Presence v Charisma in a Leader

Where the charismatic leader attracts attention to himself or herself, the leader with presence stays focused on the moment, and on what needs to be done. Presence isn't about the person but about being present for the problem that needs to be solved.

The leader with presence is like the actor. His immersion in the urgency of what is brings others in; it compels them into sharing his agenda. There's none of the manipulation involved in charisma, for what matters is the situation and the leader's ability to become infused with it, to own it, to make it a matter of utmost concern. 

Where charisma ends in adulation, presence leads to action. The lesson is that when we become besotted with charismatic people, we should beware. Far better to look in a leader for those Mandela-like qualities of presence, to believe that the person you're beholding is there to get something done because it's more important than he is. 

Presence v Charisma in a Leader

What's the Talk Like Where You Work?

What's the talk like where you work? Do people put each other up or do they run each other down?

You know, the way we talk to ourselves and to each other has a powerful effect on what we are able to accomplish.

In organisations where the talk is negative, where people gossip about each other and take every opportunity to complain and moan about problems, and where people take a perverse kind of pride in shooting down each other's ideas, productivity suffers enormously. But productivity isn't the only thing that suffers. It feels just plain awful to work in an environment like this, doesn't it? And it takes a tremendous toll on your energy and even on your health in the long run.

But in highly successful organisations, it's a different story. If you walk around these companies, you will see innovation, risk-taking, and creativity everywhere you look. You will see people who feel personally accountable for the success of their colleagues as well as their own success.

You will see people who feel like they are on the same team working toward a common goal, and you'll hear it in the way they talk to each other. Players on a winning team help each other, respect each other, and build each other up. And, their talk focuses not on problems, but on solutions. 

What's the talk like where you work? If it's often negative, what could you do to change it? 

What's the Talk Like Where You Work?

We are entitled to better from those who would be superior

'Entitlement means that you get – or get off with – something simply because of who you are.... We are all too sadly familiar with the sense of entitlement felt by many MPs..... They saw themselves as deserving leaders, not dutiful servants..... We, the “different type of people” in the crowded end of life’s train, admire our leaders, great sportsmen and celebrities. But we support them on the implicit understanding that they keep their end of the deal. We will look up so long as they don’t look down. We will offer respect so long as their standards of behaviour are as high as our own. It’s little enough to ask – and we’re entitled.'
Colette Douglas Home, The Herald, 23 February 2010

We are entitled to better from those who would be superior

Top Company Secrets of Leadership Development

Quality of leadership within a company helps meet the expectations of investors, customers, and employees, and sets the stage for growth, so developing the next generation of effective leaders is perhaps the most important undertaking of a forward-thinking company.

Based on recent research, here are six components that differentiate the top company approaches versus the less successful companies.

• Centralised efforts. Top companies centralise their management of talent. Top talent is owned by corporate not by a function, business or geography — the term is "corporate property." This simple logic makes a huge difference in the variety of experiences leaders have in top companies because businesses, geographies and functions can't deprive their best talent from moving across boundaries in order to optimise that organisation.

• Top executive involvement. If you want to develop leaders, you need to involve leaders. Former P&G CEO and now Chairman A.G. Lafley conducts his own senior leadership development programme. Lafley invites each participant to the programme personally. Members of P&G senior executive team teach, coach and mentor these leaders every month. In addition, these same senior executives sponsor the recruiting efforts at targeted universities.

• Focus on a few key processes. Top companies for leaders live by the precept of finding and hiring top talent vs. fixing and developing mediocre talent. If you hire great people, you are a lot more likely to find some great leaders. Once you've got the right talent in the door, you need robust performance management with lots of feedback. Finally, you need to expose these people to a variety of development experiences that build knowledge, perspective and skills.

• Make it a strategic focus. Top companies are never laissez faire about leadership development — they see the infusion and growth of talent as crucial to strategic success and they are unrelenting in their approach to building talent. Their leadership development is centralised and intentional about developing a series of experiences that build good functional leaders and general managers.

• Build leaders and leadership. Leadership capability increases as HR systems such as performance management, compensation and job assignments are linked across organisation boundaries, and are intentional about building the right kind of leaders. Most companies are primarily focused on building individual leaders through assessment of individual leader competencies and training and development to improve those competencies. Top companies for leaders also build robust leadership capability that supports a culture of integration and opportunity to develop from within.

