Next Jump Co-CEO Update: Jan + Feb 2017

Our Co-CEO’s (Meghan Messenger and Charlie Kim) write a monthly newsletter that we share not only with our staff and family, but also friends of the company (including past Leadership Academy attendees).  It includes a sampling of many things happening, summing up as part of our larger mission in changing workplace culture.


NxJumpers + Family & Friends,

Meghan and I kept delaying the writing of this update as our calendars were beyond “energetic” the last few months – so here’s combining 2 months of what has happened at Next Jump.

Almost every organization we talk to, public and private, for-profit and non-profit, startup or F500, local or global..the MILLENIAL CHALLENGE is their number one fastest growing organizational challenge.  An organization’s ability to attract, retain and develop talent are the leading indicators of success or failure. If you don’t know the story of Fisker vs Tesla, Fisker was the electric car company that most analysts and reporters thought would win. However, when you look at where the talent was going, it was going to Tesla, the new car company that at many points surpassed the market value of the big 3 auto companies.

When I graduated college in 1995, I wanted a job. I wanted to be independent from my parents, wanted to be able to pay my own bills. I wanted them to know for all their sacrifices, I am now ok to take care of myself. It was a “better me” goal.

People no longer work for an organization; they work for a cause they care about. They want to be developed, trained, coached, mentored [better me]…so that they can make an impact, a difference, to change the world [better you].  This is the Millennial Challenge. And organizations started to feel the impact and wake up to it starting in 2015.

DARRELL [our NxJumper, retired Marine]

I found your point on the millennial challenge interesting.  2015 is when the Marine Corps realized it had to change its advertising message to attract millennials.  Where past advertisements focused on the challenge and adventure associated with joining the Marines, the new ads focused on the millennials spirit of volunteerism and desire to help people.  Instead of focusing commercials on war fighting and combating tyranny (biz 1) they focused on performing humanitarian missions (biz 2) like Tsunami relief missions, providing food, water, medical assistance to civilians.

  • ATTRACT talent – know any millennials? Ask them – what do you want to do in life? Who do you want be? Our last 10 New Hire intros…you will see they all want to change the world.
  • DEVELOP Talent – when lives are at stake…Public school teachers, the person being deployed 9 months who had to indicate how his family would be notified. We are helping and training them.  Now let’s work on your impediments. Your ego and pride? Worried about being embarrassed? Paralyzed in fear? You need to get over it. Lives are at stake, you need to grow, get better so that we can help these people. Development is not for wimps. It is far easier to work on yourself – the limiting factors to you succeeding, becoming a better person, a better teacher and coach – when the mission matters.
  • RETAIN Talent – if you attract (get hiring right) and develop (get coaching & training right), retention takes care of itself.

cause image

We believe you cannot change the world until you fix work first. The lion’s share of capital, technology and talent sits in companies. This is our social movement, to help fix work, not a one-time fix, but culturally [creating new norms].

Two months into 2017 – To be honest – we didn’t expect the kind of interest, take rate for the technology, the growing partnerships from all walks of life, the nonstop and growing interest in our leadership work. It’s been humbling and overwhelming.




In the mayhem of our every day, it is often difficult to get perspective. How far we’ve come in a very short time.

First for Context:

  • 2014 – in the last few years, only in hindsight, we’ve come to find that our social mission has been a key driver of our ability to attract, retain and develop the best talent. The social mission first impacted the key leading metrics for business (talent), then ultimately impacted the lagging metrics of revenue and profits. To accelerate doing more, helping more and making greater impact in other organizations, we launched our pro bono Leadership Academy in February 2014.
  • 2015 – we decided to share and give away all the technology as it was the most scalable way to advance our social movement. The technology encodes all the lessons we’ve learned. We changed our main website from to to create a platform that went above discounts to include all these technologies to help run company culture [perks that matter include being able to help others, as a team/company, to grow yourself, etc.]. We started to build all culture technology into mobile apps, and launched the 1st five in oct 2016. Clients started adopting/piloting/testing within 30 days – the size of navy, army, fidelity, chase, etc.

