John Baldoni's Blog

“This is a book about courage, faith, and hope. It is a book about what we ought to be, what we can be, and what we will be. This is a book about the American spirit.”

This paragraph is from the introduction of William McRaven’s newest book, Duty, Honor, Country & Life: A Tribute to the American Spirit. Admiral McRaven served for 37 years as a Navy SEAL, including his final assignment as Commander of all U.S. Special Operations Forces. When McRaven retired from the Navy, he became the Chancellor of the University of Texas from 2015 to 2018. Since then, he has become a highly in-demand speaker and best-selling author, most notably for his book,Make Your Bed.

The title of this book is derived from the title of General Douglas MacArthur’s speech given at West Point, his alma mater, in 1962. As McRaven notes, the old man spoke without “his soaring ego” about the “courage, sacrifice and patriotism” of average Americans and with “a deep sense of reverence for his country and for those who fought so valiantly to defend its principles.”

Who We Are

Reverence for those who have built our nation and who sustain it today is a central theme of this book, which is a richly eloquent collection of McRaven’s reflections, speeches, and poems. It also is an apt tribute to our nation as it marks its 250th anniversary. Throughout, there are stories about the service and sacrifice of those under his command. McRaven also lauds families of service personnel who, in a very real sense, serve alongside their loved ones.

In a reflection about heroes, McRaven cites the courage of Medal of Honor recipients as well as being “inspired by diplomats, those U.S. ambassadors who carried the might of America in their words and their actions.” He closes his essay with a shoutout to “the teachers, coaches, parents, and guardians who raised us to adulthood, taught us right from wrong, motivated us through the pain and disappointments, and encouraged us to follow our dreams.”

For me, this paragraph sums up what I have observed from so many veterans with whom I have come to know, either personally or through story. Service men and women volunteer for us. And while their military service is rightly recognized, it is built upon a foundation of national ideals and values. That foundation, however, rests upon the willingness of citizens who are willing to — as another veteran, President John F. Kennedy, put it – “Ask not what your country can do for you–ask what you can do for your country.” Patriotism is service. It is reserved for those in uniform, but it is an invitation to serve, collectively and individually,

Poem for action

McCraven, who has written poetry throughout his life, closes with a poem, “Sitting on the Porch.” In his introduction to it, he notes that the poem’s genesis was hearing sirens as he was seated in his rocker on the porch. “I knew that somewhere, someone was in trouble…. There is always someone in trouble… and while I couldn’t solve every problem, maybe I could still make a difference.” And so here’s a portion of this poem.

But the longer I rock/the more it seems,

that sitting on the porch/is only for dreams…

But now I know/that the answer lies

in getting off the porch/before I die.

Consider this poem as a call to action that each of us can answer in our own way and in our own communities, doing what we can to make a difference.

First posted on SmartBrief.com 7.02.2026

Is power based on influence, or is influence based on power?

 The answer is both. The challenge is to decide how to employ each. Do you lead with power, or lead with influence?

 The answer is it depends upon the situation.

 Corporate influence

When my generation (Okay, Boomer) first entered the work force, we were expected to follow orders or else. And we did or found another job. Over the decades, there was a subtle shift toward greater delegation, allowing employees to exercise more autonomy and decide how to work more effectively.

One of the influences was the Toyota Production System, in which authority resided more with workers than with bosses. It was said that the most powerful people in manufacturing at Toyota were the vehicle program chiefs. Same in the U.S., but there was a difference. Toyota chiefs had no direct reports; American chiefs had many. The former relied upon influence based on experience. The Americans relied upon command and control.

The operative principle is trust. In the first instance, trust is secondary. You do what the boss says because you want to keep your job. In the second instance, you want to follow the boss because you trust their know-how. Therefore, the optimal use of power should be based upon trust.

Individual influence

Power within an organizational context rests on a foundation of authority, e.g., the boss. Influence within the same organizational context is derived from example and experience. In the first instance, the boss tells you to do something, and you do it because failure to do so may result in your being fired. In the second instance, the boss asks you to do something, and you do it because experience has taught you that the boss knows what’s best.

Executives have power over others because of the authority inherent in their positions. They are the boss, and bosses have the responsibility to get things done and the authority to do so. They accomplish their goals through others.