• Create value for inside and outside stakeholders. Top companies develop leaders who have the desired competencies to deliver on their strategy and the competencies to ensure customer delight. Competencies are the means to deliver results and value to stakeholders not the end state of development. Top companies desire to build leaders not to just become better people, but to become better people who know how to provide value to employees, customers, investors and other stakeholders.

For more, see - http://blogs.hbr.org/cs/2010/02/leadership_development_secrets.html

Top Company Secrets of Leadership Development

Leadership and Hiring Creative People

Saatchi CEO Kevin Roberts gives job-seekers tasks: take three photos of things that will change the world or list all the ways to use a paper clip in two minutes!

Leadership and Hiring Creative People

Leadership is a Key to Winning

Scotland’s ‘outstanding victory in Dublin only goes to emphasise that the story of Scotland's season was one of missed opportunities, potential unfulfilled, effort unrewarded and the players left feeling every bit as frustrated as the rest of us.....Aside from a sprinkling of world class players, the Scots also lacked leadership......With the lack of leadership apparent the team shot themselves in the foot all too often in this series with mindless penalties, yellow cards and wrong options....’

Iain Morrison, Scotland on Sunday, 21 March 2010

Leadership is a Key to Winning

Ford CEO Alan Mulally on the 'liberating clarity' of his mission

Ford CEO Alan Mulally talks about asking his company the right questions, communicating well and 'competing with the best in the world' :

Ford CEO Alan Mulally on the 'liberating clarity' of his mission

Physical Fitness is a key to Leadership, and not just for soldiers

Gen. David Petraeus has a clear view of leadership, as Maj. John Patrick Gallagher recounts in the book Leadership Lessons of the White House Fellows: Learn How To Inspire Others, Achieve Greatness and Find Success in Any Organization by Charles Garcia. One day when Petraeus was a colonel in the 82nd Airborne Division, he asked his soldiers to name the number one leadership priority of the brigade.

Integrity? Marksmanship? No, the correct answer turned out to be physical fitness. The brigade thought Petraeus was joking, until the colonel began leading his soldiers through an intensive 75-minute exercise drill every morning. And soon his point became clear: The workouts drove the brigade to greater alertness and energy, as well as more pride in themselves and their unit.

As Gallagher puts it, "Self-discipline and being able to perform under pressure and exist outside our comfort zone would be the key that unlocked our success."

The word "exercise" derives from a Latin root that means "to maintain, to keep, to hold off." That means we should exercise to maintain our health, to keep our sanity and to ward off the temptations that lead us down unhealthy paths. Do you spend enough time walking, jogging, swimming or lifting weights?

 What we consider "exercise" today is really a natural part of life, but in our current world, we have to make a conscious effort to make it part of our daily routine. Just a few generations ago, walking was a major form of transportation! Our evolution from hunters and gatherers, who walked to get from one area to another, to a sedentary automobile/train/plane civilisation has forced us to look at exercise in a different way.

Physical Fitness is a key to Leadership, and not just for soldiers

Most Student-Athletes “go pro in something other than sports”

'Success is peace of mind which is a direct result of self-satisfaction in knowing you did your best to become the best you are capable of becoming.' Coach John Wooden

For more on the making of this advert, see - http://www.ncaa.org/wps/wcm/connect/public/ncaa/about+the+ncaa/who+we+are/tv+spots+landing+page/making+of+a+psa

Most Student-Athletes “go pro in something other than sports”

It's What You Learn After You Know It All That Counts

The sporting highlights of basketball stars including Michael Jordan, Dwyane Wade, Candace Parker and Kevin Durant are showcased in advert for Gatorade, narrated by the UCLA coach John Wooden:

It's What You Learn After You Know It All That Counts

Leaders Have Energy

Some people become leaders no matter what their chosen path because their positive energy is so uplifting. Even in tough times, they always find a way. They seem to live life on their own terms even when having to comply with someone else's requirements. When they walk into a room, they make it come alive. When they send a message, it feels good to receive it. Their energy makes them magnets attracting other people.

Just plain energy is a neglected dimension of leadership. It is a form of power available to anyone in any circumstances. While inspiration is a long-term proposition, energy is necessary on a daily basis, just to keep going.

Three things characterize the people who are energisers.