In less than 12 months – these 4 examples below, are illustrative of how far we’ve come:


“seeing more traction at “adults table” because of our culture, credibility we have in leadership space. 1 year ago I went with greg to meet with fidelity Benefits team — we had to drive 1.5 hours to see them, first in person meeting in years, they rescheduled several times. Fast forward to now, fidelity begging to send 20+ top talent/people ops leaders to our Academy. Our contact having trouble managing amount of internal interest in NxJ. Just crazy to see the influence we have.”

EY Snr Partner (Ernst & Young: consultants as partners to accelerate our Social Movement – attended our Leadership Academy as observers May 2016):

“NJ toolset is part of the larger culture, leadership, purpose engagement EY-Sinek is building.  How do we position this in support of that?  I’m open to any and all your ideas. Figuring that out is the key to EY-Sinek being able to integrate the NJ tools into every pitch we make.”


google note


Metrics, data analytics and technology to help identify TRENDING signals of how people are developing, how through data they can get awareness & acceptance faster, followed by recommendations for improvement – this is the 5th area of focus by our Business 2 [OS for Culture/ Social Movement] team.


An email note from NxJumper after visiting the ship:

The FIVE areas of focus:

  1. Education – online content, leadership academy, culture tours, elite leadership academy, VIP Access to select organizations who are pushing the envelope in adoption
  2. Product Development – mobile and desktop applications to help organizations better run their culture [OS for Culture]. Real-Time Feedback Apps, Hiring Apps, Recognition, Performance Evals, 411 People Analytics, etc
  3. Adoption – by F500 clients, by nonprofits, government, military, startups, etc.
  4. Creds & Influencers – continued partnerships and exchange of leadership and people development lessons, insights and techniques/tools
  5. Moneyball of Leadership – metrics/data analytics/diagnostics/predictive algorithms


DANCE, DANCE, DANCE [NxJ Holiday Party: Xmas in Feb):

Over a decade ago, we decided to move our Christmas/holiday party from December to February, spend the same amount and get twice as much.

holiday party

The Dance Competition – The highlight has been our midnight Dance Competition, where each office was given 8 weeks, budgets to hire choreographers, had to have every member of the office participate in 1 of 2 dances – competing w/ judges for the prized trophy and bragging rights on Feb 24th. The defending champions: NYC were dethroned by Boston this year. Our San Fran office joined the judging team.

[The Leadership Training Benefits]

The military uses the simple act of getting troops to march in unison as one of the best tools to train new leaders. It may be easy for you, however getting everyone else to follow and march in unison is extremely difficult. In the same way, taking key revenue/business leaders, who have to be innovative, strategize and then train a company of mostly engineers to learn to dance in front of each other and eventually on stage, taped for Youtube…terrifying and difficult.

Check out all 6 dances, 2 per office – UK, Boston and NYC:


Flash Mob Dance [new tradition] – for the 1st time, we had our NYC dance instructor Mitchell Wayne, lead the entire company through a 3 song dance routine, a flash mob dance of sorts.

Check out the flash mob here:


On February 4th, we held our first Lateral Super Saturday. With the growing number of applicants to Next Jump, we made the decision to create 1 entry point to get hired into the company for laterals (non college recruiting). Note: we planned on 2 lateral Super Saturdays initially but are now leaning towards 1 per year. Applicants from all walks of life applied including leadership from the CIA [which was both an awkward and comical moment for the candidates at lunch as Meghan and I were asking – so what government agency do you work for?].

I loved this interaction John Hilliard had with the president of MIT when he was there almost 10 years ago:

“I saw her name was like… that’s the class president of my class at MIT!.. So we were chatting.. Then she mentioned that her professor had talked about Next Jump which is why she messaged us… I was like… Who’s your prof? Then she said it was dr bob carr… In her class at georgetown, the professor had talked about the top 10 app… and I was like… that’s the app that I built! So that was fun.”


LEADERSHIP ACADEMY in FEBRUARY – focused on Educators

We hosted a 3-day Leadership Academy 2nd week of February, hosting 42 guests from nearly a dozen organizations (22 in NYC and 20 in Boston).

