Mastering Momentum: Strategies for Organizational Success
Summary
In today's discussion, we delved into the concept of momentum within organizations—how to gain it, sustain it, and regain it when it starts to slip away. Momentum is a crucial element for any organization striving for success, as it creates a sense of progress and positivity that permeates the entire team. However, momentum can be deceptive, making leaders feel more competent than they might actually be. The real test of leadership comes when momentum begins to wane, and leaders must navigate the challenges of regaining it.
Momentum is emotional and can make problems seem more manageable. However, when momentum is lost, it can lead to self-doubt and organizational blame. Leaders must be prepared to adapt and change, as the skills required to start something are often different from those needed to fix or maintain it. Organizations must constantly evaluate and innovate to sustain momentum, refusing to fall in love with their current models, as every model has a shelf life.
We explored the three components of gaining and sustaining momentum: new, improved, and improving. Introducing something new can create momentum, but it must also be an improvement over the old to sustain it. Continuous improvement is essential for long-term momentum, and organizations must foster a culture that encourages it. This involves orchestration, evaluation, and innovation, ensuring that the organization is always striving to make things better.
Leaders must also be aware of momentum inhibitors, such as falling in love with a business model, launching products too soon, or micromanaging. These can slow or kill momentum, and leaders must be vigilant in addressing them. Ultimately, creating and sustaining momentum requires a balance of tangible and intangible elements, and leaders must be willing to make the necessary changes to keep their organizations moving forward.
Key Takeaways:
1. Momentum is Emotional and Deceptive: Momentum creates a positive emotional environment within an organization, making challenges seem more manageable. However, it can also be deceptive, leading leaders to overestimate their abilities. The true test of leadership is maintaining momentum when it begins to slip away. [02:08]
2. The Importance of New, Improved, and Improving: To gain and sustain momentum, organizations must introduce new and improved initiatives. Continuous improvement is crucial for long-term success, and organizations must foster a culture that encourages it. [07:35]
3. Beware of Momentum Inhibitors: Leaders must be aware of factors that can slow or kill momentum, such as falling in love with a business model, launching products too soon, or micromanaging. Addressing these inhibitors is essential for maintaining momentum. [28:02]
4. The Role of Leadership in Momentum: New leadership can create momentum, but it must be accompanied by systemic changes to be effective. Leaders must be willing to make difficult decisions and implement changes to sustain momentum. [16:13]
5. Continuous Evaluation and Innovation: Organizations must constantly evaluate their processes and innovate to sustain momentum. This involves orchestration, evaluation, and innovation, ensuring that the organization is always striving to make things better. [26:01]
Youtube Chapters:
[00:00] - Welcome
[01:02] - Understanding Momentum
[02:08] - Emotional Impact of Momentum
[03:24] - Challenges of Losing Momentum
[04:25] - Different Leadership Skills
[05:21] - Seduction of Success
[06:08] - Evaluating Organizational Models
[07:35] - Components of Momentum
[09:36] - The Power of New
[12:29] - Lessons from New Coke
[14:17] - Leadership Changes
[16:13] - Systemic Change and Leadership
[18:23] - Empowering New Leaders
[21:13] - Ensuring Significant Improvements
[23:39] - Continuous Improvement
[26:01] - Fostering a Culture of Innovation
[28:02] - Momentum Inhibitors
[29:41] - Conclusion and Next Steps
Study Guide
Bible Study Discussion Guide: Understanding and Sustaining Momentum
Bible Reading:
1. Proverbs 16:9 (NIV): "In their hearts humans plan their course, but the Lord establishes their steps."
2. Ecclesiastes 3:1 (NIV): "There is a time for everything, and a season for every activity under the heavens."
3. Philippians 3:13-14 (NIV): "Brothers and sisters, I do not consider myself yet to have taken hold of it. But one thing I do: Forgetting what is behind and straining toward what is ahead, I press on toward the goal to win the prize for which God has called me heavenward in Christ Jesus."