1. A relentless focus on the bright side. Energisers find the positive and run with it.

2. Redefining negatives as positives. Energisers are can-do people. They do not like to stay in negative territory, even when there are things that are genuinely depressing. "Positive thinking" and "counting blessings" can sound like naïve cliches. But energisers are not fools. They can be shrewd analysts who know their flaws and listen carefully to critics so that they can keep improving. Studies show that optimists are more likely to listen to negative information than pessimists, because they think they can do something about it. To keep moving through storms, energisers cultivate thick skins that shed negativity like a waterproof raincoat sheds drops of water. They are sometimes discouraged, but never victims.

 3. Fast response time. Energisers don't dawdle. Energisers don't tell you all the reasons something can't be done. They just get to it. They might take time to deliberate, but they keep the action moving. They are very responsive to emails or phone calls, even if the fast response is that they can't respond yet. This helps them get more done. Because they are so responsive, others go to them for information or connections. In the process, energisers get more information and a bigger personal network, which are the assets necessary for success.

The nice thing about this form of energy is that it is potentially abundant, renewable, and free. The only requirements for energisers are that they stay active, positive, responsive, and on mission. Are you an energiser?

Leaders Have Energy

Live for Ideas

“Be daring, be different, be impractical, be anything that will assert integrity of purpose and imaginative vision against the play-it-safers, the creatures of the commonplace, the slaves of the ordinary.”  

Cecil Beaton

Live for Ideas

Cathie Black on Leadership

Cathie Black, Hearst Magazine's president on her management style and learning from media's titans:

Cathie Black on Leadership

Compassion is an important Leadership Skill

National Hockey League Hall of Famer Mark Messier, considered one of the greatest leaders in team sports history,  once said, "to lead you have to have the trust of the players (people), and to do that you have to find a way to connect with them, to find common ground with every individual. It's a people issue (not a sports or business issue). The way to find that common thread is through compassion.  With compassion the appeal to the person is much deeper than the old hard line reprimand."

Compassion is an important Leadership Skill

Leadership Skills Undervalued in M&A Transactions

We were pleased to see this new report by the Hay Group The Silver Bullet of Success: Winners and Losers in the M&A Game. The report is about how intangible capital is critical to the success of M&A. Below are the major points of the paper (quotes in italics) with our comments on each one:

Companies underestimate intangible capital : Executives typically value intangible capital - including culture and customer relationships - at just 30 per cent of market capitalisation, not the 75 per cent that analysts expect.

This finding has a very strong correlation with recent data from accountants Ernst & Young which shows that on average, 70% of the average deal is intangible but only 23% is linked to identified intangibles like customer lists and technologies. That leaves 47% as ‘unidentified’ goodwill.

Buyers risk damaging deal value: By underestimating intangible value, they allocate insufficient resources to protecting it during integration. Just 38 per cent of companies conduct cultural due diligence.

If you cannot identify 47% of the value of a company that you are purchasing (and probably have a similar information gap about your own company), it’s no surprise that mistakes will be made.

Other findings include:

• Management of intangible capital influences integration success: Companies that reviewed intangibles during due diligence are more than twice as likely to consider their merger a success compared with those who did not.
• Poor management of intangible capital has major consequences: Executives struggle with cultural integration, leadership changes, understanding the target company’s customers, governance.
• Dealing with intangible capital is considered to be more challenging in cross-border transactions.
• Two thirds of respondents (66 per cent) believe an increased focus on intangible capital would improve merger success.
• Most business leaders (61 per cent) plan to increase their focus on intangibles but need guidance on how to capture data about intangible capital during M&As.

Hay details a list of intangibles that are relevant to M&A. For example, organisational capital is described in terms of shared values, effective governance, agility, channels of information flows and effectiveness of the organisation to deliver on the strategy. These all describe aspects of effective structural capital.

It is also worth considering the basic components of organisational capital which include core processes, databases, captured knowledge, culture and intellectual property.

This approach is an important first step to understanding an organisation’s intangible capital. When we assemble a first-level description of intangible capital, we focus on making an inventory of the “assets” that support revenue generation. These include the employee competencies (human capital), the key external relationships (relational capital) and the processes that support a company getting paid/creating value for its customers.

This approach makes a more direct connection between the financial and the intangible value of a company. It also helps if you want to link intangibles to financials. Because companies invest in building these intangible assets, looking at that investment is an effective and quick way to understand what is going on in that 70% of the operation that is intangible.