I wanted to share a few quotes that I think gets at the heart of our intent in helping to improve workplace culture:

  • “people are left not trusting each other….Our culture isn’t setting people up for success.  We have trouble building a team.”
  • “we are struggling getting people engaged in creating a community, and building trust across company”
  • “getting people to understand that these shifts in Leadership, values and culture is critical to our success” – “we’re excited to learn as much as possible and come back and start implementing and executing”

Speaking with Shimon Waronker, the founder and head of The New American Academy (TNAA), he said it is very difficult for everyone to take 3 full days off but last year June when they attended NxJ’s Leadership Academy [1 day], they got a taste of what we offer, everyone was so excited, they had a wait list of people who wanted to attend. The opportunity to work on yourself, develop and learn like this was so rare, everyone did everything possible to come.

Boston Attendees (20)

A mix of 3 different sectors

  • Education – From Harvard Ed School, leaders recommended by Lisa Lahey, co-author of DDO book. Includes founders of nonprofits, doctoral students, leader of Providence, RI public school.
  • Naval Leadership & Ethnic Center (Commanding Offer + instructors)
  • Private sector – 1 EPP client (The Private Bank), plus leaders from 3 other companies.

4 observers – professor from Tufts, Emmanuel college. 2 others from Harvard Ed network.

NYC Attendees (22)

The New American Initiative (NAI) is a school support group founded by Shimon Waronker, founder of The New American Academy (TNAA). In addition to TNAA team, leadership groups from 2 partner schools in NAI will be joining along with their board members. These educators are heavily invested in upgrading themselves as leaders.

  • The New American Academy (Founder, Headmaster, Master Teachers + Staff)
  • The Jewish Academy (Headmaster + Master teacher)
  • PS274 (Headers + 4 master teachers)
  • Board members of NAI

From Shimon Waronker:

Dear Charlie, Meghan, Francesca and Rachel, On behalf of the NAI network, I would like to express our gratitude for opening up your practice, feeding us physically, emotionally, intellectually and spiritually. A snow storm was unable to deter our mission to learn and for you to teach. 

Thank You Poem by one of the Principals:

thank you note

PROOF IS IN THE ADOPTION [past Leadership Academy attendees]

We get many amazing notes from past academy attendees, the programs they’ve adopted and implemented in their organizations.


  • On my front, I’ve formalized and finalized a two-hour course I’m teaching at CIA on your use of cultural initiatives as leadership development and personal growth. I really think our employees can benefit from something like that, so I’m looking forward to leading the first seminar, which will happen in late February. I owe you a debt of gratitude, because without you and your openness, I wouldn’t have the knowledge I do to pass on to my colleagues.
  • I’ll be leading a 2 hour seminar for 24 employees in a course called “Leadership Now, Building Leadership Attributes through Cultural Initiatives.” At the start, I’m going to set the scene for the participants, telling them about how they can demonstrate their leadership attributes through cultural initiatives, and using Next Jump as a real life example of how that happens in practice.

FuelEd [non profit focused on helping public schools]

  • At the Academy over breakfast, FuelEd asking “how can we get more coaching from NxJ”?  They got ton out of yesterday and super engaged.
  • Boston NxJumper response: we’re very selective and adoption/experimentation is most important criteria to be considered. They all said they are going to go back and try out many things.
  • [within weeks]
    • “we could better integrate no LHF in our recruitment and hiring efforts. One of the things we said we could change would be even our very job descriptions, so I wanted to attach this “artifact” of your impact on us – a job description we are about to post. Not only is it hiring for a broader role, allowing for agility and growth within it, but it names some of our cultural tenets we are wishing to live out. One of them is more truth, and that is named right up front.” 

We love practitioners. Those in the arena working on the greatest barrier to success – the conflict b/w: Logical Self vs Emotional Self.

For instance: (1) Would you like to know what people think of you? [everyone says yes]. (2) Who wouldn’t find that uncomfortable? [almost everyone]. #1 and 2 conflict with each other.