Peers have no authority over their colleagues. But they can exert influence based on their experience and example. Their peers trust them because they have proven themselves able to accomplish what needs to be done.

 At the same time, executives can operate as peers insofar as they seek input and encourage individuals and teams to make the best decisions for how to accomplish the workflow. Doing so enables workers to exercise autonomy and, over time, take ownership of their jobs and their outcomes.

 Each form of power is valid, but when it comes to building trust, we gravitate toward those who enable us to make decisions – within the context of the job – to get things done. That behavior enables us to exert ownership. If we are only told what to do, we will do it, but seldom with the same enthusiasm. We lack autonomy.

 Our challenge is to understand our own influence – our sense of agency. We can make the choices that affirm our values and enable us to commit to helping the organization succeed.

First posted on LinkedIn 00.00.2026

TPresident Eisenhower, an avid golfer, lamented that his game was no longer as good as it was when he was president.

CEOs today know the feeling, especially when their jokes fall flat, their phones do not ring, and their calendars are open – wide open.

Welcome to retirement.

This syndrome pertains to all of us at one point or another after our working years are over. Time stretches as it never did before, almost like being a schoolkid again, feeling the long days of summer.

Only you won’t be going back when the bell rings. You are done.

Finding the new you

Steve Lopez, author of IndependenceDay: What I Learned about Retirement from Some Who Have Done It and Some Who Never Will, told me in an interview that when you retire, you need to find purpose. And such a purpose need not be grandiose. Steve said some folks find purpose in walking their dog.

Purpose is essential, certainly, but I have a different take. I would define post-work years as the need or search for relevance.

We all want to be wanted. 

When you are in charge, everyone wants a piece of you. Your time is rarely your own. You are, so to speak, in harness to the organization’s needs. When you hang it up, your time returns to you. Retirement, a friend told me, is six Saturdays and one Sunday.

So how do you want to spend those days?

Finding meaning

Relevance, as I define it, is what gives you meaning, focus, or even direction. The question becomes, what do you have to offer?

A good friend of mine Jim retired after a long corporate career in finance. In 2017 he began volunteering two hours a week at a nonprofit organization that distributes clothing and small household items free to children and adults in need. Jim’s two hours per week has bloomed into three full days a week managing inventory, including the manual labor required to accept donations and restock shelves. Now that’s relevance!

So ask yourself the following questions:

• What do I like doing?
• What am I good at?
• How can I contribute?

Doing volunteer work is great, but it is not for everyone. You can make time for others. Pitching in where you can as a friend or neighbor.

And you can still have fun.

For example, I know fellow golfers who play nearly every day when the weather permits. Golf is a game of focus, something you can work on and always improve, even when your level of improvement is more an act of restoration, that is, finding a way to still enjoy the challenge of the game.

Word to the wise. Some folks want to continue working. Steve Lopez told me that he interviewed Mel Brooks when he was writing Independence Day. As we know Mr. Brooks is a centenarian and still in the game. If you want to keep working – and you can still contribute – go for it.

First posted on LinkedIn on 6.28.2026

My country strong and proud.

Its might is rooted in our heritage,

Born in revolution, steeled in conflict,

Men and women willing to sacrifice all.

The flag they chose speaks it all

Red for toughness and valor.

Blue for vigilance and justice.

White for the purity of our ideals.

Strength is not mere might.

It is a belief in natural law rooted in a moral code.

Ideals where all persons are created equal.

That puts the rights of all ahead of the rights of a few.

They are willing to stand up for what they believe

Against those who conflate their privilege with righteousness.

We honor those in uniform who act for our benefit.

We believe in authority rooted in the voices of the people,

The many voices – all not in harmony, but all who have a right to be heard.

Dissent is our heritage. 

We argue, we disagree, we march, and we vote.

If we lose, we accept it.

If we win, we act for the good of all.

As sacred as our values are, 

we know we have not always honored them with our actions.

Yet we persevere in principle.

We are patriots.

Proud, strong and brave.

If you want to raise a crop for one year, plant corn. If you want to raise a crop for decades, plant trees. If you want to raise a crop for centuries, raise men. If you want to raise a crop for eternity, raise democracies.

