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John Mattone Global

Name: John Mattone Global
Address: Fort Lauderdale, FL, 33301, US
Telephone: +18554335945

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John Mattone Global, Inc. is the world's top authority on Intelligent Leadership and the creator of the IL Executive Coaching Process and Certification.

11/04/2026

I built a tool for your organization to measure its readiness for cultural transformation: (CTRA-40)®- the Cultural Transformation Readiness Assessment-40.

It is no longer about the organization you want to create.
It is only about the organization you must create.

The CTRA-40 covers 40 items across six Cultural Change Readiness Predictors:

1. The Imperative to Transform: Is the need for change recognized?
2. Leadership Commitment: Are leaders aligned on cultural transformation goals?
3. Creating a Compelling Future: How clear is the company's long-term cultural direction?
4. Changing Mindsets & Behaviors: Are employees prepared for change?
5. Pushing "Talent Levers": Are employees equipped to grow within the evolving culture?
6. Measure & Course Correct: Can the organization track progress effectively?

Our Five Cultures of Culture Assessment (5CCA)® measures the culture itself. I help leaders decide which one fits, or whether they need both.

In Cultural Transformations, I share a sample of how we work: the C-level team takes the CTRA-40 before a 2-day bootcamp, where we debrief the results and set goals.

Then comes a 2-to-3-year journey, re-administering at agreed-upon intervals to course-correct.

Need an assessment for your organization? https://johnmattone.com/store/5-cultures-of-culture-assessment/?utm_source=linkedin&utm_medium=organic-social&utm_campaign=lead-magnet-signup&utm_content=link-in-post&utm_term=nov%204%20post

Which of the six would you look at first?

11/03/2026

“You should tell me when I’m an idiot.”

A client said that to Genpact’s CEO, Tiger Tyagarajan. I heard it when I interviewed him for my book, "Cultural Transformations."

For years, Genpact’s culture ran on one promise: the say-do ratio. As Tiger put it, "When I promise something, I deliver it." There were no questions asked. He paired that with a culture maniacally focused on clients, and the clients loved it.

Then the clients changed what they wanted. They stopped saying “I’m the expert.” They started saying, “You are the expert.”

Tiger called it a big cultural change, and his teams were still grappling with it. He did not want to give up the say-do ratio or the client focus. He wanted both, and that took real work.

I asked him what he’d tell younger leaders.

His answer: "The only way to thrive is to be willing to learn anew every day. Keep a childlike curiosity, meet adversity with humility, and never waste a moment."

What stays with me is this. Telling a client they’re wrong is not a skill you can train in a week. It takes courage, humility, and the ethical foundation to say the hard thing while still serving them well. That lives in the inner core.

P.S. When did someone last tell you that you were wrong, and how did you respond?

11/02/2026

I interviewed 14 CEOs about for my book "Cultural Transformations".

I co-authored the book with Nick Vaidya about leadership and organizational culture, and introduced the Five Cultures of Culture framework to measure culture properly in it.

Less than 15% of global organizations assess their culture using a tool that actually measures it.

They treat an engagement survey and a culture survey as the same thing. In actual, they are not.

Engagement survey measures how an individual reacts to their job and their environment, while a culture survey pinpoints specific action steps that needs change and is leading indicator of engagement, customer satisfaction, and operating success.

Here are three lessons every leader needs to hear:

1. Measure your culture, not just engagement, using an instrument that captures all five predictor cultures.

2. Measure your readiness to transform. A strong culture doesn't mean you're ready. Both have to be measured separately.

3. Invest heavily in leadership development, and strengthen how you identify high-potential talent. Leaders need to be equipped as C-level executives to bring a stronger inner core and outer core to their work.

One survey tells you how people feel. The other tells you what's actually driving it, and what to do next.

P.S. Has your organization ever run a real culture survey, or just an engagement survey wearing a different name?

10/28/2026

A CEO once told me his real job was to "play guts ball."
I asked him what that meant?

His name is Irv Rothman. He led HP Financial Services.

I interviewed him for my book "Cultural Transformations."

He explained:
"I play guts ball for the customer, for my son, for the people on my team, for the entire company. Because culture doesn't happen in stasis; it happens when we're willing to move ahead on instinct, regardless of risk, with the intent to succeed."

Irv didn't come from pedigree. He grew up in Bayonne, New Jersey, a town he called "gritty, hardscrabble."

His father was a WWII veteran. His mother stayed home.

He started as a territory salesman in his 20s, then earned his master's at Pepperdine part-time while working a demanding job with a growing family.

