise their ultimate potential through a lens of deep empathy, self-awareness and empowerment that far outweighs any traditional leadership knowledge base.

“(IQ & TQ) x EQ = Leadership Potential. Leadership potential is the product of cognitive intelligence (IQ) and technical skills (TQ) and is maximised by high emotional intelligence or EQ.” Dr Martyn Newman, RocheMartin


Social-emotional agility

If we look at the tennis player, Roger Federer, he is a prime example of how someone uses their emotional agility to their advantage. His vast technical knowledge and level of skill in the field of tennis is undeniable.

Armed with natural talent, combined with a good education, intellect and the very best tennis coaching, he is very easily in a class of his own. 

But possessing an impressive level of TQ  (technical skill) is by and large not the only thing that sets him apart. It’s his emotional agility and high level of EI that have directly contributed to him being one of the best tennis players in history.

His heightened level of self-awareness and adaptability along with his ability to control his emotions through an exceptional level of self-management, means he can get the best out of himself under pressure, using his social-emotional agility to create the outcome he wants.

IQ vs EQ

59% of hiring managers said they wouldn’t employ someone with a high IQ and low EI.

71% of employers say they value Emotional Intelligence over IQ. CareerBuilder Survey, 2011.

Think about the most recent job interview you have been in and what kind of questions they asked you. You might have had more questions about problem-solving and how you approached difficult situations or challenging personalities than questions about the actual technical skills required to do the job. 

While technical knowledge, experience and expertise are an important part of specific roles, being able to work effectively as part of a diverse team is becoming critically important.

Companies know that they can teach people the skills they need to do a job, so they favour hiring someone with a higher EQ over someone with a higher IQ.

Building Confidence in Leadership with EI

Confidence is plain and simply a learned skill. 

Confident people trust their intuition, rely on their internal framework, and lean into it as a resource. It helps them make decisions, take initiative, assert themselves with clarity and communicate boundaries. 

They’re in tune with a high level of self-awareness, can understand and regulate their emotions but above all else, have a strong bond of trust within themselves. 

“You can’t lead a cavalry charge if you think you look funny on a horse.” John Peers, CEO & Chairman at Lightfleet

It will be impossible to lead a team to the next level if leaders are riddled with self-doubt, can’t have difficult conversations without regulating their emotions or cannot create and communicate boundaries with difficult people. 

EI skills are a sought-after and valuable asset for anyone in a leadership role and it’s never too late to develop them.


Work with Us

Momentum Learning has been supporting Leaders, Teams, Teachers, Rangatahi and their Whānau to develop their social and emotional intelligence since 2020. Talk to us about exploring this for your organisation.

Let’s work together.


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Emotional Intelligence Mary-Anne Murphy Emotional Intelligence Mary-Anne Murphy

Importance of social-emotional capability development for teams

Diversity in practice means that leaders work with a wide range of personalities, temperaments and people of all ages from every type of background. It’s no longer just strength in numbers, there’s demonstrated evidence that diversity brings resilience and perspective to teams.

Which makes social-emotional intelligence skills a critical element for all leadership and team capability development.

Mary-Anne Murphy

Diversity in practice means that leaders work with a wide range of personalities, temperaments and people of all ages from every type of background. It’s no longer just strength in numbers, there’s demonstrated evidence that diversity brings resilience and perspective to teams.

Which makes social-emotional intelligence skills a critical element for all leadership and team capability development.

“Today’s best companies get it. They’re generating every form of value that matters: emotional, experiential, social, and financial. And they’re doing it for all their stakeholders. Not because it’s politically correct, but because it’s the only path to long-term competitive advantage.

Companies that people love doing business with, partnering with, working for and investing in. For them, loyalty isn’t just real, it’s palpable, and driving unbeatable advantages in everything from marketing to recruitment.” Firms of Endearment - Raj Sisodia, David B. Wolfe, Jagdish N. Sheth.


Emotional Intelligence for Leadership

Traditional leadership development training had previously focused on modules such as strategic analysis and knowledge-based capability, which left leaders falling short when it came down to the heart of any leadership role.

Emotional intelligence or EQ, once perceived as a set of optional soft skills, is now respected as a strategic toolkit at the core of leadership development. With teams more diverse than ever, the skills required to maximise growth and help teams reach their fullest potential can no longer be learned simply as a knowledge-based curriculum. 



Social-emotional intelligence and DEI

The arrival of diversity, equity and inclusion or DEI (Diversity, Equity, Inclusion) policies have rapidly evolved. Initially, as a politically correct metric, one of those paper-only KPIs to keep the stakeholders signing on the dotted line. 

But the balance quickly shifted. 