Ari Weinzweig uses this quote by Carl Schenk, a German-born forester who developed techniques for modern forestry in the late 19th and early 20th century, to underscore the challenge that we face in building and maintaining democracies. Ari is co-founder of the internationally renowned Zingerman’s Community of Businesses and a prolific author of books, pamphlets and essays on business and the human condition. (He is also a friend.) 

As Ari writes in his new pamphlet Why Democracy Matters, he, like so many of the Boomer generation – including me – was raised to take democracy for granted. Today, such nonchalance – born of the fact that American democracy did work well – lies at the heart of its current threat. That is, when you take your eye off the ball – and do not invest in making it work – it can erode governance “of the people, by the people, and for the people” into governance of, for and by those who would use it for their own interests rather than the common good.

Principles of democracy

Ari offers some practical wisdom on integrating democracy into our lives. His stance is not partisan; it is rooted in the idea that democracy is worth investing in because, when it works well, it creates a more equal and just society.

To begin, Ari grounds his thoughts on democracy in the principle of Deep Understanding, a concept developed by author-business philosopher Carol Sanford. The concept of Deep Understanding is rooted in exploring and understanding a topic and leveraging that understanding to influence (and in some cases, lead).

With that as a foundation, Ari proposes a 12-point outline of what democracy is and how it can be practiced. Let me synthesize a few of these points.

• Democracy is about 100% commitment from everyone.
• Democracy is about engaging diversity and active inclusion, which can only happen when you have effective conversations and the holistic application of equity. That is, democracy includes and rewards those who participate.
• Democracy is built upon positive beliefs. And its practice enables us to exercise our autonomy and say No! (That is, we pull together, but we also have the right to voice dissent.)
• Democracy requires a shared sense of purpose, reinforced by the concept of love. Yes, love, because it is love that is fundamental to respect for others and the recognition of the dignity of others – including those with whom we disagree.

Ari concludes his description of these points by saying, “All 12 of these [principles] help clarify the work we can – and might – do. They do not, however, lend themselves to a neat, simplistic, elevator pitch explanation. Democracy, when it comes down to it, is hard to describe.” In short, it takes work and a lot of practice.

Practice of democracy

For Ari, democracy is not theoretical. He is co-founder with his business partner, Paul Saginaw, of the Zingerman Community of Businesses. Established in 1982, first as a deli, the enterprise now includes a bakery, a creamery, a coffee shop, a restaurant and a mail order business. True to his beliefs, he and Saginaw practice democratic principles in their business. Open book management is fundamental, as are generous benefit plans, including employee ownership. 

Concluding this treatise on democracy is a quote from historian Heather Cox Richardson. “The whole point of democracy is that it’s never finished.” It is a work in progress that needs the push-and-pull of its stakeholders to engage with it and make it work for the betterment of the common good.

First posted on LinkedIn 06.20.2026

Work may not always be what you want it to be, but if you make the best of it and surround yourself with people you like, then it can be something special.

That is the message of a documentary called The Wrecking Crew, about a loosely-knit group of top-ranked session musicians – numbering as many as fifteen or more — who backed some of the greatest artists of their time, including Frank Sinatra, Elvis Presley, as well as backing for groups like the Beach Boys, The Byrds and the Monkees. 

The core of the group was Tommy Tedesco on guitar, Hal Blaine on drums and Carole Kaye on bass. At least two of the Crew became solo artists: guitarist Glen Campbell and pianist Leon Russell.

Music lessons

What we learn by watching the documentary produced by Denny Tedesco, Tommy’s son, is the commitment to craft that each musician brought to their gigs. Each was highly skilled on their instrument and talented at adding something special to what they played. Here’s what I gained from watching them.

Respect for craft. Know what you can do. Practice your “instrument.” And keep in tune with your colleagues, from whom you can learn.

Respect for process. Making music is a joy, but it is also hard work. It requires a blending of skills to meld with the other artists to produce the sound that is just right for the song you are creating.

Respect for the artists. Session musicians are paid by the gig. They are not the stars, but they support the stars. (Or if doing a jingle for a commercial, the product.) 

And lastly, there was a respect for one another. Because they played together on so many gigs, they became like family. They brought a sense of camaraderie to the sessions that not only enabled them to collaborate more fully with one another but also made it comfortable for the name artists they were backing.

