February 6, 2024 • 40 mins
Who says you can't be the hero in your own retail leadership journey? I remember the days of feeling overlooked in the bustling world of retail, unsure how to break through the noise. Now, as your guide, I'll take you through the valleys and peaks of leadership in the retail space. This heartfelt session is designed to acknowledge your fears and aspirations as we explore the often ignored yet remarkable adaptability and problem-solving capabilities that retail leaders possess. Equipped with insights from my upcoming book "The Approachable Leader," we'll delve into the 'SMILE framework' and why emotional intelligence is your secret weapon in the retail battlefield.
Have you ever felt stuck between your present role and the future you're yearning for? You're not alone. This episode is a treasure trove of strategies and advice for those ready to carve out their own path, be it climbing the ladder within your current organization or venturing into new opportunities altogether. We talk about creating a personal vision that's as unique as you are, along with initiating a self-assessment that's as honest as it is enlightening. The journey to becoming an authentic leader, unshackled by competition and comparison, starts with recognizing your innate talents and transforming them into action.
Finally, consider this your personal invitation to join a community of like-minded retail leaders eager to develop and refine their leadership skills. It's about becoming the leader you've envisioned, defined by your aspirations, not others' expectations. I'm here to support and advocate for your growth in an industry that's ripe for change. By connecting with us and tapping into our resources, you're taking the first crucial step towards your leadership goals. So, thanks for listening to Retail Leadership with Steve Worthy, where every moment is an opportunity to shape your destiny.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
So I'm going to start this episode off with a very
bold statement.
Here it is.
I know you.
I know you.
I know you are not getting theleadership attention that you
need.
I know some of you may havesome fears about your future.
What's next?
You need a plan, whether it'swith your current company or
(00:22):
it's with a different company.
Some of the things that you maybe fearing about is that you
don't know if you have therequisite skills to move to the
next level.
Here's the other thing.
I know you have differentchallenges that you are facing
every day and you're not sureabout your own level of
aspirations and making sure thatyour level of leadership aligns
(00:45):
with those aspirations.
But here's the other thing thatI know that's most important
about you you need someone totalk to.
You can't talk to your peers.
You know why Because they'regoing through the same thing
that you're going through.
Here's the other part that youcan't do.
You can't really talk to yourboss because either they think
(01:06):
that you're going to leave orthey may think that and feel
that you are disgruntled.
You're stuck.
You're stuck in this place of.
I want to go somewhere, I wantto grow, I want to do different
things, but you're notparticularly sure where to start
.
So you're going to start here.
Here's how I know you.
It's because I've experiencedall of those things, I've lived
(01:30):
through all of those things andnow I coach senior retailers
through all of these experiences.
This podcast, this podcast,this episode, it's called Start
here.
It's because I wanted to makesure that I gave you an
opportunity, a place for you tostart, because everybody, before
(01:51):
you get to where it is that youwant to go to, you have to
start somewhere.
So we're going to start here.
Let's go.
Speaker 2 (01:58):
Welcome to Retail Leadership with Steve Worthy,
where we go well beyond thecorporate playbook to unpack
major opportunities, hiddenchallenges and critical issues
that senior retail leaders faceevery day.
If you're ready to get theinsights you need to elevate the
impact you have on your team,increase the profitability of
(02:21):
your stores and level up yourretail career, then keep
listening, my friend, because Isee a lot more success in your
future.
So let's get started right now.
Speaker 1 (02:34):
So often.
When I started this podcast andwe've been doing it for a while
now one of the first questionsthat a lot of people may ask is
that they say which episodeshould I start with?
And it's a great question.
It's a great question andtypically I would probably send
them to what I call the episodethe Law of Connections, which is
(02:54):
one of my most popular ones.
Also, ted Lasso's leadershiplessons has been great.
And or I've sent them to thenew market, new leader right,
because that's an episode that alot of leaders have and will be
experiencing.
But I wanted to provide youwith this podcast because it's
(03:17):
going to be a fundamentalperspective of what retail
leadership would see worthy and,of course, our company, worthy
Retail, all the different thingsthat we kind of do and we focus
in on, but also the idea is toreally provide you with a
centralized place to gain deepinsight and knowledge about
(03:40):
retail leadership.
The goal, of course, is we'regoing to be talking later on in
our North Star section about onebehavior and one thought and
one action, things that we wantyou to take, things that we want
you to do as a result of thispodcast.