Companies that really wanted to lead change needed to attract the best talent and align themselves with policies that lived and breathed their values through their people.

Today it is talent that selects companies to align themselves with. Not the other way around.

People seek out employers of choice who actively demonstrate their DEI policies in real time. They select teams to work with, led by change makers with high EQ skills, where they know they will be valued and be able to grow in an environment that creates space to empower everyone.

The foundations of  DEI and SEI are intrinsically linked. Organisations with a vision for future-proofing their long-term goals and live these skills as a mantra. Enabling them to attract and retain the best talent in the world, setting them up to be in a class of their own.

The Casel Framework - casel.org

How EQ equips leaders for challenges

A toxic company culture, disconnected teams and disgruntled employees all have a direct impact on team productivity and ultimately company performance and profitability. 

Leaders who are equipped with EQ skills have the tools they need to navigate difficult situations while building strong and capable teams.

They use EQ skills as a compass, to build and lead cohesive teams that are set up and prepared for long-term future success even when navigating the roughest seas. 


And it all starts by making social-emotional skills development a core element of all teams and leadership capability training.


Work with Us

Momentum Learning has been supporting Leaders, Teams, Teachers, Rangatahi and their Whānau to develop their social and emotional intelligence since 2020. Talk to us about exploring this for your organisation.

Let’s work together.


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Emotional Intelligence Mary-Anne Murphy Emotional Intelligence Mary-Anne Murphy

How social-emotional intelligence can help your career success

Emotionally intelligent people are by nature flexible, adaptable and resilient. They are inspiring as leaders with a high level of self-awareness. Their emotional intelligence (EI) skills help them to effectively balance compassion and empathy, with the ability to assertively set and communicate healthy boundaries.

EI is now not only considered a critical leadership skill set, but it is also a highly sought-after one. No matter what your career goals are, investing and developing a social-emotional intelligence toolkit have become imperative for every level of career success. 

Mary-Anne Murphy

Emotionally intelligent people are by nature flexible, adaptable and resilient. They are inspiring as leaders with a high level of self-awareness. Their emotional intelligence (EI) skills help them to effectively balance compassion and empathy, with the ability to assertively set and communicate healthy boundaries.

EI is now not only considered a critical leadership skill set, but it is also a highly sought-after one. No matter what your career goals are, investing and developing a social-emotional intelligence toolkit have become imperative for every level of career success. 

“It all starts with self-awareness. It’s not all about you, but it all begins with you. As a leader, if you’re not in a good place, not stable and not clear about what’s unique about you, then nothing’s going to flow from that.” Jeremy Darroch, Group CEO Sky.



Emotional Capital 

Emotional intelligence is not a personality trait, but rather a set of emotional competencies that are developed to enhance leadership, nurture relationships and confident social skills.

Every personal interaction you have, and every decision you and your business make, is likely to be built on emotion. RocheMartin, Inspired Emotional Intelligence

Think of emotional capital as a type of skills bank. By developing these skills, you are investing in your own emotional capital bank.  When you need to access these skills you can use them to transact with. Whether you are leading your team to success, getting buy-in from stakeholders or nurturing loyal relationships.


So if emotional capital was currency, have you thought about how you are spending it?



Optimism as a Strategy

People with high emotional intelligence skills are inherently optimists. 

Optimists frame issues differently, they see opportunities and can adapt quickly to changing circumstances and environments. They strategically access their emotional capital, drawing on strong relationships with teams they’ve built and nurtured.

A great example of how optimists leverage their framework was during the global pandemic. They were the ones who identified silver linings and mobilised a response that would not only see their organisation survive but outperform their competitors in the end.



Empathy vs Sympathy

One of the biggest attributes of EI  is empathy. Empathy requires a very deep understanding of what the other person is going through on an emotional level. While sympathy is relatable more on an intellectual level. While we can sympathise with another person's lived experience, sympathy gives us no real emotional understanding of it. 

Empathy requires us to put ourselves in another person's shoes and dig deep into the emotional experience they are having. 

This is done through things like being an active open-minded listener who can respond without bias in a validating and deeply genuine way.

EI competency can be learned, developed nurtured and used to improve your relationships with others, strengthen networks, broaden perspectives and ultimately clear the pathway to career success.

Do you want to know more about how to access the EI toolkit for yourself or your team? Get in touch with us, we would love to hear from you. 


Work with Us

Momentum Learning has supported Leaders, Teams, Teachers, Rangatahi and their Whānau to develop their social and emotional intelligence since 2020. Talk to us about accessing this essential curriculum methodology, through Regionally Allocated PLD and other funding pathways.

Let’s work together.


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