Keep believing in yourself.

There was a downside to being a session guy. No publicity for what they did. Their names rarely appeared on the credits of the records they produced. Their recognition came from being recognized by the music producers and artists who hired them.

There is one story that deserves special mention. A young trumpet player was breaking into the business in the early Sixties. He had a good Latin sound and was trying to get his first record produced. So, breaking union rules, he hired a bunch of studio guys from the Wrecking Crew and paid them $15 for the session, a paltry sum. 

Lo and behold, the song they recorded was “Taste of Tijuana,” and it soared to number one. Herb Alpert was the trumpeter, and unlike so many in the entertainment industry, he did right by the musicians. He went to the union, paid a fine for not paying scale and sent each of the session musicians a check for their work. 

Sometimes artistry does pay.

Posted 6.07.2006

CPope Leo XIV has issued his first encyclical; it is titled “Magnifica Humanitas,” and it is a proclamation about the rights of man as they apply to artificial intelligence. In doing so, Pope Leo is following in the footsteps of a namesake Pope Leo XIII, who authored “Rarem Novarum.” Penned in 1891, it advocated for the dignity of labor and the rights of working people. In the time of Leo XIII, the Industrial Age was in full force, and workers were viewed as commodities rather than as human beings. 

AI, in its basic form, is used for automation and improving efficiency. Agentic AI, by integrating decision-making, builds on this. Already, it is used in design, law, science, and medicine, displacing highly trained and talented women and men who have devoted their lives to study and practice. What does the future hold for them?

The Pope’s call to action

Pope Leo XIV writes that “technology should not be considered, in itself, as a force antagonistic to humanity.” Yet, “the pursuit of greater profits cannot justify choices that systematically sacrifice jobs… A society that guarantees employment to only a small fraction of the population, despite having a high level of technical development, risks exposing many to forced inactivity.” 

Showing that he is cognizant and respectful of those who develop technology, Pope Leo released his encyclical alongside Christopher Olah, a co-founder of Anthropic, a major AI developer.

The challenge for governments, businesses and organizations is to use AI for the good. Its malign purpose is already here. As summarized in the New York Times, the encyclical suggests the following steps:

• Ask governments to regulate private companies involved in AI development.
• Provide workers displaced by AI with “protection and retraining”;
• Educate students to “think critically about technology”; and
• Protect children from “violent, hypersexualized or fake information… generated by AI.”

Pope Leo also urges countries to instill “safeguards to ensure that humans, not artificial intelligence, remain responsible for all decisions regarding the use of weapons.” Failure to do so threatens human life and civilization itself.

What leaders can do

For leaders the question arises how can you use AI to improve your organization while integrating solutions that reinforce social capital? This is the question of our times. There are no easy answers, but leaders can assert themselves by communicating what AI can do and what its impact on the organization will be.

Sometimes AI will displace employees so what can organizations to provide not merely a soft landing but, as the Pope advised, offer retraining so they can continue to learn and grow their skills and find new opportunities. Additionally leaders can use their platforms to focus on what humans do bring to their work – creativity, commitment and community.

Just as Leo XIII put the dignity of labor in the late 19th century, Leo XIV is affirming human dignity in the face of civilization-altering technology in the 21st century.

Special thanks to Mahesh Thakur and Scott Eblin for their thoughts on the AI challenges leaders face.

I have written many– some might say too many – columns about Tom Brady, and so when I wrote the last one about him after he had retired, I thought. That’s it.

But no!

The Back Story

Brady was the 2026 commencement speaker at my alma mater, Georgetown, a curious twist because I had come to know of Tommy (as he was called then) when he was quarterback – at times a struggling quarterback – at the University of Michigan in Ann Arbor, my hometown. 

I loved his underdog approach and persistent perseverance, which emerged in college and became his strength in the NFL as the 199th pick and 6th quarterback in the 2000 draft. An injury to starter Drew Bledsoe in Tom’s second season opened the door for him to start. He then led the New England Patriots to the 2002 Super Bowl title, the first of six more to come: five with New England and one with Tampa Bay.

What I was not prepared for was his sense of humor – an approach to public speaking that makes for an enjoyable talk and one likely to be remembered.