So super excited to kind ofmove forward with you on this.
(04:02):
Here's the thing when I say Iknow you, I know you.
I know we talked about somemaybe some not really negative
things, but we spoke a littlebit about kind of your current
state, maybe some of the fearsand things that you may be
grappling with, right.
But here's the one thing youknow you, as a retail leader,
you are the most capable leaderin the world, bar none, bar none
(04:24):
.
Your ability to adapt, overcomeis outmatched, regardless of
the industry.
And I've dealt with a lot ofpeople in other industries tech,
you know, it, gas,telecommunications, supply chain
finance, you name it.
I've dealt with, I've coached,I've helped write business plans
(04:49):
that help other people startbusinesses in all of those
different areas.
But I always come back toretail leaders because I firmly
believe you are the best and themost capable in the world.
But here's the other thing Iknow you want to change.
You may be frustrated, right.
You may lack some of theprogress that you think you need
or that you feel that you needand that you're deserving.
(05:10):
Your company isn't providingthat for you, right, you have
the power inside of you that youwant to make the change.
You have the wherewithal.
Right, you have the perspective, right.
You've been kind of thinkingabout it, right.
One of the things I see a lot asI coach retail leaders is that
(05:31):
there's a problem.
There may be a problem, butthey're not particularly sure
what that problem is.
And I know that sounds sort ofelusive, right, but it's so true
.
We all have something inside ofus that we're really trying to
figure out and move forward in,but we don't really know what
that is, and part of thispodcast is to help you kind of
(05:52):
understand what some of thosethings are.
The biggest issue that we see,that we see is the gap the gap.
I have a very simple coachingphilosophy.
It's based on the gap analysisand really what it does.
It talks about your currentstate, where you are to where it
(06:16):
is that you want to be.
Right.
So you have your current stateand where it is that you want to
be, but what's in between isthat gap.
That is the most critical part,other than understanding and
identifying where you currentlystand.
That gap is the most criticalpart and, as a leader, that gap
is a chasm because you arelacking some of the leadership
(06:40):
training and skills.
From a corporate standpoint,they're not providing you any of
that right?
I'll use myself as an example.
One of the things I realizedwas that I had to invest in
myself If I wanted to go to thenext level or I wanted to get to
move to my next best.
I actually had to invest inmyself and when I was able to do
that, I was able to bring thoseskills that I learned outside
(07:04):
of my company and bring themback into the company and
actually leverage my positionand also my team even more so.
This gap is a real issue.
We see it at all levels.
We see it at all levels Whetheryou are a C-invarsed president
all the way down to storemanager.
We see this gap right.
While the measure of the gap orthe actual kind of tenets of
(07:27):
that gap are going to bedifferent because of the
different levels and thedifferent perspectives and the
different problems that you aretrying to solve.
That gap is still in existence,right.
The issue that we see all ofthose is from a corporate
company, political, you know,cultural standpoint, and we try
(07:47):
to talk about the things that wewant to do.
We try to talk about the thingsthat we want to see in our own
self and our own leadership andadvance in ourselves, but we get
stuck.
We get stuck in the contextthat we can't really talk about
it.
We can't really talk about it,can't talk to you, peers.
Once again, you can't talk toyour boss, so you need an
external person to actually comein and help you with those and
(08:09):
help you kind of sort of letyour hair now so that you can
really speak candidly aboutwhere it is that you are and
what it is that you want to be.
Period.
I was a lot to say about thisone.
You know, this podcast startedout where we realized that there
(08:37):
was a massive can I say amassive gap, if you will, within
the podcast fear you know therewas.
There's a ton of podcasts thattalk about the industry, you
know, at large, and there's alsopodcasts that talk about
leadership.
(08:57):
They talk about retailleadership and they may talk
about it in the context of whereit's going and what that person
did and things along that line.
I am a retail leader advocate.
I am a retail leader advocate.
We are championing the plightof the retail leader.
We are trying to create acommon language right To create
(09:20):
some type of standardization ofunderstanding what true retail
leadership is, because it is nottelecommunications leadership,
it is not financial leadership.
Our industry is unique untoitself, and so we need our own
voice.
We need our own advocacy aroundwhat it is that we need so that
(09:42):
we can move forward.
So this gap is in existence.
The current state of retail isright now.
It's all.
Here's the thing.