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Observation Questions:
1. What are the three components mentioned in the sermon that are essential for gaining and sustaining momentum? [07:35]
2. According to the sermon, what are some of the challenges leaders face when momentum begins to slip away? [03:05]
3. How does the sermon describe the emotional impact of momentum on an organization? [02:08]
4. What are some examples of momentum inhibitors mentioned in the sermon? [28:02]
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Interpretation Questions:
1. How might the concept of momentum as described in the sermon relate to the biblical idea of God establishing our steps in Proverbs 16:9? [01:02]
2. In what ways can the idea of "new, improved, and improving" be seen as a reflection of the biblical principle of continuous growth and renewal found in Philippians 3:13-14? [07:35]
3. How does the sermon’s discussion on the need for systemic change align with the biblical understanding of seasons and times in Ecclesiastes 3:1? [16:13]
4. What role does leadership play in maintaining momentum, and how can this be compared to the leadership principles found in the Bible? [16:13]
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Application Questions:
1. Reflect on a time when you experienced a loss of momentum in your personal or professional life. How did you respond, and what could you have done differently to regain it? [03:05]
2. Identify an area in your life where you might be "falling in love with your current model." How can you apply the principle of continuous evaluation and innovation to this area? [06:32]
3. Consider a situation where you might have overestimated your abilities due to momentum. How can you ensure that you remain humble and realistic in your self-assessment? [02:32]
4. What are some potential momentum inhibitors in your current environment, and how can you address them proactively? [28:02]
5. Think about a new initiative or change you are considering. How can you ensure it is not just different but a significant improvement over the old? [21:13]
6. How can you foster a culture of continuous improvement in your personal life or within your team? What steps can you take this week to begin this process? [26:01]
7. Reflect on the role of leadership in your life. How can you lead yourself or others more effectively to create and sustain momentum? [16:13]
Devotional
Day 1: The Emotional Nature of Momentum
Momentum is a powerful force within organizations, creating an environment where challenges seem more manageable and progress feels tangible. However, it can also be deceptive, leading leaders to overestimate their abilities. When momentum begins to slip, the true test of leadership emerges. Leaders must navigate the emotional landscape of their teams, addressing self-doubt and organizational blame. They must be prepared to adapt and change, recognizing that the skills required to start something are often different from those needed to fix or maintain it. [02:08]
"For the moment all discipline seems painful rather than pleasant, but later it yields the peaceful fruit of righteousness to those who have been trained by it." (Hebrews 12:11, ESV)
Reflection: Think of a time when you felt overconfident in your abilities due to positive momentum. How can you remain humble and grounded in your leadership today?
Day 2: The Cycle of New, Improved, and Improving
To gain and sustain momentum, organizations must introduce new and improved initiatives. This cycle of innovation is crucial for long-term success. Introducing something new can create momentum, but it must also be an improvement over the old to sustain it. Continuous improvement is essential, and organizations must foster a culture that encourages it. This involves orchestration, evaluation, and innovation, ensuring that the organization is always striving to make things better. [07:35]
"Behold, I am doing a new thing; now it springs forth, do you not perceive it? I will make a way in the wilderness and rivers in the desert." (Isaiah 43:19, ESV)
Reflection: What is one area in your life or work where you can introduce a new and improved approach today? How can you ensure it leads to continuous improvement?
Day 3: Identifying and Overcoming Momentum Inhibitors
Leaders must be aware of factors that can slow or kill momentum, such as falling in love with a business model, launching products too soon, or micromanaging. These inhibitors can be detrimental to progress, and leaders must be vigilant in addressing them. By recognizing and overcoming these challenges, leaders can maintain momentum and ensure their organizations continue to move forward. [28:02]
"Therefore let anyone who thinks that he stands take heed lest he fall." (1 Corinthians 10:12, ESV)
Reflection: Identify a potential momentum inhibitor in your current projects or personal life. What steps can you take today to address and overcome it?
Day 4: Leadership's Role in Sustaining Momentum
New leadership can create momentum, but it must be accompanied by systemic changes to be effective. Leaders must be willing to make difficult decisions and implement changes to sustain momentum. This requires a balance of tangible and intangible elements, as well as a commitment to continuous evaluation and innovation. Leaders must empower their teams and create an environment where momentum can thrive. [16:13]
"Where there is no guidance, a people falls, but in an abundance of counselors there is safety." (Proverbs 11:14, ESV)
Reflection: Consider a leadership decision you need to make. How can you ensure it leads to systemic change and sustained momentum in your organization or personal life?
Day 5: The Necessity of Continuous Evaluation and Innovation
Organizations must constantly evaluate their processes and innovate to sustain momentum. This involves orchestration, evaluation, and innovation, ensuring that the organization is always striving to make things better. By fostering a culture of innovation, organizations can adapt to changing circumstances and maintain their momentum over the long term. [26:01]
"Test everything; hold fast what is good." (1 Thessalonians 5:21, ESV)
Reflection: What is one process or habit in your life that needs evaluation? How can you innovate to improve it and sustain momentum in your personal or professional journey?