The top 3 organizations that have demonstrated adoption: PACE Air Force Leadership Academy, Michael Monsoor Navy Ship and Frazier & Deeter (fastest growing accounting firm) – we created a special program to give them VIP ACCESS to Next Jump.

Loved this reaction from Frazier & Deeter:

  • The looks I received were wide-eyed and a lot of “wows.”  I did get one person email me right after: “I’m in desperate need of the kind of coaching they are getting and I mean desperate.”



We started 2017 with an audacious goal – could we influence, help and train an organization at scale, the size of 100,000+ employees? Within weeks we created the Elite Leadership Academy where we pulled together the who’s who of coaches [ECT: Elite Coaching Team] of some of the best leadership coaches we’ve worked with, tried and tested their insights, systematized into programs/culture/technology – reached out and wonderfully heard back with resounding YES’s within a week. The world’s best in diverse backgrounds including children’s education, world negotiations, gamification, adult education, leadership and emotional training.

We then had to select a very large organization – and after much back and forth, chose the Air Force – to train all 660K people in partnership with PACE.


By applying a mentorship model of learning vs the traditional classroom model, our goal is to train all leaders within the Air Force. The top 100 trained directly by this Elite Coaching Team. Then through 1 hour per week workshops, through a mentorship pyramid (5 levels deep), cover the entire air force.

Our audacious goal was to bring together the best of best coaches and then prototype a model that would allow us to help other organizations or even countries – think scale, think big.



We learned that one of the greatest challenges in most public schools has been the burden of structured curriculum, often overwhelming the teachers and resulting in little to no innovation in how they teach. In speaking with the principals in both PS119 (our adopted school in NYC) and Netley (our adopted school in the UK), both principals needed help to jump start innovation in teaching.

To help, the team at NxJ created a competition, where the top 2 innovative teachers from each school, gets an all expense paid trip to visit the other school (NYC à UK) and (UK à NYC).



  • Lesson Showcase window:  February 27 through April 7
  • Final 4 announcement (possibly winners announcement): Friday, April 14
  • Tentative Teacher Exchange/Visit dates:
  • May 17-21 (teacher exchange Thursday, May 18 Netley->PS119)
  •               May 24-28 (teacher exchange Thursday, May 25 PS119->Netley)

From NETLEY – Here’s a brief summary of the proposals:

  • Tammy – Improve attention and communication via strategies used in Attention Autism
  • Claire Y – Improve child attention and vocabulary via adopting strategies used in Attention Autism; adapting this strategy which is normally used with ASD children to a mainstream  reception class
  • Claire P – Improve language and communication via singing
  • Elena – Improve attention and focus via wearing slippers in class.
  • Heather, Nina & Reuben – Giving homework videos for children to take home each time a new maths lesson is taught  based on Flipped classroom idea
  • Michelle – Increase parental involvement with child’s reading  – pre- teaching strategy weekly session with parent, child and teacher
  • Khalida – Using emotional intelligence to unpick children’s understanding of characters and build vocabulary to improve reading comprehension
  • Tara – Encouraging reasoning and explanations. Children presenting maths method to class to improve the information retained in each lesson
  • Kim  – Support SEND pupils to build vocabulary and communicate scenes from  A midsummer night’s dream via dance and classical music


The differences between Low Performing & High Performing organizations:

  • Low Performance Organizations – No GAS (“give a shit”), lots of LHF (lying/hiding/faking), victim mindset, mired in bureaucracy, death by 1000 cuts “little things go wrong all the time”, tolerating badness
  • High Performance Organizations – GAS, Radical Transparency, empowered mindset, despite constraints focused on options & choices, high standards of excellence, many little rudder changes to fix badness quickly

The one single overarching difference is in Leadership. Low performing organizations can feel a lack of leadership, who’s in charge, decisions not being made. High performing organizations can feel the opposite. Leadership is the solution.

However, sustainable high performance is an even higher bar. It requires leadership training to be cultural (there are always leaders-in-training). Those that do this well, will not only see 1-time but sustained periods of high performance over time. It’s what many refer to as: Scalable. A culture of leadership creates scalable high performance.