The current state of the retailindustry is that the retail
industry is in the forefront,when the retail leader needs to
be in the forefront, right?
Whether you go to anyconference, what you hear on the
(10:04):
stage is about assortment tech,check, check out, of course,
retail theft in stocks,logistics and, of course, the
customer.
These are all at 40,000 footviews, all at 40,000 foot views,
but we need a conversationthat's at about the 1,000 foot
view for senior leaders.
And while we talk about allthese things, how is that going
(10:27):
to impact that actual leader?
What do they need to understand?
How do they need to actuallytake these big ideas and then
crystallize them down intoactionable tactical and
strategic steps, right?
Oh, hold on for a second.
I can't even forget about AI,right?
(10:48):
Ai is all the rage.
What does that mean for you asa senior retail leader?
How do you actually understandand incorporate and embrace AI
into your role as a leader.
Here's the thing we're alreadyutilizing it, right, from a
personal standpoint, whetherit's Siri, virtual meetings, our
(11:10):
health and wellness, ourwearable technology, all of
these things.
All of these things, we'reutilizing all of them, right, so
we're already utilizing it.
But what does AI mean for you?
So in our community called thecampus, we created a generative
(11:33):
AI for retail leaders, right,and it's in our learning lab and
what it is?
It's a one-hour intensive, deepdive into generative AI
definitions, perspective, someof the actual AI tools that are
out there.
But, more importantly, what doesit mean for you as a leader?
And then, what's theapplication of that?
(11:53):
How do you actually utilize tohave conversations, like with
your team, but more importantly,also with your boss and your
boss's boss, right?
The goal of our learning labsinside of our community is to
build up your business acumen insuch a way that we go deep into
one specific topic, not a wholebunch of different modules.
(12:16):
We go specific into a topic andyou come back, excuse me, and
you come out of that learningwith information, insight, but
also actionable things for youto do as well.
So the core issue that we areseeing within the industry is
once again identifying andclosing that gap.
(12:37):
How do we address it for retailleaders at every level,
bridging those leadership gapswith tangible ways like offering
tools, offering real-lifescenarios none of this stuff
that you actually don't reallythink about or that you don't
really see when you are sittingdown in front of, like an LMS
(13:00):
type of setup as well, too.
Speaker 2 (13:04):
You're listening to retail leadership with Steve
Worthy.
Speaker 1 (13:08):
So I wanna move into the last part.
Well, second to last part, westill have the North Star to
come.
I wanna talk about a couple ofthese unspoken challenges that
you are facing.
Right, because the biggestthing that invokes change is to
actually talk about it.
(13:29):
If we sit there and actuallythink that none of these things
exist or that people areactually truly going to address
them, we are fooling ourselves.
We are truly, truly foolingourselves.
So let me start with a coupleof them.
I think I have like four, maybefour or five, that I really
wanna make sure that we cover itand go over.
(13:53):
I wanna talk about championingthe retail leader, and I think I
spoke just briefly about it,about being an advocate of the
retail leader is helping themunderstand their unique
strengths, helping themunderstand that they are
unmatched in their adaptabilityand problem-solving capabilities
(14:14):
.
Right, they are just trulyunmatched, and I don't think the
retail leader gets enough, getsenough respect in the pantheon,
if you will, of leadership.
It just doesn't.
The ability to influence changeon an entire team as a retail
(14:38):
leader is, once again, unmatchedin any other industry.
At its core, the unspokenissues of retail leaders has to
refer to the challenges, theconcerns the problems that exist
within retail leadership,things that a lot of people
don't want to address and, as aretail leader, you are still
(15:03):
invoking change while you arestill not getting your needs met
, while you are still dealingwith problems that you haven't
had the ability to actuallyidentify or even get a
resolution for yet.
So we have to make sure thatfirst unspoken challenge is
championing the retail leaderwithin the retail industry, and
(15:26):
I don't mean it in the contextof just sitting there at a
conference and talking about theideas of leadership right, not
the ideas of leadership we'retalking about.
How do we actually take thoseideas and move them into action?
How do we actually help peoplecreate a valued opinion of
(15:49):
themselves, their team and theirindustry?
How do we help peopleunderstand, in a very in depth
perspective, data literacy andall of the data that they are
seeing on their phones, whetherall the KPIs, but then what's
the decision making processaround once you receive that
data?
These are a lot of the thingsthat a lot of leaders want to
(16:12):
have addressed, but they are notbeing addressed.