The Schtick

“Sitting here, looking out at this amazing crowd of business majors, getting ready to start your careers, I realized something: Sports was a very strange way to make a living.

People screamed at me all the time. They gambled on my performance, and they celebrated all my failures.

But here’s a number for you guys: 99.7. What’s that number make you think of? It’s an A+ — I didn’t get many of those. It’s a low-grade fever, maybe…

There are 6 minutes left in the 3rd quarter, and we’re losing 28 to 3, and it’s fourth down at midfield. And at that moment, the Falcons had a 99.7% chance of winning.

If there was a 99.7% chance at anything, it’s that I’d be behind the counter at Ben’s Chili Bowl before I was behind center in an NFL game.

The Message

Of course, Brady was not at Georgetown to tell jokes. 

His message to students was one that had guided him all his life: “You don’t quit and you don’t make excuses. Every hard choice is a brick in the path toward the life you want. Every excuse is a brick in the wall that will stand in your way.”

Good message, indeed.

So let me say Hoya Saxa for my alma mater and Go Blue for my hometown school.

Poetry is the art of getting to the heart of 

the matter.

It gives structure to ideas that are often overlooked or ignored, but nonetheless must 

be explored.

Poetry puts thoughts into verse in ways that make tough subjects approachable and accessible.

Leadership, too, is about reaching the heart. 

as well as the mind.

Leaders are called upon to address challenging issues and act with candor and courage to address them.

Poetry can be a siren song for action.

Leadership can be those songs put into action.

+++

What do you want people to get from reading your poems?

This question was posed to me by a colleague, and I will admit that it threw me. I can tell you what I hope people will learn from my nonfiction books and articles because, to quote Marshall McLuhan, “the medium is the message.” I write about leadership themes that are explicated with research, stories and prescriptions. My work provides the how in what it means to lead with purpose, communicate with conviction, and connect for community.

Not so with my poetry. Or so I thought. I know why I like writing poetry – writing concisely, using similes and metaphors, playing with language, and shining a light on everyday life. Poetry allows me to “cut to the quick” of an idea, a story or an image. I am an observational poet. I write about what I see.

Poetry spans that chasm between experience and understanding. And as such it becomes a medium to explore what it means to lead and by extension to live. Toward that end, I have put together a new collection of poems I call Leadership in Verse.

And being one who has spent over three decades writing about leadership—as well as teaching and coaching it—I know I still have some observations to share. 

What We See

These are observations of management that we see around us in good times and in bad. Leadership is about making a positive difference. The difference becomes obvious when we look around at the world as it is, rather than how we wish it to be. Too often, we see overlook – or turn the other way – when problems arise. It is important to take blinders off and examine what is truly happening.

Burnout[

Gnawing emptiness pervades.

Fatigue without perceived exertion

Endless hours of sameness.

Hour upon hour.

“It’s like being drunk,” they say.

If so, there’s no comfort. No high.

Just exhaustion.

What took an hour may take a half-day,

Including time spent staring.

Worse. A loss of what and why?

What am I doing,

And why am I doing it?

Motions for the sake of motion.

Burnout.

How We Act 

These are a set of leadership thoughts and actions that come in handy in times of stress.

Looking for ways to make a positive difference is the challenge everyone faces. 

It is easy to become discouraged when the change we seek meets resistance. 

But then, if it did, then perhaps it would not be worth our effort.

Resilience

Yes, I can.

So simple to say when things are going well.

Not so easy when…

Your project has been cancelled.

Your team has been disbanded.

Your boss, whom you like, has been transferred.

Your job has been eliminated.

So hard then when fortune turns to misfortune. 

But when you realize what happened to you,

It’s not you,

Then you can decide your next move.

Slowly. Deliberately. Carefully.

Maybe not as strong as before,

But adding muscle with every move you take.

How to Inspire

Poetry can open our minds and hearts to possibility. Here’sI where you cite the example of John O’Donohue, an Irish poet.[SM2] 

May the Blessing

Philosopher-poet John O’Donohue wrote reams of poems.

Many were blessings.

As befit his previous priestly calling.

Each line of his blessings begins with “May.”

May you think freely…

May you feel the ground…

May you know you are loved.

And so forth.

May is the intercession between

Mother and child. 

Pastor and parish.

Leader and follower.

May is a door opener.