The number one driver of building a scalable, high performance culture, a culture of training leaders – is to bake TEACHING into almost everything you do. Best form of teaching: “I will teach you everything I know (both good and bad that I’ve done), so that you can do better than me.” In the military, the CO is in charge, but always has an XO, being trained to be the next CO. Do this not only for missions, but for every program and activity touched and impacted by the organization. Suddenly – everything, everyone is being trained to be a leader.

Note: NYTimes 2016 most viral article was “Why You Will Marry the Wrong Person”. The gist of the article is that two flawed individuals who aren’t aware of their own personal flaws, getting together, to change the other person – is a formula for disaster. The Greeks saw marriage and love differently – people are imperfect but the point of being together is so that individuals can learn about themselves through the other person (2nd screen). As parents we find the same, our children are mirrors (2nd screens) in helping us learn more about ourselves. We’ve found when we teach, our students, our mentees, the people we coach – are also 2nd screens, mirrors that help us see ourselves, get to self awareness. Teach more. Become self aware. Only then can we start our training to upgrade ourselves – once we know our starting point.


I hope you enjoyed our Co-CEO Update. Please share and forward to your family & friends. Any reactions and feedback – would love to hear from you.


Leadership lessons from top naval base at Whidbey Island

The Next Jump leadership team at Naval Air Station Whidbey Island, Washington

Last week, the Next Jump leadership team and I had the incredible privilege of partaking in a three-day offsite with the top commanders and leaders at Whidbey Island Naval Air Station in Washington state. NAS Whidbey has been consistently ranked within the top-three naval bases worldwide each of the past five years, and a group of leaders from Whidbey had participated in our Next Jump Leadership Academy this past November. To return the favor and continue the exchange of ideas around building high performance cultures, they organized an exclusive-access visit for our team. Continue reading

Who ‘wrote the book’ on recognition?

A client asked me this week, “Who ‘wrote the book’ on recognition? I’d like to recommend a book to our CEO regarding Recognition. I’d really like to recommend something that inspires better leadership in the field of Recognition, and really gets at the heart of how it helps grow people and helps the bottom line (win-win).  Does anything come to mind?

Next Jump has a long history with recognition and the many lessons learned (I’ve written about it here, teach it in our Leadership Academy, and shared in our webinar series here to clients).

My response I thought worth sharing, as it reflects recent inspiration:

I think of recognition programs as a way to reinforce desired behaviors. Like many companies, we initially focused on outcome (the results), as the behavior that we wanted reinforced. And we did get more of that behavior (results)! As we started to look inward at HOW we got those results, we were also coincidentally starting to think about leadership in a different way (servant leadership with a bedrock of humility/growth mindset). We subsequently started to change our recognition system. The result (bottom line) does matter and compensation/promotions are largely dependent on performance. However, the behaviors of helping others (better you) was being overlooked. Our recognition system (Top 10, Avengers) were the tools we used to start to reinforce desired behavior of HOW ones gets the results – i.e. leads the (right) way.

I’m going to recommend two videos and a book that might be helpful place to start. While they are less about “recognition,” they are around leadership, types of character and behaviors we have found crucial in building a high performance culture. We then recruit, recognize and coach (starting with ourselves and then teaching others) for these behaviors.

  1. Enhancing Human Capital. Lt Kevin Basik – presenting to our senior leaders. He is a Senior Officer at PACE – basically the Leadership Academy in the Air Force. Almost like an hour TED Talk – but speaks to inspiring better leadership.
  2. Simon Sinek on Millennials in the Workplace – relevant right now on a topic right now – how organizations are struggling to adjust to the needs/expectations of newest generation of workers.
  3. The Only Way to Win by Jim Loehr. Jim is the founder of Human Performance Institute – coached 40 #1 athletes, top military and top leaders in organization. Speaks to the notion that character can be built (grown like muscles). I believe that recognition can reinforce those behaviors you want to reinforce.

Next Jump Co-CEO Update: December 2016

Our Co-CEO’s (Meghan Messenger and Charlie Kim) write a monthly newsletter that we share not only with our staff and family, but also friends of the company (including past Leadership Academy attendees).  It includes a sampling of many things happening, summing up as part of our larger mission in changing workplace culture.