They're not being addressed.
Let's talk about the second oneEmotional intelligence
deficiency, and here's the thing.
I don't mean it in the contextthat you are deficient in your
emotional intelligence.
I mean in the context of how dowe help leaders focus on
(16:36):
operational skills, but from anemotional intelligence
standpoint that actuallyprovides valuable insight to who
they are and how they respondin certain situations.
Some will refer to this as selfawareness.
We talk about it in my upcomingbook, the Approachable Leader.
(16:59):
We utilize the smile framework.
S stands for self awareness, mstands for mindful listening, I
is inspires trust, the L is leadby example and the E is
effective empathy.
I'm going to be doing an entireepisode on that one.
All of those probablyindividually, but you'll
(17:22):
definitely be able to understanda lot more of that as you read
the book when the book comes out.
But how do we help leadersunderstand emotional
intelligence at a deeper level?
At a deeper level Because whenwe start to think about leaders
and where it is that they wantto go, a lot of leaders are
(17:45):
smarter than you give themcredit for.
They are beyond the corporatetalking points.
They are beyond the corporatebanters and the platitudes and
all of that stuff.
They see through that more sothan you can imagine.
So we have to make sure that weare addressing the emotional
(18:07):
intelligence perspective aroundretail leaders.
Number three is to make surethat we have realistic
developmental, growth and careerpathways in place.
(18:29):
We have to be able to do that.
There are a couple of companiesthat are actually out there
doing it really well, but a lotof them are not doing it well.
We have created theseunconventional pathways to the
next level.
Where I've seen it, where Iwanted to promote somebody
(18:52):
within the company, I wasprobably maybe 12 months into
being with this company and myboss would say, well, no, they
need to do X, y and Z beforethey move to the next level.
I'm like I don't think they do.
I don't think they do.
I think they have thecapability right now to actually
not do those roles and actuallymove forward.
(19:14):
No, no, no, no, they got to dothose two roles.
Everybody's had to do those tworoles.
They need to do those two roles.
Can I tell you what?
That's why you lose people.
That's why people leave.
That's when you lose people.
We have to get away from thoseunconventional pathways and
really create a more structuredperspective and realistic plan
(19:38):
for people to understand whereit is that they want to go.
Can I just say this too as aretailer, you have to understand
this.
Sometimes those conversationsare going to be hard.
Those conversations are goingto be not what you anticipate.
Those conversations are goingto be.
You think you are here and inreality you are here.
(20:00):
You have to be able to take itwith a grain of salt.
Let me go to the flip side ofthat, to the person, to the
leader who's providing thatinformation, who's providing
that feedback.
You have to make sure that yourfeedback and that your
perspective on this leader isnot from a knee jerk response
(20:21):
and from a knee jerk perspective.
It has to be vetted, it has tobe well thought out, there has
to be a track record.
You have to provide concreteinformation in order and
examples in order to actuallyprove your point.
Just because you're the leaderover them doesn't give you the
(20:44):
ability to just say whatever itis that you want to say within
their life and who they are.
You have to have reallyconcrete perspectives for that.
The unconventional career pathis number three that we have to
get away from.
Number four and I got two, Igot this one and we're going to
talk about make a move.
Number four the emphasis onbusiness acumen.
(21:08):
I briefly touched upon this onewhen I was talking about data
literacy.
But there's another point thatI want to make sure that we talk
about around business acumen.
It's around data literacy, butit's also around having and
generating a valued opinion.
I'm going to tell a story thatactually illustrates both.
(21:33):
As a store manager, I remembergetting visits in whether it was
corporate or regional visits orwhatever it may be and they
would come to my store and wewere rocked to visit out.
We'd crush it and they wouldmove on.
Then they would go to let'sjust call them Jim.
They would go to Jim's storeand they would stay for hours at
(21:59):
Jim's store.
They would stay for hours.
I'm like is Jim in trouble?
Is Jim getting fired?
This was my first couple oftimes they did that.
They would leave my store, theywould go to Jim's and they
would stay for hours.
Man, this is something's wrong.
I remember talking to my bossabout it.
I said, jim, okay, I know youguys spent four or five hours in
(22:20):
the store.
I said, no, no, no, no, jim'sfine.
Jim has a different perspective.
I said, okay, what is thisperspective?
Jim provides valuableinformation to merchants and
corporate and all this otherstuff.
