304 Leadership Best Practice 4 : Align For Vital Passion

The whole point of leadership is to mobilize followers. Command-and-control thinking is at best a negotiated exchange and more often is outright manipulation. Free-spirited willingness is not generally involved. Effective leaders pull followers rather than push them. They tug at the heart. They do not need formal authority although such authority greatly increases their power and effectiveness.

Our notion of what a leader is must broaden. If we cannot lead as a peer, instead of as a superior, we are really not leading at all. Leadership is found in the art of pulling people together to accomplish a task that cannot be achieved - - at all or as well - - individually. Leaders need to be able to think systematically and above the fray of complexity. With their vision burning brightly in their mind, uniting with their followers they combine tremendous persistence, fierce resolve, and growing energy while humbly keeping their egos in check. Passion over the outcome is the result.

Leadership is collaboration:

The good leader inspires people to act because they want to, not because they have to.... Weak leaders instruct people to do a job; strong leaders get much more of people by dovetailing each individual's self-interest with the team's and the organization's goals.

What is called the Alpha Leadership model is a cycling loop of alignment, action, and anticipation. Effective alignment operates on three levels:

  • internal
  • relational
  • organizational

Internal or self-alignment increases the leader's ability to embody his or her vision or goals; a high level of personal alignment yields the charisma, congruence and vision that inspires followers to act effectively. Alignment of relationships forges coalitions amongst followers to get the job done; the focus on alignment is far more powerful than just concentrating on the task itself. The power in such alignment and the key to getting people to follow is to first understand what they want and where they want to go. Wider organizational alignment links culture to mission. Developing and nurturing culture is what frees followers to act.

Leading through Embodiment

Leading through embodiment is more than just "walking the talk"; the leader lives, thinks and breathes his beliefs - - there is congruence at every level of his being. Embodiment comes through three core principles:

  • personal alignment
  • choice of work content in conjunction with the interplay of expertise and learning
  • the ability to see the world through someone else's eyes

Personal alignment starts with a strong sense of our own values and with it, through extraordinary sense of purpose, alignment between what we believe and how we act. Alignment is what we would do if we knew we had exactly five healthy years to live.

Deep alignment imparts confidence and fervent direction which inspires followers. Such conviction allows the leader to withstand ferocious criticism and in fact strengthens resolve. When our values and the way we live align, we discover what is wonderful, fascinating and delightful - - the joy of living. Mind and emotions resonate as we move from authentic to vital and vibrant.

The work of such a leader is chosen to be absolutely consistent with what he believes. It further adds to his expertise and his ability to act out his beliefs. Most importantly, embodied leaders remain hands-on practitioners - - disassociation to pure administration is unthinkable. Curiosity and the desire to learn within the chosen field of expertise is unstoppable. Retained is a humbleness and a desire to learn from others that continuously leads to new discovery.

The interplay of expertise and humble learning enables the leader to temporarily give up his own viewpoint in order to step into the world of his followers. This type of respect brings empathy and the ability to see the world through someone else's eyes. The leader's ability to suspend, momentarily and purposely, all thought of where he is going and what he wants is a critical "antidote for mind reading". This ability to decenter is not innate and must be honed throughout the leader's life. The fruit yields multiple interpretations of "what is going on". With such perspective the leader can then step back into his own world and with reflection originate an effective new way to go forward.

Four Roles of Leading Alignment

The essence of leadership is “to get results and to build stakeholder commitment to the organization’s culture and values”. Leaders in the new global networked economy must build on their organization’s cultural legacy while transitioning to the new economic order. In today's volatile economic environment, organizations must rethink their strategies, processes, and cultures. To enable companies to cope with change and opportunities, they must develop powerful leadership capabilities within their enterprises.

The leaders of today need to assume four key roles:

  • the boundary-less thinker
  • the network builder
  • the diplomat
  • the interpreter

Boundary-less thinkers must think outside of the box and help their organization to do the same. This broad-based mindset includes taking on a big picture perspective, being open to new ideas, and being willing to look beyond oneself and one's organization for capabilities and resources.

Network builders identify and link together complementary partners in a knowledge sharing culture. They have a relationship mindset which is knowledgeable of their own uniqueness and they have the ability to recognize others' uniqueness. They're always searching for synergies to be able to combine competencies, capabilities, and capacities.