NxJumpers + Family & Friends,

Much has happened in the month of December and January 2017 already feels like 2 months into the year. So here is our attempt to share some of the key highlights with our family & friends.

First off – have to share something so big and exciting – we’ve just agreed to build a leadership development program to train and influence all 660K men and women in the Air Force, in partnership with Joe Rizzuto [aka: Spoon], the head of PACE. The Profession of Arms Center of Excellence (PACE) was established by the Chief of Staff of the Air Force on 2 Feb 2015, developing a program “Enhancing Human Capital – leading yourself”, where over 60K leaders have been trained in the last 2 years. We are creating an AVENGERS team (ala Avengers Assemble) of the most elite people in this field of leadership – for example Simon Sinek, Jim Loehr level (already onboard) – who will be partnering with us to train the top 100 leaders within the Air Force. We offered all this pro bono to Joe (“Spoon”) who was jumping out of his seat in disbelief. Stay tuned…much more to come in our January update (we want to start as of yesterday).

Secondly – send us your referrals for future NxJumpers, encourage them to apply for our Feb. 4 Super Saturday at

On Feb. 4, Next Jump will hold its first Lateral Super Saturday hiring event. Unlike our typical college Super Saturdays, this event will focus on experienced candidates from a variety of different fields and backgrounds – only 1 of 2 entry points into the company within the year. We are looking for the best. We want people of the highest character who are driven to get stronger and better (Better Me) so that they can do work that matters, helping make a difference to others who have less (Better You) which ultimately will lead to a better world (Better Us).



  • Growing in a Balanced Way
  • Both confident and humble
  • Both courageous and vulnerable
  • Both kind and disciplined.
  • Contribute to revenue and giving back
  • Eager to teach and share lessons in our Leadership Academies helping Navy, Marines, Army, public schools and more
  • Passionate about volunteering monthly at public schools
  • Willing to dance, compete and win

Help us find Next Jumpers, encourage them to apply for the Feb. 4 Super Saturday at

Feel free to have them ping us directly so that we can make sure their application gets reviewed.


We started Next Jump in 1994. We are nearing 23 years in business and the most difficult question we have struggled to answer is: “What do you do?” We’ve worked to simplify all the things we are doing and this diagram has helped us best explain the 2 sides of What

OUR SOCIAL MOVEMENT to change workplace culture – IT’S SPREADING :

Every non-profit we’ve met, every individual we’ve met…basically anyone who is trying to change the world, make it better, at some point they are spending a disproportionate amount of time trying to fundraise, beg for resources, technology – trying to get help. When we thought about WHO they are soliciting for all this capital, people and technology, it always comes down to for-profit businesses. So we put on our business hat and quickly realized, you cannot fix the world without changing how we work and without changing the role for-profit businesses must play.

We talk about WHY we exist: “To do the little things, so that others can do the great things they’re meant to do” which we shortened to: “Better Me + Better You = Better Us”. We grow ourselves (better me) for the purpose of helping others (better you), so that we can make a better world (better us). This is a universal truth for both individuals and teams (companies being the most powerful organization of people/teams). It’s exciting to see adoption from so many different kinds of organizations:

PUBLIC SCHOOLS – PS119 in the Bronx + Netley Primary School in the UK (which includes a center for children with autism)

Bavaani (head of Netley) said Netley has changed its school statement to align with Better Me + Better You – it’s now ‘Everyone takes steps to better themselves and their community, as they become responsible, global citizens’. Really cool!

Side note: Many of the kids have indicated that they want to be coders when they get older. [they love the coding programs NxJumpers built in the after school programs]

Picture below from PS119 – 3rd grade girls created a club called “Girls United”, their slogan is…


CONGRESS – this is a poster in the republican congress inspired by Next Jump and they have asked for our help in training leaders and upgrading government and their culture/ environment.


U.S. NAVY – the most expensive Navy ship built to date is developing their entire culture around leadership practices adopted from Next Jump.




