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THE LAW OF BIG MO
Manage episode 354737808 series 2793272
Treść dostarczona przez Steve Worthy. Cała zawartość podcastów, w tym odcinki, grafika i opisy podcastów, jest przesyłana i udostępniana bezpośrednio przez Steve Worthy lub jego partnera na platformie podcastów. Jeśli uważasz, że ktoś wykorzystuje Twoje dzieło chronione prawem autorskim bez Twojej zgody, możesz postępować zgodnie z procedurą opisaną tutaj https://pl.player.fm/legal.
A leadership that lacks momentum is like a parked car: it can't get you where you want to go. Momentum, or the “Big Mo,” is one of the most important elements you need as a retail leader. Without it, it will be hard to set anything in motion.
So, how do you gain momentum and ensure that you always have enough fuel to propel your team to victory? Listen in as we delve into the Law of Big Mo.
Key Highlights:
[00:01] Momentum is your lifeline as a leader
[02:12] Why you need momentum in your life to move you forward
[04:37] Creating a ripple effect requires disruption
[06:27] What happens if you don’t have momentum?
[10:18] How volunteering for pilot projects can benefit your team
[14:11] The 3 ways to gain momentum
[20:45] How do you lose your momentum?
[22:28] The Shiny Object Syndrome
[28:33] What does it look like when you have the “Big Mo”?
Notable Quotes:
- We need momentum in our lives as a leader to continue to carry us forward, to move us from project to project, from opportunity to opportunity.
- The ripple effect happens once something is actually cast into the stillness. So if there is stillness, there has to be a casting or a disruption of that stillness in order to create the ripples.
- Too many people are trying to drive a parked car. Don't be that person trying to drive a parked car thinking that you're gonna get somewhere you are not.
- If you want to be a great retail leader, you have to be abnormal.
- When you lose momentum, you become vulnerable to distractions.
- When you are trying to fix something within your market, the best thing that you can do is to go back to the best practice.
- You don't know if something is broken until you understand the operational boundaries in which something should exist.
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