In his words: "Didn't have a glass of w**e with dinner for two years."

He built HP Financial Services into a single global operation, run the same way in every market, by pushing decisions down instead of holding them at the top.

He told his people the rule book couldn't always tell them what to do next. They had to trust their own judgement when it didn't.

That's the same instinct behind "guts ball." Move ahead anyway, regardless of the risk.
In three decades of coaching leaders across 55+ countries, I've seen this same willingness to trust their own judgement in many successful leaders who built something that lasted: they moved before certainty ever arrived, and let the culture catch up to them.

P.S. What's one decision you'd make today if you trusted your instinct the way Irv trusted his?

10/27/2026

I launched my first business at 30: Mattone Enterprises.
(For 10 years, I was the sole employee).

I did all the work:
→ 1,500+ speeches
→ Seminars and workshops around the world

In 1995, I wrote my first book, Positive Performance Management.
In 1996, I wrote Success Yourself, the first book to apply the Enneagram to leadership.

At 39, my dream of owning a coaching business seemed over because:
→ My book failed miserably. Only 3 or 4 copies sold.
→ My publisher went bankrupt because of it. So did I.
→ Mattone Enterprises closed.

I had a family to support, so I went back to corporate America. I worked in leadership and consulting roles for the next 15 years.

Then in 2010, something extraordinary happened.

Steve Jobs “by chance” picked up my book Success Yourself. He took the first version of my MLEI® assessment. And he wanted to meet me.

(Later, I coached him in his final year.)

I often think of what he said at Stanford: “You can only connect them looking backwards.”

Fast forward.
→ In September 2011, I launched John Mattone Global (JMG)
→ Recognized as the World’s #1 Executive Coach (2019 to 2026)
→ Author of 11 books, including 5 bestsellers
→ Coached Steve Jobs, Roger Enrico, government officials, and many more
→ 800+ IL-certified coaches in 55+ countries.
→ JMG is recognized as one of the top 10 executive coaching firms in the world

P.S. Which setback in your career only made sense to you looking back?

10/26/2026

I don't coach behavior first. Ever.

Not once, in 30+ years, across 750+ executives in 55 countries. Here's why that's non-negotiable.

→ Step 1: I start at the Inner Core:
Character, values, self-concept, the things that decide whether a change survives the first real pressure test.

→ Step 2: I bridge with the 7 Mindset Pillars:
These are the thinking habits that carry an inner-core shift out into the room, into decisions, conversations, and how a leader actually shows up when it counts.

→ Step 3: I align the Outer Core to the business:
Ex*****on, influence, and communication, are directly related to mission they're supposed to serve, so the improvement reads as business progress, not as some personal project.

Do it in that order, and you get what I call a Leadership and Organizational Masterpiece: leaders operating at their best, authentically, and organizations performing because of it.

P.S. If your last coaching engagement started with behavior instead of character, what do you think happened the first time real pressure hit?

10/22/2026

When strong leaders derail, people blame their character.
What I see most often is the inner core giving way under pressure.

I've coached senior executives, Fortune 500 companies, government officials, and CEOs for over 30 years across 55+ countries. The real reason is inner-core immaturity: how a leader's inner core holds up under stress and change.

That is exactly what the MLEI® measures: leadership maturity.

1. A leader's best quality can turn into their biggest problem under enough pressure. The same strength that got them promoted can start working against them.

2. Inner-core maturity shows up in how someone thinks, what they believe, how they see themselves, and how they handle their emotions.

3. Character and maturity are both built from the inside out, over time. That's why I look at the inner core before I decide how hard to push someone.

4. Organizations that don't invest in developing their people are building up derailment risk without even realizing it.

Lasting change starts from within. My 11 Laws of Lasting Change gives you a framework for understanding what it takes to create meaningful, lasting growth.

And when this goes unresolved:
→ The leader derails.
→ Organizations absorb the loss without knowing the real cause.
→ Growth that real coaching brings never happens.

So ask yourself: which of your strengths gets louder when the pressure is on?

10/21/2026

I need you to hear this because it will save you years of wasted effort.
T = D × V × P > R.

T = Transformation that actually occurs
D = Demand and desire for change, including dissatisfaction with the current situation
V = Vision, clear and compelling, of the future
P = Plan and process to get there
R = Resistance, which every transformation runs into

I use this Math with every CEO I coach through Transformation.

It's multiplication, not addition. If any one of D, V, or P is zero, the whole equation is zero. It doesn't matter how strong the other two are.

