Having recently read James Kerr's “Legacy" - a book on what the New Zealand All Blacks can teach us about the business of life - I felt it would be interesting to look at the author's conclusions and how they translate to real-world experiences for companies and candidates in Titan’s key sectors.
Across the evidence discussed in the book and scientific studies undertaken, instilling a high-performance mindset clearly translates into real-world impacts. One study of 183,000 teams confirms this connection. The research revealed that top-quartile teams in employee engagement outperform their counterparts significantly.
Sweep the Sheds: Humility in Practice
This means no one is above the basics. Senior engineers and directors must demonstrate accountability by reviewing designs, mentoring juniors and maintaining client relationships directly. A culture where leaders take ownership of small details reinforces discipline across the team.
Character Over Talent: Hiring for Job and Culture Fit
Australian organisations facing skills shortages must go beyond technical credentials. Prioritising engineers who align with company values, such as integrity, collaboration and resilience, ensures cultural stability. Recruiting purely for technical skill without cultural alignment can damage performance and undermine cohesiveness in the long term.
Purpose and Passion Driven Work: Defining the “Why”
Clients expect more than drawings; they want sustainability, safety and community value. Embedding ESG commitments, Indigenous participation and infrastructure legacy into every project provides teams with a broader purpose beyond billable hours.
Job Adaptability: Staying Ahead Through Innovation
Just as the All Blacks evolved tactically, organisations must evolve digitally. Embracing BIM, AI, digital twins and automation positions teams to deliver faster and with fewer errors. A culture of experimentation with new tools keeps organisations ahead of competitors.
Shared Responsibility - Everyone's a Leader
High-performance cultures empower graduates, mid-level staff and principals alike to take initiative. Encouraging every team member to speak up - whether flagging safety concerns or suggesting design improvements - spreads leadership throughout the organisation.
Continuous Improvement - Marginal Gains in Design
Rather than chasing one-off breakthroughs, firms should focus on consistent refinement: standardising templates, capturing lessons learned and refining QA processes. Small efficiencies across projects compound into significant competitive advantage.
Building a high-performing team is more than just a popular HR trend; it has a direct impact on your company's bottom line. These teams consistently surpass goals, setting new standards for what can be achieved. This translates to exceeding expectations in productivity, innovation and profitability, raising the bar for the entire organisation.
For people across the design, engineering and construction sectors, applying the Legacy principles means building cultures where humility, purpose, adaptability, shared responsibility and continuous improvement drive performance. The result is not only technical excellence but also sustainable, resilient teams capable of delivering Australia’s most complex projects.
If you’re curious about how these trends are shaping the market or want Let's explore how you can align your next move with performance-driven success, please get in touch for a confidential chat. Alternatively, you can search our current engineering, design and construction jobs.
