About the author: John Baldoni | SmartBlogs

John Baldoni John Baldoni is chair of leadership development at N2Growth, is an internationally recognized leadership educator and executive coach. In 2014, Trust Across America named him to its list of top 100 most trustworthy business experts. Also in 2014, Inc.com named John to its list of top 100 leadership experts, and Global Gurus ranked John No. 11 on its list of global leadership experts. John is the author of more than a dozen books, including his newest, “MOXIE: The Secret to Bold and Gutsy Leadership.”

How do you motivate yourself?

That’s a question I sometimes get and when I do I like to give a three-word answer: Accentuate the positive! It’s the title of a Harold Arlen-Johnny Mercer tune from the 1940s.

Also consider the maxim that legendary basketball coach John Wooden used to preach: “Do not let what you cannot do interfere with what you can do.”

That simple statement offers such clarity.[…] Continue Reading »

One of the big reasons change initiatives fail is because people do not like to be pushed out of their comfort zones.

That is only the surface emotion; a deeper reason is that people are uncomfortable with learning. It will mean absorbing new information, processing it and acting upon it.

Learning is intrinsic to change, and here is where leaders can exert their influence.[…] Continue Reading »

Every good leader must make time for him or herself. Part of such time for self can be used to recharge and reinvigorate yourself.

Rejuvenation is essential, and in the video below are some ways to integrate it into your own life. There is something else that comes with rejuvenation — more energy. You feel better about yourself and often energized by the experience.[…] Continue Reading »

Everyone says self-awareness is essential to effective leadership. It is, but there is another aspect to awareness that may be equally compelling and sadly overlooked. It’s self-management.

It’s one thing to know yourself. We know what we do well. Yay! That’s why we are so good at what we do. We may even know what we are not so good at it so we ignore it.[…] Continue Reading »

“Don’t make me think about it!”

That was some advice an executive I know shared with one of his direct reports. The executive was not being flippant, he was letting his more junior colleague know that he wanted him to come with well-thought out plans of action.

He was delegating decision making to his subordinate and wanted this individual to pick up the ball and run with it.[…] Continue Reading »