→ You can have a burning desire to change and a crystal-clear vision, but no real plan?
T = 0.

→ You can have a brilliant plan and total clarity on where you're going, but no desire to actually change? T = 0.

I've watched this happen to boards, to CEOs, to entire executive teams who had two out of three locked and wondered why nothing moved.

In 30+ years of coaching 750+ executives, I learned that most people assess first, then design their future around what they find.

I do the opposite: design the future in general terms first, then assess the current state against it, define the future more specifically, and only then plan and manage the transition. That one inversion changes everything about how honest the assessment ends up being.

Resistance always shows up. That's not the problem.
Desire, Vision, and Plan must be strong enough to overcome Resistance.

If they are, the transformation happens. If even one of them is weak, it doesn't matter how much resistance you're facing; the equation was already zero before resistance ever entered the picture.

P.S. Which one of the three- Desire, Vision, or Plan- do you feel is your strongest right now, and which needs the most work?

10/20/2026

"If you can’t be, you can’t do."

That’s how Russ Klein, then CEO of the American Marketing Association, explained his culture to me when I interviewed him for my book, Cultural Transformations.

𝐁𝐞𝐟𝐨𝐫𝐞 𝐑𝐮𝐬𝐬 𝐊𝐥𝐞𝐢𝐧: The AMA ran on a default culture of careerism and individualism. He described it as rudderless and uninspired. Many people there didn’t want that. They just couldn’t change it, because that kind of change has to start at the top.

𝐀𝐟𝐭𝐞𝐫 𝐑𝐮𝐬𝐬 𝐊𝐥𝐞𝐢𝐧: He built the “Next AMA” on six values:
→ Curiosity
→Courage
→Gratefulness
→Joyfulness
→Customer-centric
→Stakeholder-sensitive

He called it a “be-do” culture.

It mattered more to be grateful, curious, and courageous than it is to do anything. People still needed the skills to do their work. But you couldn’t be part of the Next AMA unless you first show the values.

This is Intelligent Leadership® in practice.

The inner core is a leader’s character, values, self-concept, and beliefs.
The outer core is the skills and competencies the world sees. Russ built his culture from the inner core out.

10/16/2026

I identified four megatrends that have a dramatic impact on you as a leader
( #4 is most important).

When I coach executives today, I see all four pulling at every one of them in emerging and current leaders.

1. 𝐔𝐧𝐫𝐞𝐥𝐞𝐧𝐭𝐢𝐧𝐠 𝐜𝐡𝐚𝐧𝐠𝐞: Your organization is more complex than it was five years ago. Markets, talent, competition, and customer expectations keep shifting externally. If you do not adapt fast, you fall behind fast.

2. 𝐓𝐡𝐞 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐢𝐦𝐩𝐞𝐫𝐚𝐭𝐢𝐯𝐞. You're expected to sit on task forces, cross-functional teams, innovation off-sites. Being a strong collaborator used to be a nice-to-have on your resume. Today it's a must-have, full stop.

3. 𝐈𝐭'𝐬 𝐚 𝐯𝐢𝐫𝐭𝐮𝐚𝐥 𝐰𝐨𝐫𝐥𝐝. My clients lead across geography, culture, and function without sitting across a table from their people. Leading virtually is not the same skill as leading face-to-face, and I tell every executive I coach: underneath the technology, it still comes down to your character, your honesty, your integrity.

4. 𝐈𝐭'𝐬 𝐚 𝐕𝐞𝐥𝐜𝐫𝐨 𝐰𝐨𝐫𝐥𝐝. Your people aren't loyal to your company. They're loyal to whoever makes them feel like they matter. This is the one that decides whether you keep your best people.

This is 𝐋𝐚𝐰 50 𝐨𝐟 𝐈𝐧𝐭𝐞𝐥𝐥𝐢𝐠𝐞𝐧𝐭 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩®:
"Course-correcting and being agile with respect to constant learning, leading and handling change, and dealing with all types of people is both a mindset and a set of actions that will determine whether you do (or don't) achieve your greatest dreams and aspirations."

In over 30 years coaching executives across 55+ countries, I've noticed this same pattern: these four forces are an invitation to sharpen your inner and outer core, and that's what actually turns them into real opportunities instead of risks.

So I'll ask you what I ask every leader I coach: of these four, which one is quietly working against you right now?

Address

Fort Lauderdale, FL
33301

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Friday	8am - 5pm

Telephone

+18554335945

Website

https://johnmattone.com/

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