I said, okay, you know what?
I need to know this.
I went over to Jim's store andI spent the day with him.
(22:41):
We just started talking aboutall the different aspects and
different things like that.
Here's why I did that.
For a person like myselfundergrad and accounting I
understand business, howbusiness works, how money works,
all those different thingsinside and out.
(23:02):
I get it.
Then, going to grad school havea very higher level perspective
of business strategy,operations and different things
like that.
The thing that I didn't realizeat that point was that how
important it was for me to beable to share a lot of that
information and my knowledgewith my team in a different way,
(23:23):
compared to how I share thatknowledge with my boss and my
boss's boss or merchants or eventhe CEO.
Listen to me.
After that day, he unleashed abear because I didn't realize at
that point in time howimportant it was for me to be
able to articulate my opinionaround data around myself,
(23:49):
around my team and around themarketplace.
When I talk about businessacumen number four around the
business acumen, you need tohave a valued opinion around
data literacy, and also thatopinion has to be around who you
are, your team and yourmarketplace, because when you're
actually able to do that, youactually make yourself more
(24:10):
valuable to your team, but alsoto the company, and you start to
stand out head and shouldersabove everybody else Once again.
Within our community, we have alearning lab called Data
Literacy.
It's actually a three-partseries, and we talk about it
(24:31):
from a retention standpoint howto identify the right data.
And then the last piece is howdo you actually formulate an
opinion on the data for yourteam and be able to communicate
that in such a way?
Make sure you connect with usin the community called the
campus.
We'll definitely leave a linkfor that.
(24:54):
The last area of unspokenchallenges that I want to talk
about and then we're going tomove directly into the North
Star is this idea around make amove.
I'm going to be doing acompletely separate series on
(25:16):
this, but the make a move is ourframework where we help leaders
understand when it's time toeither make a move up on or out
of the organization.
That is, that has to be themost difficult decision that a
leader can make identifying whenit's time to actually move up
(25:40):
on or out.
But here's the other part,here's the underpinning of that.
Do you have the requisiteskills for any one of those?
Do you have the requisiteskills?
What I see often in thecoaching process is that a lot
of people want to make the move,whether it's up.
Let's just say it's up Becausethey've been in with the company
(26:03):
for so long, because they'vebeen able to do this and they've
been able to do that.
But I'm telling you this thatold saying of what got you there
won't keep you here.
Or when you go to the next level, what you were able to
accomplish is completelydifferent.
At the next level, how do youactually translate your
leadership skills from one levelto the next?
And there are steps that youneed to take.
(26:24):
There is a what we call adecoding process, meaning that
within retail namely withinretail, there are so many labels
that have been placed upon you.
There's so many labels.
High potential meetsexpectation doesn't meet
expectations.
You're going to be the nextsenior vice president.
You're not going to be the nextsenior vice president.
(26:46):
Hey, you're ready for thepromotion.
You're not ready for thepromotion, all these different
things.
And within that, you don'treally know where you stand
Right, unless you're with acompany that actually has really
good processes forcommunicating that, but most
companies don't.
So how do you understand anddiagnose when it's time to make
(27:07):
a move up on the road of theorganization?
Right, the framework that wehave that we help people with.
It's a decoding process and Iknow this sounds kind of like
you know, like a military, butit's so true.
You have to decode where youare, who you are and what it is
(27:27):
that you want to do.
Right, remember that frameworkthat I talked to you about, that
gap analysis of understandingthe current state to where it is
that you want to be.
It's the same thing.
The decoding piece is like Idon't know, steve, where it is
that I stand, one with myself,my vision that I want to have
for myself, where it is that Iwant to go Right, money that I
(27:50):
want to make, a role that I wantto make, all these different
things.
And then, once we were able todo that now let's devise a plan,
let's create a perspective onwhat it is that you truly want
to do, and once we have thatplan, let's go ahead and deploy
it.
There are certain steps, fromfrom trying to learn to stand
(28:11):
out online to increasing youronline presence, to being being
able to create content thatpositions you as an expert,
whether it's inside your companyor you are wanting to attract
other people, you know another,another, another company's.
There is a strategy that wehelp leaders implement so that
they can be able to move forward, but, more importantly, move
(28:31):
forward in confidence, andideally, the goal is for them to
either land that next job,increase their leadership
quotient right when they, wherethey currently are right and
feel feel much better aboutthemselves, or they can either
make a move on to anotherorganization, or a lot of a move
to that's actually has a biggerresponsibilities, or they may
(28:55):
want to make a move out.