Diplomats develop and maintain effective networks through their ability to relate, communicate, and negotiate. Interpreters have the ability to explain the nature of business opportunities to their networks translating the perspective of each of the constituents so that all can understand each other. This requires a solid knowledge of their organization, a broad knowledge of the marketplace, and the ability to influence and inspire others. Leaders must be held accountable for yielding results today while developing the next generation of leaders for tomorrow.

Faster, More Efficient, Closer & Flatter

The new economic order means companies must aggressively pursue an organizational model that is faster, more efficient, closer to customers, and above all, flatter. Speed, efficiency, and customer focus are the foundational advantages that organizations must utilize to develop into core competencies for today's global economy.

Old management practices were based primarily on control while in the new networked economy management-processes are based primarily on relationships and therefore leadership. Leadership requires building commitment and enthusiasm while inspiring diverse constituents to function in teams, work in partnerships, share information, and operate in networks.

Leadership means mobilizing collective ambition in a common focus and purpose that drives cooperation and performance. It means utilizing an organization’s roots, values, uniqueness, and identity to bring about an evolving prosperity. Leaders must also marshal their constituents’ cultural characteristics and organizational capabilities that allow the pursuit of change and innovation.

Leadership is a balancing act that builds on the past but advances beyond history to maintain relevance in a rapidly changing world. The measure of a leader is the ability to take the best of the old and the potential of the new to blend them together into a new organizational order that both attracts and maintains the stature of constituents while inspiring commitment and transferring responsibility for success across the entire stakeholder network.

Task Oriented but through Relationships

The best leaders radiate warmth and charm; they have an exceptional ability to make every individual they come in contact with feel special. They bring out the best in us. They draw upon the natural human instinct to cooperate. They have the uncanny ability to create breakthroughs by bringing cooperation between people with opposing agendas to make exciting things happen.

The time they spend building cooperative relationships reduces the overall time and cost of the task or goal itself. Put another way, if we look after our relationships, the tasks will look after themselves. Cooperation is a three-step process:

  1. dovetailing agendas
  2. reaching for positive intentions
  3. matching first and then leading

The first step in dovetailing agendas is aligning our own business and personal agendas. When our business agenda meets our personal goals, we are motivated to achieve our business goals. When we advance our personal goals in support of our business goals, we use our organizations in a congruent way resulting in personal high performance.

The next step in dovetailing agendas is to understand what other people want. As that becomes clear, it is our work as a leader to help them achieve personal congruence between their personal and business goals.

The higher we are positioned in an organization, the more time as leaders we need to spend on managing each of our relationships with stakeholders. With upward stakeholders the more we can assist or enable them to meet their needs, the more influence we will have in areas that matter to us.

Strengthening good relationships with peers brings a mutuality of success on both shared and individual initiatives. Much needed political support is also thereby achieved.

Coaching direct reports and other staff help them to manage themselves better and creates more time for them to deliver value for upward stakeholders (especially including our self).

Cultivating relationships and dovetailing agendas with external stakeholders not only increases the quality of our networks, the influence we breed through "who we know"; it greatly increases the power available to us.

Our ability to identify positive intentions is vital when we are dovetailing agendas. If we have no illusions about human nature, we will greatly reduce the number of negative surprises coming our way, but more importantly we will have a much stronger belief about what is possible.

We need to be able to separate in our mind unhelpful or unproductive behavior from what motivates it. We are then able to empathize with an individual's intention and find ways to help them with what they need without abandoning our own plans. We need to understand that all behavior has a positive intention for achieving some apparent benefit.

When we put ourselves in the habit of looking for positive intentions, we can breakthrough negative feelings and attitudes. When we seek to understand what the individual is trying to achieve, we are better able to influence them.

Achieving Influence

One of the best structures for achieving influence is to (1) match, (2) pace, and (3) lead. When we reach a natural and spontaneous rapport with each other, we begin to match each other on a fundamental physiological level. Our body postures become similar; we speak with the same speed and volume of voice; we imitate each others' key words and we naturally use each others' language.

As we listen to each other and acknowledge feelings without attempt to judge or change the other, the matching and pacing resonates. While ideas and words are important for matching, perhaps the more important matching occurs in the nonverbal realm. The more emotionally charged the exchange, the higher vital interactive energy is achieved.