Invoking it says, “Are you listening, Lord?”

Or to whomever you are addressing.

May is a kind word.

An invitation, as the French would say, to “parlez.”

To have a conversation with a Higher Power “up there.”

Or a “higher power” down here.

May is a good word.

One of full of grace.

Smiling as I write this.

As children, we asked for intercessions from

Mary, full of grace.

May we all find more mays.

May the light snuff out the dark.

May despair lose to hope.

May sorrow drown in joy.

May. May. May.

In this same vein of hope and grace, I include a poem about Frances Hesselbein, the founder of the Leader to Leader journal. Her life story exemplifies what it means to lead with strength, bravery, and heart. When she led the Girl Scouts of America as the greatest CEO he had ever met. Frances was awarded the Presidential Medal of Freedom, the nation’s highest civilian honor. Here is my remembrance of her.

Life Lesson

“To serve is to live,” she taught us.

We listened.

And wondered how.

So,

She showed by example how to

Listen with an open heart.

Stand tall for what’s right.

Understand differences 

Seek common cause

Be grateful

Find joy in work and play.

In short,

To love.

Making Poetry Work for You

“Poetry is an echo asking a shadow to dance,” wrote Carl Sandburg. So, pick a poem or a series of poems and consider what they say to you. 

• What do these poems/stories say about us?

• What insights into yourself do they reveal?

• How might you change how you think and act when it comes to making the choices that matter most?

The answers you give are yours. You can share your thoughts with others who have read the same poems. It does not matter that you agree. What matters is that you express yourself and, in doing so, connect with others in ways that illuminate what makes us what and who we are. 

To sum up, what do I want people to get from reading my poems?

Insights into the human condition that may provoke you to second-guess your preconceptions. Doing so may make you think again, appreciate what you have, or laugh a bit more.

Simple really. But let’s not delve too deeply into the what’s, wherefores, and whys of poetry. Best to let it speak for itself.

First posted on Leader to Leader Insights 4.08.2026

A leadership thinker uses poetry, reflection, and inspiring real-life stories to explore the heart, courage, humility, and grace needed to lead well in difficult times.

In a leadership market saturated with data-driven frameworks and “hustle” culture, John Baldoni’s Leadership in Verse: Poems & Stories arrives as a necessary, soulful intervention. Baldoni, a veteran coach and author, pivots away from the cold mechanics of management to explore leadership as a fundamentally moral and relational practice. This is not a manual for performance; it is a meditation on the human spirit under the weight of responsibility.

The book’s distinctive strength lies in its tripartite structure, which guides the reader through a process of diagnosis, discipline, and demonstration.

In the first part, Baldoni strips away the corporate euphemisms that mask workplace rot. He addresses the “unspoken” realities of burnout; the corrosive nature of ego; and the hollowed-out isolation of virtual disconnection. By naming these shadows, Baldoni forces a confrontation with the truth: institutions fail when their leaders trade responsibility for moral evasion.

The second part offers the remedy. However, Baldoni’s “tools” are not KPIs or spreadsheets; they are virtues like grace, humility, and solitude. He argues that the integration of character and conduct is the only way to remain grounded under pressure. Through poetic compression, he makes abstract concepts like “blessing” and “resilience” feel like practical, daily disciplines. The use of verse here is a brilliant tactical choice; it slows the reader down, demanding the very reflection that modern corporate life often stifles.

The final part cements these ideals in personal and historical stories. Baldoni recounts lives of figures ranging from Robert Redford and James Lovell to Jimmy Carter and Abraham Lincoln. These are not idealized case studies but portraits of “character formed through suffering.” They illustrate that leadership is a habit of service, not a status of authority.

Baldoni’s central thesis is clear: effective leadership begins with self-leadership. One cannot enlarge others without first mastering the ego and confronting one’s own cowardice or pride.

Leadership in Verse is an essential read for executives, managers, and coaches who find themselves weary of abstract advice that ignores the emotional toll of the modern workplace. It is a rare book that offers both a “searching diagnosis” and a “humane perspective.” For those navigating the fog of organizational change or the exhaustion of burnout, Baldoni provides a mirror and a compass, urging us to lead with a depth that is as moral as it is imaginative.

Printed Word Reviews 5.02.2026