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Marshall Goldsmith's latest book, Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It, focuses almost exclusively on individual behavior rather than organizational. Goldsmith's take is that "mojo" is an internal quality that is developed on an individual basis.

None the less, after reading much of Mojo, I see ways mojo can be an organization-wide quality, as well. I'll explain why, but first, a quick glance at Mojo's central message:

Goldsmith's "operational definition" of mojo is "that positive spirit toward what we are doing now that starts from the inside and radiates to the outside," and he says the four ingredients are "identity, achievement, reputation, and acceptance." Within the book, Goldsmith details how these ingredients work and methods for developing them toward your own positive mojo (which I presume he'll do in person, as well, in his general session at ASAE & The Center's Annual Meeting & Expo in August).

I marked several interesting quotes from the book, and after each I'll offer my take on how they apply to associations, too [italics are Goldsmith's].

"Truly successful people spend a large part of their lives engaging in activities that simultaneously provide meaning and happiness. ... truly successful people have Mojo."

• Associations and nonprofits were all founded with a purpose in mind beyond simply making a dollar, and the ones that relentlessly stick to that purpose (i.e., meaning) are the ones with the best mojo.

"Very few people achieve positive, lasting change without ongoing follow-up. Unless they know at the end of the day (or week or month) that someone is going to measure if they're doing what they promised to do, most people fall prey to inertia."

• This might be the biggest mojo-killer of them all for associations. Too many associations fail to measure results, define success and failure, and hold themselves accountable for achieving goals.

"Our Professional Mojo is what we bring to the job. [...] Our Personal Mojo is what the job brings to us."

• I'd rename these "Engagement Mojo" and "Collaboration Mojo." The former is what each member brings to the association through engagement in the community, and the latter is what that collaboration and power in numbers brings to members in return.

"It takes courage to realize that, in some cases, other people's views of us may be just as accurate--or even more so--than our view of ourselves."

• Your association does not control its brand, because your brand ultimately lies in the public's (or your members') perception of you. You can influence it (see next quote), but you can't control it.

"Reputations are formed by a sequence of actions that resemble one another. When other people see a pattern of resemblance, that's when they start forming your reputation."

• For associations, building positive mojo through a positive reputation means a commitment to excellent customer service and high-quality member experiences, day in and day out. Every interaction between staff and members, whether a single phone call or an annual conference, is an action that will shape that reputation.

"[Acceptance is] the element that liberates us from toxic emotions. When everything around us seems confusing, acceptance reminds us what really matters."

• I see this as a supporting foundation for organizational focus. Associations have mojo when they avoid mission creep by focusing on their core goals and letting go of that which may be beyond their scope.

So yes, I do think Marshall Goldsmith's idea of mojo can be applied to associations as well as individuals. My question to you: How do you know when your association has its mojo?