Once a person feels heard and understood - - especially on an emotional level - - his emotional intensity falls and he becomes ready to cooperate. The greater the perceived similarity, the more open the person is to our influence. At this point - - as leaders - - we can move the person to more positive ground.

Energizing Leadership

Leaders can engender their followers with emotional energy. In mission, values and pride there is an emotional engagement that leads to high-performance. Emotional energy is generated by mutual trust, collective pride and self-discipline. It is found in personal freedom, opportunity, and choice to pursue personal risk for expected reward.

Energy is found where there is transparent measurement and standards in tracking results, and, of course, wherever there is recognition and celebration of individual or group accomplishment.

There are energy-sapping people who have an uncanny ability to drain the life out of us. They radiate negativism and throw disingenuous roadblocks in our path at every turn. If allowed, in airing their negative views, they can have a deadly effect on the ability of a group to create a compelling but realistic future.

Further they can wipe out any sense of progress by being too unfocused and introducing confusion. They overload themselves with problems and work from a firefighting mentality. When they do have a goal in mind they offer it with a preconceived notion of how to get there and then attempt to impose their solution on everyone. They lack sensitivity and tend to persist in unconstructive approaches when their ideas are bypassed.

Energy creation is dependent on

  • the characteristics of the individuals in a given interaction
  • the relationship between them

Energy creation comes from conversations that balance several dimensions of such an interaction. Energy is generated by hitting the sweet spot of five dimensions:

  1. Followers are energized by interactions in which a compelling vision is created. Energy comes from a focus on possibilities when these possibilities, or visions, are both inspiring and worthy of people's time and effort, and when they are not overwhelming or unrealistic. The ability to create a compelling vision is a crucial differentiator between energizing and de-energizing followers.
  2. Followers are energized by interactions in which they can contribute meaningfully. We need to create opportunities for followers to enter into dialogue or problem-solving in ways that they feel heard and valued. This means creating the space for them to enter the discussion.
  3. Followers are energized when they are fully engaged in an interaction. Contributing meaningfully and at the same time learning from others creates energy. Body language and nonverbal communication signal whether there is undivided attention and active exchange, or whether people are just going through the motions of listening as they wait for their turn to speak. During times of great intensity the use of humor can relieve strain and help participants refocus.
  4. Followers are energized in interactions marked by progress; but the path towards the compelling vision or opportunity must remain open and flexible if energy is to be created. Progress most often occurs in unexpected ways.
  5. Followers are energized in interactions when hope becomes part of the equation. Hope allows followers to become energized when they begin to believe that their objective is worthy and can be attained. Two characteristics influence followers' willingness to hope. First, everyone must be willing to speak their minds rather than harboring hidden agendas (or staying reticent in culturally dictated roles). Collectively, the followers must believe they are engaging the truth even if it is not particularly pleasant. Second, there must be alignment between words and actions to maintain integrity. There is no hope in uncommitted, disingenuous hypocrisy.

Energy is created as followers find their voice and each person is honored.

Summarily, energy comes from a resonant compelling vision, with leader and followers flexibly and fully engaged in open meaningful contributions that are marked by hope and progress. Thus energy is found through authentic language, symbol and story.

Under such conditions, quality, character, courage, and going beyond the call of duty is spoken as followers powerfully respond to leadership. The job of a leader, as Peter Drucker has said so many times, is not to provide energy but to release energy. "Language releases energy. Language inspires. Language sustains". Genuine connections sustain and comfort.

Be a winning leader, means tapping a deep reservoir of emotional energy.... Simply put, a leader's job is to energize others. Notice I don't say it's part of their job; it is their job.... Every interaction a leader has is either going to positively energize those around them or negatively energize them.

Leadership is a vector having both direction and force - - strategy to provide the direction and force in the form of strategically-aligned energized followers. To be an energizing leader, we need a passion for identifying and stamping out demotivating influences. These influences include these 12 blunders:

  • unnecessary changes
  • ambiguous and conflicting expectations
  • promoting the undeserving
  • hypocritical pronouncements
  • arbitrary constraints and rules
  • promoting internal competition
  • unrealistic goal setting
  • emphasizing speed over quality
  • discouraging feedback
  • unequal or unfair treatment
  • under-utilizing human talent
  • taking people for granted

Energizing leaders insist on the truth. They openly discuss the "undiscussables" as well as sacred cows, ethical lapses, and failures. They resist all temptation "to spin" the facts preferring open inquiry and confrontation of the brutal disappointments.
They encourage contrary opinion as a key source of vitality. They emphasize listening over talking and ownership. Followers want to own what has special meaning for them. Leaders understand values are at the heart of what really motivates their followers - - a sense of significance from working at what matters is what ignites passion.