They are only the second outsiders to visit and board this ship. They’ve had so many requests across the entire DoD, they’ve made a rule to say “no”, however bent every rule to accommodate our team.

An email note from NxJumper after visiting the ship:

Thank you for the incredible opportunity to join you on the USS Michael Monsoor visit. It was truly a once-in-a-lifetime opportunity. I’m still  blown away that they invited us on board and gave us the rare access they did, opening their doors wide. What an extraordinary privilege it was. At times it felt surreal, like I was in a movie , seeing the insane bad-ass-ness of that ship. It gave me a whole new level of gratitude for the deep partnership we have with them, of the critical, real life, high stakes need to build high performing cultures and to share it with others . It’s mindblowing and humbling — our lives, the safety of the country and peace in the world is at stake here. And we, Next Jump, are literally contributing to help make ours a better, safer, more peaceful world.

The visit to the USS Michael Monsoor made our mission of changing the world through work place culture real.



Meghan and I took the stage, sharing our personal journeys and what drives us to do what we do. The challenge Meghan gave the group was to practice being Authentic – to talk about the real challenges, no matter how messy and difficult it may be. On the topic of working mothers, because the real issues are not being discussed, as a result, companies are solving for the wrong problems. Her quote, “Companies aren’t setup to help working mothers, however if you want to compete for talent, you need mothers.”





On a lighter note, Greg and I were invited as guests of Pawan, the chairman of Hero Motor Corp and spent a few days meeting the top 18 golfers of the world while also helping leaders transform their “Mandated Leadership Cultures” to “Organic Leadership Cultures”





As the year came to a close, the kids held a party for the men and women in orange (NxJumpers) with cakes, songs and lots of jokes. The highlight was seeing them developing a school newspaper called: “The Next Jump”




The UK office ran a two-day leadership academy for 15 leaders from 12 different organizations in both public, private and government. Reactions from the attendees:

  • 2 words we are hearing the most are vulnerability & authenticity. Everyone’s been sharing personal stories and I think the group has been surprised (even many of whom have read the book, been on culture tours etc), of just how much we mean it and put it into action.
  • My favourite comments from the reflection at the end were Hanne (former CEO) telling us this is the culture she wished she had been able to create and from Nicky (Happy Ltd), that we are now her Number 1 case study for how companies should be run. In the OS for Culture session we had to cut the questions short because there were so many, and 90% of the questions were around how to scale and implement the apps. 

One of the attendees, an HR consultant, wrote a blog post on his top 12 takeaways from the Next Jump Leadership Academy. “I’m incredibly jealous and hugely inspired – Next Jump has managed to create something that I’ve been dreaming about for years, but never been able to achieve fully.”



Each office holds an annual family holiday brunch in December. The official Next Jump holiday party occurs end of February. As odd as that sounds, we realized we can spend the same budget in Feb and get 2x as much – without the distraction during our busiest season. Stay tuned for the dance battle, trash talking videos as NYC Next Jump works to defend our title.

Loved this picture from the Boston Next Jump office:



5% of us is based on INTENSITY, our willpower. 95% of us is based on CONSISTENCY, our rituals and habits. The only way to truly upgrade ourselves, is to upgrade our habits, our 95%.

Building habits is like building muscle. The ones we practice…grow and when we don’t, they atrophy. We’ve found the most foundational habits to practice are:

1/ REFLECTION – if you could do “that” again, how would you do it better/ differently? Improper reflection is what leads to our broken mental models, or commonly known as “baggage” vs when reflecting correctly, they become lessons learned and we become empowered. [our PAST]

2/ FULL ENGAGEMENT – awareness of my real-time decision making. So often we live life on auto pilot and feel victim to our circumstances. The day we realize we are presented with dozens if not hundreds of micro decisions and our ability to be aware and navigate through our options and choices in real-time is what leads to full engagement. [our PRESENT & FUTURE]

We can get stronger in both REFLECTION and FULL ENGAGEMENT. They are both skills that can be developed by practicing them 1-2x per week minimum for 13 weeks.


Our goal is to produce this monthly Co-CEO Update…please share and forward to your family & friends. Any reactions/feedback – would love to hear from you.