Once you have an inventory, then you can decide how to measure intangible asset effectiveness.  The options are financial measures, non-financial indicators and assessments. Most of the items on the Hay list are assessment criteria which would be great ways to measure the strength, outlook and risk of the intangible assets identified.

They have the bottom line right. If 70% of the average deal is intangible, then it’s time for analysis of intangibles to be an integral part of every M&A process.

This is exactly the approach that successful Scottish businessman, Jim McColl takes - http://business.scotsman.com/business/Jim-McColl-warns-firms-are.6150046.jp  

Leadership Skills Undervalued in M&A Transactions

Leadership, the West Point way

March 16 was West Point's two hundred and eighth anniversary. Celebrations of "Founder's Day" span the globe and range from a massive formal dinner in the Cadet Mess Hall to small gatherings of alumni just back from patrol or off shift in Iraq and Afghanistan.

'It's seven AM on an ice-crusted February morning, and Pete H., college freshman, is not sleeping in. He's in the gymnasium boxing room, taking attendance, checking to ensure that each of his 20 classmates is in the right uniform, has the prescribed mouthpiece, has donned boxing gloves and protective headgear, and is standing at attention for the instructor's entrance at precisely seven ten. If anything is amiss, the boxing coach will let Pete know it. In his face. Loud and clear.

Welcome to Phys Ed class, West Point style.

Throughout academia and in the conference rooms of many American businesses, there is a seemingly endless discussion about whether or not leadership can be taught. No one is debating the point at the U.S. Military Academy, where the mission is ensure that each graduate is a "leader of character."

Tasks assigned to first year cadets like Pete, called "plebes" at West Point, tend to be well-defined and hands-on: take charge of 20 peers for boxing class, clean your rifle, manage your time. For seniors, the challenges are higher order: sustain a culture in the brigade (the student body) that encourages academic achievement, athleticism and ethical behaviour.

Escalating challenges are part of the academy's distinctive leadership programme as described by Professor Scott Snook, now with the Harvard Business School and formerly an Army colonel and leadership professor at West Point.

The basic ingredient is good people. West Point takes great pains to admit young men and women who have a willingness to take on responsibility. The admissions committee looks for the above-average student who is also the team captain, a leader in her church, a volunteer firefighter.

Then there are four key elements of the developmental experience.

The first is challenge: dragging cadets out of their comfort zone, forcing them to resolve conflicts and take on new roles. Quiet cadets must speak up, lumbering football players take gymnastics, the most petite women learn body throws in hand-to-hand combat.

The second part of the model is support. Every member of the staff and faculty, most of whom are active duty soldiers, is a coach. 

The third element is assessment. West Point has a variety of feedback tools, some of them obvious: cadets in leadership roles receive frequent evaluations. Some very effective feedback comes from not-so-obvious sources: a lot of learning comes from conversations among teammates, roommates, classmates.

The fourth part of the model calls for reflection; maturity doesn't come overnight. West Point's leadership lessons sink in over forty-seven intense months. 

The final part of the framework is the freedom to fail. If the challenges are truly difficult, it follows that cadets will sometimes miss the mark. These are, perhaps, the most precious teaching moments.

Saying that leadership can be taught is not the same as saying that everyone can become a leader. But it is patently unfair to leaders in any organisation to saddle them with the responsibilities of leadership without preparing them. That would be like sending a soldier into battle without teaching her or him how to use a weapon. Yet many organisations don't take a deliberate approach to building leaders.

Certainly West Point's model would be hard to replicate exactly, but it can inform even the most cash-strapped development programme or seat-of-the-pants coaching effort. Pick good people; challenge them; assess their performance and give them some feedback; give them the opportunity to process and make sense of the experience; accept that there will be some missteps and learn from those mistakes.

Founder's Day will come and go, and soon it will be Graduation Day for the Class of 2010. A thousand or so young men and women will leave West Point with a rolled-up diploma and an astonishing set of experiences. Some of them will be sorely tested in battle; all of them will get the chance to lead. That's what all the work has been about, and that's what the nation and their soldiers expect of them.'