Creating Cultures That Can Act

Kevin Roberts, the CEO who turned around Saatchi & Saatchi, has stated that:

Organizational culture is a misnomer, and what we should be talking about is organizational spirit. The spirit is best engaged when we connect to the context around us that stretches beyond the bounds of the individual corporation.

The essence of organizational culture is found in "the values that are acted out in the web of relationships between all members of the organization". To develop an organization that can freely act three powerful drivers need to be brought into play:

  • a coherent culture aligned in all important dimensions (inclusive of matching collective beliefs to competencies and behaviors)
  • a license for nonconformists who are able to act as they see fit, unimpeded by rules and regulations
  • a set of mechanisms and rules that embody the spirit of the company and bypass bureaucracy

We can take can take great joy in acting successfully in concert. When there is a sufficiently clear and meaningful task as well a strong alignment within a group, we actually enjoy surrendering ourselves in pursuit of a common goal or mission.

The cultural alignment of the entire organization goes beyond just the organizational "skin"; it also aligns with customers and marketplace. Organizational spirit comes from doing useful things with our lives and working to make a difference, perhaps even leaving a legacy. Spirit comes from a sense of community, belonging and contributing.

Coherence is also bound up in identity and its two facets, purpose and vision. Our purpose, role or mission centers around the special contributions we can make.

Vision has to do with what we are aiming for in the future - - it expresses where we want to be. Vision needs to be tied to the organization's purpose and the way special value can be created through core competencies. Effective visions are both highly ambitious and realistic but most importantly they have appeal. Their power lay in their allure to pull and align everyone in the organization. The organizational purpose statement together with the vision can bring "soul" to the people.

The organizational "brand" also plays a vital role in alignment. Good brands are love marks that build an emotional lifeline between customers and the people producing the brand. Brands built on the aligned collective values and beliefs within the organizational culture inspires an internal level of affection and connection.

Values unite an organization around its purpose and vision. Values are the principles that guide our behavior and reflect the core of our identity. They are the lens through which we execute our goals. Effective leaders work to influence the attitudes and beliefs that make up cultural values.

Issues to be changed include such as

  • being the best we can be
  • working on continuous improvement
  • making quality everything
  • insuring people matter most
  • developing skills and competencies amidst constant change
  • believing the customer is always right
  • making every staff member accountable for the success of the firm

Commitment to make such change must be very high or failed change initiatives will breed cynicism because of yet another of management fad fiasco.

The best way for us to affect behavior continues to be leading passionately by walking our talk. As leaders we need to conduct regular internal audits of our own behavior making extensive use of feedback to uncover our blind spots; more importantly, our authentic behavior needs to be converted to vitality - - through personal emotional alignment deep inside our very being.

When our internal being and our external environment must line up we enable the building of collective energy. This vitality enables everyone to act quickly and powerfully.

As leaders we also need to nurture and respect the unconventional individualistic behavior from which originality and creativity most often emerge. Corporate “fools” do the undoable, say the unsayable, and drive sensible organizations mad with creative folly.

Instead of rejecting corporate fools we should instead thank them for the courage it takes to open closed doors and windows as well as for their contributions to us as great teachers. Radicals, mavericks, fools, eccentrics and other rogues keep us from the danger of too much conformity. The trick is not just to challenge the status quo but rather to encourage people to make happen what needs to happen. Purposefulness is what removes the chaos and helps manage risk.

Empowerment to freely act also comes from implementing what Jim Collins labeled "catalytic mechanisms". These processes allow followers to bypass bureaucracy and find greater freedom to act by providing shortcuts through officialdom.

