VIDEO: Managing Well. Leading Better

By John Baldoni
Chair, Leadership Development, N2Growth

Management is your day job; leadership is your career. Managers by nature are pragmatists; leaders are dreamers. Organizations need both types to survive. Managers are required to lead and leaders are expected to manage. It is a challenge to do both well. The higher one rises in an organization, the greater are the responsibilities. Therefore, managers learn to delegate and in doing so free themselves to be more strategic and in the process develop the talents of others and grow the capacity of the organization to meet rising challenges. That’s what we call leadership.

 

Culture Of Good: The value of service to one another

By John Baldoni
Chair, Leadership Development, N2Growth

Well, that’s a question that I could not have imagined until recently when I participated in a group hug of Riley’s Children’s Hospital in Indianapolis. The hug was an idea that Scott Moorehead, CEO of TCC, and Ryan McCarty, director of the Culture of Good at TCC, conceived as a way to dramatize the positive emotions we feel when we do something good for others.

Read More

Addicted to Wealth

By Grant Wattie
President, N2Growth Australia

“Wealth is like sea-water; the more we drink, the thirstier we become.” ~Arthur Schopenhauer, German Philosopher

If Schopenhauer’s quote is true, then the mining magnate, Gina Rinehart (one of the richest women in the world who’s worth an estimated $12 billion) is very thirsty indeed.

Read More
The Truth About Titles

A Chief What Officer? The truth about titles.

By Brody Clemmer
Chief Innovation Officer, N2Growth

I have been a Digital Marketer, a Genius, a Business Representative, and a Shift Manager. I have guided through the titles that life has graciously provided me, without a true understanding of what it meant. Now, I find myself in this position again as a Chief Innovation Officer. When people ask me, “Brody, what do you do?” I tell them my respective title. When they look at me with a puzzled ‘yeah right!’ face, I say something to the effect of – “That means I sit in a chair and think about things.” It’s not wrong, that is my job, and for those only seeking your title, that’s all they care about.

Read More

Being A Courageous Leader

By Grant Wattie
President, N2Growth Australia

The Red Badge of Courage is a novel by Stephen Crane (1871–1900). Taking place during the American Civil War, the story is about a young private of the Union Army, Henry Fleming, who flees from the field of battle. Overcome with shame, he longs for a wound, a “red badge of courage,” to counteract his cowardice. When his regiment once again faces the enemy, Henry acts as standard-bearer.

Read More

Adam Silver Stands Tall For What’s Right

By John Baldoni
Chair, Leadership Development, N2Growth

Banned for life.

Forced to sell his franchise.

That’s all you need to know about Donald Sterling’s future with the National Basketball Association.

Commissioner Adam Silver did not mince words. He has exiled Sterling, the owner of the Los Angeles Clippers, after being caught on tape making racist comments to his girlfriend. In doing so Silver wielded a sledgehammer that shattered Sterling’s supposed privileged world and enabled the NBA to move positively away from the repugnant behavior of one of its aberrant owners.

 

Read Full Column on Forbes

On Being an Authentic Leader

By Grant Wattie
President, N2growth Australia

Wolfgang Beltracchi is the most successful art forger in history. His fake paintings have sold for $46 million to museums, and private collections all over the world.  He says the experts hate him because he managed to fool them for decades – he eventually wound up in jail. Some say what he did was a crime against the art culture and others think it was acceptable because he didn’t hurt anyone.

This story paints a strong allegory to leadership. It might sound a far fetch, yet how often have we tried to pass off our own behaviour as fake to maintain a façade?  In the following article I’ll share some observations, insights and research on how we can be more authentic and learn to spot our own in-authenticities.

Read More

Shirley Temple Black: A Life Lesson In Optimism

By John Baldoni
Chair, Leadership Development, N2growth

“I don’t like to do negatives. There are always pluses to things.”

That quote is attributed to Shirley Temple Black and is cited the The Economist’s obituary of the former child star. Indeed as Shirley Temple she was the most bankable star in the Hollywood firmament being its highest grossing performer in the mid-Thirties.

The secret to her success was her cheerful optimism backed by her relentless work ethic and winning personality. Cute of course but Shirley Temple was a triple-threat performer who could dance, sing and act. She was a favorite of the high and mighty who loved to have her in their company and even making room for her on their laps. During the Great Depression, Franklin Roosevelt noted her “infectious optimism,” adding that “as long as our country has Shirley Temple we will be alright.”

 

Read Full Column on Forbes

Jay Leno: How To Say Goodbye

By John Baldoni
Chair, Leadership Development, N2Growth

All of us want to be wanted by others, and when we are in a leadership position sometimes that feeling of being wanted morphs into a cloying sense of clinging, hanging on just to hang on. We are unwilling to let go even when common sense would tell us that the people we have groomed to lead are fully ready.

 

Read Full Column on Forbes

Governor Christie: Leadership Begins With A Look In The Mirror

By John Baldoni
Chair, Leadership Development, N2growth

Will no one rid me of this meddlesome priest?

Legend – as well as Shakespeare — has it that Henry II said something to this effect in fit of pique directed toward his one-time good friend and loyal civil servant Thomas a Becket, the archbishop of Canterbury. The King was vexed over Becket’s refusal to subjugate church authority to the state and Henry sought to limit Becket’s influence. In time, Henry’s henchmen travel to Canterbury thinking they are doing the King a favor and slay Becket in the cathedral.

I cite Henry’s behavior frequently in my coaching with senior executives as a means of cautioning them to watch their words. Its theme resonates today in the unfolding drama of Governor Chris Christie and traffic jams near the Fort Lee entrance to the George Washington Bridge. At the moment it appears as if loyal aides conjured up the traffic jam as a means of getting back at the mayor of Fort Lee who was not a supporter of the governor in his re-election bid last fall. One of whom, Bridget Anne Kelly, his deputy, has been axed.

 

Read Full Column on Forbes

Tough Conversation: What To Do When Your Star Hits The Wall

By John Baldoni
Chair, Leadership Development, N2growth

I don’t want any outside help.

That comment summarizes the attitude that Detroit Lions quarterback Matthew Stafford has about seeking the help of a “quarterback guru.” As Stafford said, “It’s not something that I feel would be my style or beneficial to me.”

Stafford’s indifference to seeking help puts him in the mainstream of many successful people. One of the characteristics that achievers demonstrate is an ability to go their own way and figure things out for themselves. But, as my friend Marshall Goldsmith reminds us in his book, What Got You Here, Won’t Get You There, too often high achievers fail at the highest level, not because of their intellect, but because of their ego.  It is simply too big to allow anyone – or anything – else inside.

 

Read Full Column on Forbes

 

Three Questions To Ask Before You Exit

By John Baldoni
Chair, Leadership Development, N2growth

Are you ready to hang it up?

That may not be a question that most people ask themselves often enough, but maybe it is one more of us need to ask ourselves. This thought is prompted by a 2012 column by best-selling author Bob Greene column on St. Louis Cardinal manager Tony LaRussa’s decision to retire after winning the World Series, the first time that any manager has ever done so.

Asking ourselves when it is time to quit should not be reserved for those about to retire. It is something that everyone in a leadership position needs to consider. To be clear I am not referring to giving up in the face of adversity. Rather I am talking about the choice to leave voluntarily.

 

Read Full Column on Forbes

Page 1 of 3123