From, http://views.washingtonpost.com/leadership/panelists/2010/03/leadership-the-west-point-way.html 

Leadership, the West Point way

Why England Will Miss David Beckham

Here is what the US press is saying about David Beckham's recent injury:

'The England squad is going to miss David Beckham, out at least six months due to surgery on his torn Achilles tendon. For all of his wealth, celebrity lifestyle and flair, Beckham is one of the most dedicated athletes in the sport, a team player of great pride and humility. This would have been his fourth World Cup.....Character, to say the least, is not England's strong suit just now. The London press has detailed countless indiscretions tainting the team's reputation, and Beckham has always relished the leadership role. He has no logical successors on that front.'

Read more: http://www.sfgate.com/cgi-bin/article.cgi?f=/c/a/2010/03/17/SP051CGP1E.DTL#ixzz0iQBAh7Lo

Why England Will Miss David Beckham

Patriots Addressing Leadership Questions

Vince Wilfork is an NFL player with the New England Patriots. He recently signed a 5 year $40 million contract extension. At the time of the new contract announcement, Wilfork made it clear that he would play his part in addressing the leadership questions which have surrounded the New England franchise in the last year.

He said he would have no trouble taking care of the “bad seeds” in the New England locker room, and demanding accountability from his teammates.

“As players, we’re going to have to start in the offseason training, and basically, everybody is going to have to be accountable,” Wilfork said. “If you’re on the field, you have to give me 100. You have to give me 100 percent. Always. We have to weed out the bad seeds, point blank. If you can’t give me what I’m giving you on the field, I don’t need you on the field with me. Point blank. That’s how you win."

“You got to build trust. Show me that I can trust you. I have no problem, if a guy’s not giving me that, I have no problem telling that guy I don’t need him on the field, and I have no problem going to tell Bill (Belichick, the coach) I don’t want him on the field. That’s point blank.”

Just this past week, at least 40 players were in attendance at Gillette Stadium for the Patriots’ first day of voluntary offseason workouts, which is a great attendance figure. These camps are typically attended by younger players, and veteran absences aren’t out of the ordinary. Yet, after what Wilfork said about wanting to help the team improve its leadership, it comes across as a positive sign that he was among the large group of players who showed up to Gillette. Players often rave about how these offseason workouts go a long way toward the team-building process.

The words and actions of Wilfork will do a lot to help reinforce the positive locker room infrastructure that existed when the Patriots won three Super Bowls in four seasons.

Patriots Addressing Leadership Questions

Leadership is the Surest Route to Joy at Work

Here are some clues about the importance of happiness and joy at work. On a recent Gallup Healthways survey of 100,000 Americans, business owners outrank 10 other occupations in overall well-being, despite working longer hours and earning slightly less, on average, than professionals and managers/executives, who rank second and third. The surprising fourth is farming, fishing, and forestry, despite the lowest income of any group. (Maybe not surprising, given how many US leaders unwind by fishing or brush-cutting.) More confined service, clerical, transportation, and manufacturing workers are at the bottom, in the low 40s on Gallup's 100-point well-being index compared to over 70 for business owners.

Autonomy, influence, and a sense of meaning are associated with lower stress and fewer work-related illnesses, regardless of hours worked. Supervisors are better-off than the supervised, and entrepreneurs are the best-off of all.

This suggests that exerting leadership is the surest route to joy (other than going fishing). The key is setting the agenda and starting the pieces moving towards a purpose-driven goal. If 90% of success in life is just showing up, Monster.com founder Jeff Taylor advises that when you show up, you might as well run the meeting.

So here is our list of top ways to find joy at work.

10. Identify long-term personal purpose. Write a personal mission statement, to review often. 

9. Be an entrepreneur from anywhere. Even if you don't start a business (now), imagine starting a project that will improve your current job, workplace, or community. 

8. Discuss the idea informally to find others feeling the same way. Enlist them in the quest. Now they're counting on you not to let them down. Describe it as an experiment that will benefit others. Incorporate feedback so that others hear their ideas in yours. 

7. Get a ‘big name’ to endorse giving it a try.

6. Negotiate out of demands that don't contribute to the goal. Keep doing what you must to keep your job, but simplify. 

5. Find every supporter a task, however small. Show that you're working for their goals, too. 

4. Widen the circle of the informed. Involve people not usually included. 

3. Remain positive. Smiling takes fewer muscles than frowning and is contagious. Ignore sceptics unless easily converted. 

2. As the bits of the cube start moving, keep communicating and coordinating. 

1. Celebrate each ‘eureka’ moment of accomplishment. Share the joy to multiply it. More jobs with more joy - now that's an agenda the public should rally behind. Let's not wait for employers to make changes, necessary as those are. A few good ‘eureka’ moments can keep us going - and influence employers to see why joy matters.