One company, Granite Rock, implemented a "short pay" mechanism in which customers unhappy with some aspect of their service could scratch out each line item on the invoice - - and its dollar cost - - from the invoice.
The five key characteristics of these devices are:

  1. they produce desirable results in unpredictable ways, not by creating more management controls, but by releasing people from those constraints
  2. they distribute power for the benefit of the overall system while removing it from traditional power wielders
  3. they have teeth - - strong consequences for sloppy performance
  4. they eject viruses by making it "too hot" for unproductive individuals and ineffective managers, encouraging them to leave of their own accord
  5. they produce an ongoing effect that works well over time

When building effective catalytic mechanisms, we can follow these general principles:

  • don't just add, remove - - because less can be better; what most needs to be removed are outdated or counterproductive managerial policies
  • create instead of copying by dovetailing to the precise situation
  • use money and whatever else effectively motivates human behavior;
  • allow the mechanisms to evolve
  • integrate a number of catalytic mechanisms to become a set - - a whole system of reinforcing initiatives works much better than just one or two

Leading a culture with spirit is a whole new ballgame. Spirit led leadership is about liberating followers to do their best work especially when constant transformation is required.

In his model these rules apply:

  • whoever has the ball is the leader (and ball hogs die)
  • never oppose force with force
  • play the whole field
  • cooperate in order to compete
  • honor the opposition

The role of the leader is to infuse joie de vivre into followers and the organization.

Leadership can divide an organization into three categories:

  1. those with good character and purpose as well as esprit de corps;
  2. those that are almost overtly crooked from the top-down;
  3. those with no identifiable purpose except the drive to make money.

90% of all companies fall into this last category. He has observed that the good character and bad character companies are roughly evenly split at about 5% each.

Strong, healthy companies emphasize

  • a sense of now (rather than living in the past)
  • innovation
  • espirit de corps
  • cash flow growth over paper profits

Spirit led companies have their feet firmly planted in reality and practicality.

In times of great change or turbulence, organizational culture get special attention. Culture changes as the organization is transformed - - the culture with its defining values, practices, and traditions reflects people's everyday realities as the transformation occurs.

Cultural innovation is all about the change that creates a new dimension of performance. Most importantly, it is performance that changes the culture - - not the reverse. Performance comes through mission-focused effort.

Changes in practices and beliefs do not happen because executives command them. Rather, leaders of an organization through their behavior and language embody the mission, values and principles as they work with others to create desired results.

As people grow and flourish, the culture reflects and resounds a message - - that as the needs of customers and clients change so will the serving collective. The capacity to change and serve is the essence of a great and vibrant culture.

Build a Culture of Commitment and Performance

Herb Kelleher, founder of Southwest Airlines, has proved to be an amazing example of how to build a culture of commitment and performance. He does not lead by the numbers but instead works to get everyone to "be yourself", and he hires those who can. He works to help people take off their masks to look different, talk different and act different - - to be anything but humorless, self-centered, or complacent.

He does not try to control people and believes he can't; rather he tries to create an environment where people truly participate and don't need control. They devote themselves to their cause on a voluntary basis.

When people know what needs to be done and are willing to do it, there is little need for control mechanisms and fewer hierarchies are needed. Rather than looking for blind obedience, Southwest and Kelleher look for people with initiative who want to be doing what they're doing because they consider it worthwhile.

Says Kelleher "I have always believed that the best leader is the best server. And if you're a servant, by definition, you're not controlling". Southwest workers enjoy freedom, informality, and interplay that allow them to act in the best interests of the company. "Our company success rests with them, not with me" (same section).

Although it may not be recognized as such, perhaps Southwest Airlines' chairman Herb Kelleher's greatest achievement was the culture he created at the airline.

His recipe for creating his foundational culture had the following ingredients:

  1. Find a purpose you are crazy about: there are no heights to which the human spirit can rise when people see that their work has meaning and purpose. People want to make a difference. They want to know how they contribute to the success of an organization.
  2. Make your life and work an adventure: the people of Southwest Airlines live above the level of mediocrity because they are adventurous and playful. They work at turning good teamwork into festivity. They get more out of life because they expect more out of life.
  3. Believe in people and they will believe in themselves: when you believe in people, they will rise to greatness. People who have self-confidence develop the creativity to dream, the boldness to venture into the unknown and pursue their dreams, and the courage and persuasiveness to summon help along the way.
  4. Don't take yourself too seriously: when we are wrapped up in protecting our egos and holding onto life too tightly, it's easy to become rigid and boring.
  5. Dare to dream: dreams stimulate our senses and awaken our entrepreneurial spirit. They fuel our imagination, release our creative energy, and draw forth a deep sense of commitment to action.
  6. Be yourself: it is the greatest asset you bring to every business and personal relationship.
  7. Dare to be different: keep looking for the new, the unconventional, and the unfamiliar way of doing things. Not only is this a key to success in a world of change, it's a lot less stressful and more exciting way to live.
  8. Pursue love before techniques: if there is an overreaching reason for Southwest airline's success, it is that the company has spent far more time since 1971 focused on loving people than on the development of new management techniques. The tragedy of our time is that we've got it backwards. We've learned to love techniques and use people.
  9. Choose service over self-interest: this country needs bold images of leaders who dignify the role of servant. Start by listening more than we talk, by taking action based on what we learn, by leaning on our role as models more than on the power of our titles, by doing what we ask others to do, and by giving more than we take.
  10. Make spirit your competitive advantage: Southwest's real competitive advantage is the spirit of its people. If America is willing to nourish the human spirit, our nation will release the tremendous energies of its people. The result will be unsurpassed levels of productivity, and a better quality of life, and a higher standard of living.

Indeed einnovation teacher Jeffrey Timmons's "Chain of Greatness" starts with vision and a perpetual learning culture which fosters an entrepreneurial mindset. That mindset leads to widespread responsibility with accountability and results in achievement, shared pride, mutual respect and a thirst for new challenges and goals.

It goes beyond leadership through motivation that temporarily pumps dependent people up - - the mindset of pride in one's organization is the hallmark of mutually inspirational leadership. The desire "to honor" is the stuff of greatness.

Tom Peters spoke of "the fun" at Southwest Airlines this way:

While most organizations are boring and rigid, Southwest dares to unleash the imagination and energy of its people. They make work fun--employees have the freedom to act like NUTS. There is a spirit of entrepreneurship.... This band of mavericks started a revolution.... Southwest reinvented air travel 25 years ago with its low fares and zany, irreverent style.... I see three extra special things: 1) being crazy enough to follow an unorthodox vision, 2) being courageous enough to allow people to have fun and be "real people" who love and care at work, and 3) being smart enough to recognize that their most valuable assets are their people and the culture they create.... Celebrate like crazy. Put employees first and customers second. Forget fancy plans. Love one another and--even if you have a smart, strong, and passionate (not to mention wild and crazy) leader like Herb Kelleher.

Create Passion

In a recent study of 300 working adults showed how passion in us is created.

Bringing passion to the workplace involves a three steps process loop:

  • discovery
  • design
  • develop
  • discovery

and so on

The Discovery Process: Discovery involves finding the kind of work that a person can be fervent about. That process is one of self-awareness, experimenting with change, as well as meditating, reflecting and imagining.

Leaders can promote self-awareness by example in being open about their own thoughts and feelings and by demonstrating their own capacity to receive feedback by being open to input from others. The best leaders help their employees link their self-discoveries to the goals of the company and to make an emotional commitment to their work. Self-awareness is the first step to passion.

The Designing Process: Leaders must work with the overarching goal of creating a culture that helps employees achieve passion in their work. They do so when they're able to do meaningful work, do work that is fun and work in a nurturing environment.

Symbolism can be used to help translate trite or isolated activity into something rich with meaning. For example, a baggage handler can be shown he is fighting a rival airline. Work becomes fun when meaning can be mixed with enthusiasm. Mundane tasks can be turned into games or good-natured competition.

A nurturing environment evolves when leaders find creative ways to help employees feel supported and encouraged. A big part of nurturing also involves mentoring, coaching and training.

The Development Process: Leaders help employees put passionate work into action and then sustain it. Development involves risking, learning and building self-effacing attitudes..

The enabling process promotes cyclical loop learning. The goal is to act, reflect, learn and grow in confidence. The loop proceeds from risking to learning to efficacy to more risking and so on.

Risk-taking is an essential element of passion; whether facing challenges, overcoming obstacles, trying new ideas, or making changes, employees need to be willing to take risks.

Passionate employees are always learning, reinventing themselves, and exploring new things. Leaders can help employees develop a greater sense of confidence and bravery by assigning them tasks that are progressively more challenging.

Recognizing everyone's potential to be passionate gives leaders a powerful lever for tapping into to their creativity and energy that resides within each follower. They conclude "meaningful work without joy is simply duty".

Passion boils down to three elements:
"having fun, making a difference, and 'oh, by the way, make a profit'".

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