In leadership from the ‘professor’ of rugby

special group and he would need to change some of his ways to make it work.

In one interview, he acknowledged, ‘‘I had to start looking through a different lens. I’m not used to the buildup the Black Ferns have. I’m used to a bit quieter, a bit more selfreflection, no noise on the bus’’.

At one stage he threatened to take his own truck to the games because of the music, discussions and noise. But his self-reflection brought him to the realisation he was the one who should change. (Although he did advise any other 65-year-old pensioners who had coached men’s rugby teams not to try the transition.)

Good leaders are self-aware and know it is not about them and what they think. They empower their teams by listening to feedback and working with what they hear. They motivate their teams to get back up when things go wrong and face new challenges. They accommodate differences.

At some time in our lives all of us need permission to be ourselves and it was obvious in Portia Woodman-Wickliffe’s pregame interview that permission had been given because she nailed it: follow your head, follow your guts; be your authentic self; see the game, play the game; just be you and be yourself; know you’ve done your work.

A player who felt free to deliver exactly how she felt, in her own language. And the banter that followed from Ruby Tui and Kendra Cocksedge about who could tell the best joke further demonstrated freedom of thought and personal confidence.

A team that has been enabled to think for themselves without fear or threat of retribution will always be able to deal with whatever is thrown at them.

Following the game, Smith stated, ‘‘I’ve never been more proud of a team. I didn’t really care today, win or lose, but we just wanted to go out and be true to our DNA and what we’ve been trying to do’’.

Smith has been the quiet professor of rugby for decades – always in the background passing on his knowledge, teaching his charges to think for themselves, be themselves, and be given the knowledge to make choices and take risks.

No personal brands in Wayne’s world. No need to exert control. Brands are for commodities and the psychological effects of turning yourself into a brand rather than being yourself are not what is needed to be your best on the field. He just unconditionally shares his knowledge and helps others to make things happen.

I support Sir Graham Henry’s call for a knighthood for Wayne Smith because he is a true leader in all senses of the word and one that we should all learn from.