Leadership is the Surest Route to Joy at Work

Don’t Be Sniffy About Personality Politics

In an age of complicated technical issues, British voters are wise to put great store by a leader’s character according to William Rees-Mogg, writing recently in The Times.

He says: 'So far, in the pre-campaign period, all three parties have put greater emphasis on personality politics. Even the leaders’ wives have been drawn in. There are a number of reasons for this. There has been the growth of social networking websites on the internet; personality shows on television have achieved high ratings. Equally important is the decline in public interest in political theory and in the details of party policies....Voters use the experience of their own lives in judging other people. If they do not have expertise, they have to trust someone who does. Trust will be given to those who have appropriate knowledge, but it also involves judgment of integrity. Voters are quite right to use their judgment on a politician’s character in selecting MPs...'

For more, see - http://www.timesonline.co.uk/tol/comment/columnists/william_rees_mogg/article7061650.ece

Don’t Be Sniffy About Personality Politics

Don't Keep Secrets From Your Staff

Good leadership is all about communication, and the best leaders are completely transparent with their staff, says Container Store CEO Kip Tindell. Tindell shares his private boardroom presentations with all his company's employees, from top to bottom. "There's never a reason, we believe, to keep the information from an employee," he says. "I know that occasionally some of that information falls into the wrong hands, but that's a small price to pay."

For more, see - http://www.nytimes.com/2010/03/14/business/14corners.html

Don't Keep Secrets From Your Staff

Leadership is a Decision

Leadership is not something you are born with and is not an inherited trait. It's something you decide to do. 

Good leadership is a decision that builds on a combination--a synthesis--of wisdom, intelligence and creativity. According to this view, there are two differentiable elements that are really important. The first is skills and the other is attitude. To be a good leader you have to know how to do things, but attitude is at least as important or more important. The way you think about problems and your attitude toward those problems is as essential as your ability to solve them.

When you take a leadership role, whether as chairman of a company or as a leader in your family, you need ideas. You need creative skills and attitudes to come up with those ideas. You need analytical skills and attitudes to decide whether they are good ideas. You need practical skills and attitudes to put them into practice and to persuade people to listen to you. And finally you need wisdom to balance the effects of your ideas on yourself, others and institutions, in both the short and long term.

Good leadership is in a large part a decision. It's something you can decide to do; something we can all decide to do.


For more, see - http://www.forbes.com/2010/02/22/robert-jeffrey-sternberg-leadership-managing-varghese.html?boxes=Homepagechannels

Leadership is a Decision

The Benefits of Positive Leadership

Studies have shown that psychologically, people are smarter when they think positively.

Implementing positive practices at work helps highlight positive work purpose and fosters the creativity and innovation that are stymied by a negative or problem-focused orientation. A focus on the positive really does broaden access to valuable resources and information that could otherwise be lost. This movement transcends disciplines, so that it is applicable in operations, sales, human relationships, quality, and so forth.

Harnessing the positive helps shift the focus from what is wrong to what is extraordinary, from resolving problems to producing meaningful results. Problem solving is necessary for all leaders, of course, but it tends to consume most leaders.

Research has shown that leaders who express more positive emotions, positive behaviours, and positive attitudes draw out the same in their followers. You are perceived as more charismatic and effective when leading positively. The results not only allow you and your people to flourish but also innovate and ultimately benefit the bottom line.

To start harnessing the potential of Positive Leadership, take a hard look to see where you can start making a difference. By understanding the drivers of positive behaviour in the workplace, organisations and individuals can flourish.

The Benefits of Positive Leadership

MOJO v NOJO

Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It 


MOJO vs. NOJO: If some people have this connection with an inner positive harmony that generates positive things in them and radiates out such that others can feel that positive emergence, it follows that the opposite can also be true: NOJO (as author Marshall Goldsmith calls it). These people are in the wrong jobs, unmotivated and have little happiness—the opposite of MOJO. 


MOJO vs. NOJO

Take responsibility vs. Play the victim
Move forward vs. March in place
Run the extra mile vs. Satisfied with the bare minimum
Love doing it vs. Feel obligated to do it
Grateful vs. Resentful
Curious vs. Uninterested
Caring vs. Indifferent

MOJO v NOJO