Quotes
Momentum is emotional. It creates its own emotion. You feel it when you have it, you experience it, it feels good, it's comforting. And when you have momentum organizationally, the feeling of progress, it kind of permeates the entire organization. I mean, if you've ever worked with a team with momentum, everybody feels it. I mean, it's intangible, but it's real, even though it's intangible, right? Hiring is easier because well, you're actually hiring, you're growing, you're growing. But the challenge is there's a sense in which momentum is seductive. It's deceptive. [00:02:08]
Momentum makes us all look a bit better than we really are and a lack of momentum, while it can cause us to doubt ourselves and our decision-making ability. Oh, that is so true. Been there recently. Oh, really? So would you like to elaborate? Nope. Moving on. Well, we've all been there whether recent or not. I mean, come on, coming out of Covid. I mean, it's no wonder that so many CEOs took the money and ran, right? Because again, you're leading, things are going well, suddenly the whole world changes. [00:03:34]
The leadership skills that are so important when it comes to starting something are often a very different set of skills than are required to fix something or to correct something. And not every leader has an infinite toolbox of skills. So we're going to talk a little bit starters. What have I heard that said before? I've heard somebody say, you can be a starter, you can be a stoker, or you can be a maintainer of the fire. But usually not all three. [00:04:20]
Organizations have to evaluate constantly and refuse to fall as we talk about all the time, to refuse to fall in love with our models, to refuse to fall in love with the way we've always done things. But that's so hard to resist when your model is killing it, right? Why begin to evaluate? Why look too deeply? Why do an autopsy on our success again, especially if you're really growing fast, you're just trying to keep up. But if you fall in love with your model, the momentum clock is ticking backwards because every model has a shelf life. [00:06:40]
Anything new creates some sense of momentum. Yeah, it doesn't have to be good. It can be bad, but new triggers, momentum always, because anything new triggers interest, it gets attention initially anyway, and that has its own sense of momentum. So new by definition generates some kind of momentum. It can be positive or negative. This may be a terrible illustration, Susie, so you may edit this out later, but just go with me. Imagine if Chick-fil-A announced the Chick-fil-A burger, and they marketed this new idea around the chickens get their revenge as. [00:09:46]
Momentum is rarely triggered by, and this is one of the things that I think we struggled with when we found ourselves losing momentum. Momentum is rarely triggered by, maybe never, but I'll just say rarely. Momentum is rarely triggered by tweaking something old. It's always creator generated. By embracing something new again, doesn't have to be a new product or service. It could be new leadership, new direction, but tweaking doesn't create momentum, even though that's necessary from time to time. [00:13:42]
Organizations do what they're organized to do, not what the leader of the organization tells the organization to do. The point being that new leadership, even good new leadership, isn't enough to create momentum or fix the momentum problem if they're not willing. As you alluded to a few minutes ago, to dig down deep and make the systemic change. That is usually the problem related to that. And then here's the bad news. A dose of reality to all of your organizational leaders out there, or department managers. [00:16:23]
Your organization is perfectly designed to get the results you are currently getting. Isn't that a depressing thought? Unless you have momentum? I mean, unless you have momentum and things are great, this is the reality check, and this is why it's generally not enough to just bring in a new leader unless they're willing to dig down and make the difficult decisions. Your organization. Our organization is perfectly designed to get the results we are currently getting. So if there's a loss of momentum, your organization is perfectly designed to maintain your loss of momentum. [00:17:00]
Continuous improvement is so crucial for sustained momentum. Which brings us to the third component that you mentioned at the top, which is improving. And this is the harder one. I bet. Yeah. This never ends, right? Yeah. It's always the treadmill For many people, if we're lucky enough, we get to ride the momentum maybe once in a lifetime of something new and improved, right? I mean, it is rare and it's difficult, but even if you have new and improved, it has to be improving. [00:23:39]
So really the big question that's in front of us is how can organizations foster a culture of continuous improvement? Well, that's a podcast for another day. That's huge topic, right? Mean the whole subject of continuous improvement. I mean, books have been written on, books have been written on that. So just quickly for our organization, our answer to that is orchestration, evaluation, innovation, orchestration, evaluation, and then acting on the evaluation. Orchestrate. This is how we do it here. Evaluate how do we make it better? [00:26:01]
All of those things are going to eventually slow or kill momentum because things are changing. Launching a great product too soon. We've seen that launching a good product or service before it's really ready to be rolled out, that just oftentimes kills momentum, even with a really great idea or product or service, or when the product doesn't live up to the hype, if you overmarket overhype it, that kills momentum. And oftentimes it's hard to resurrect even a good product if that's the case. [00:28:02]
So there are so many things that we talk about on the podcast in terms of creating healthy organizations that if you don't do kind of the trench work, if you don't do some of those difficult fundamental things, even if you have a great idea, the momentum is going to collapse on the strength of the current systems and on the health of the organization. So all of these things are critical. The tangible and the intangible. Intangible. Wow, that is a really big idea. [00:29:41]
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