Make a move out, do I?
Actually?
How, how do my current skillstransfer to another company, to
another industry?
Right, we have to be able tohelp you understand all of those
aspects of the, the idea aroundmaking a move within yourself
as a, as a, as a retail leader.
All right, so we just covered,you know, some of the unspoken
(29:19):
pieces and challenges thatretail leaders face.
Let's move into, let's move intoguess what?
The North Star.
Let's go so our North Star.
The North Star is what weconsider.
I think I can.
(29:39):
I can say I love everything Italk about, but the North Star
is really what I consider likeone of the the best parts of the
of the podcast, because weprovide you with a behavior, or
a thought, and and really thenan, an action, something that
you need to really do as aresult of listening to
everything that we just spokeabout.
So let's talk about briefly thebehavior.
(30:00):
The behavior you have to have avision for yourself, right?
Here's what happens.
Here's what happens.
People allow their leadershipjourney to happen to them, right
?
You fall into retail and youtypically you know if you stay
long enough, you may getpromoted.
(30:21):
If you stay long enough, again,you may get promoted again.
But does that really?
Does that you really takingcharge of your leadership, or
are you just allowing yourleadership on the journey to
happen to you?
Don't allow things to happen toyou?
And by rethinking yourrelationship with success and
(30:44):
even the vision for yourself,first and foremost, right, that
helps you with alignment, thathelps you move forward and that
helps you move to this next part, around the around North Star,
which is your, your, yourthought life, 예요, your current
experience, cool, cool, allright, wow, cool, well done.
So did you get introduced?
Yeah, I do reframe your currentexperience.
(31:07):
The tendency is that when wethink about where it is that we
want to go.
We spend the majority of ourtime thinking about where it is
that we want to go.
I coach I don't know how manypeople who have said they wanted
to go to the next level.
But when we move into thedecoding process and the
(31:27):
reframing of their experience,they realize that I don't want
to go to the next level.
Or the reason why I wanted togo to the next level is because
they saw their peer go to thenext level.
Now it's saying that they don'twant to go to the next level,
but they're rationing now behindit, which, when you don't want
(31:48):
to do something for your ownsake, or you want to do
something to kind of keep upwith the Joneses, it takes on a
completely different perspective.
You start to think aboutyourself, you start to think
about the things that youcurrently know completely
differently.
You start to think about themas it compares to that other
person.
Can I tell you this?
Can I tell you this?
Authenticity has no competition.
(32:10):
Authenticity has no competition.
It just doesn't when you areyour authentic self, who you are
understanding, who you are,your ability to move to the next
level or to even stay where youare and be the best leader that
you possibly can be.
As a retail leader, there is nocompetition.
So let's reframe your currentexperience under the guise of
(32:33):
understanding that, when wefigure out who your authentic
self is, there is no competition.
The last thing, the last aspectof the North Star, is action Is
action.
Our model for 2024 and beyondand beyond, is that action beats
(32:54):
intention.
Action beats intention.
Let's be clear.
It's about the right action,but we can intend to do
something all day long, which isanother reason why I don't like
resolutions, annual resolutionsBecause 90% I think it's even
higher than that 90% of peoplewho make their resolutions at
(33:15):
the beginning of the year,within a month they stop doing
them.
It's about action.
A lot of people want to move tothe next level and they think
that it's just gonna happenthrough osmosis, but they don't
want to do any work and thenthey get pissed off when the
person who is actually put inthe work moves past them.
I'm just being honest with you.
I'm just being honest with you.
(33:36):
Growth doesn't happen in avacuum.
Whether you are trying to find,redefine or identify your
current leadership path, thefirst step is to get clarity of
where you are.
The first step is to getclarity.
Can I just give you a quickexample, when we're gonna close
it up, before you take a tripright, how many of you have
(33:57):
taken a trip?
Before you take a trip, youpinpoint where you are.
You pinpoint where you are.
I'm gonna be going to thispoint in time in this year.
I'm gonna be going to Vegas andMarch, or something like that.
Right, and you're trying tobook a flight.
What is the first thing thatthey ask you for?
Like, where are you?
Where are you?
I'm in Atlanta, okay.
(34:17):
So where do you want to go?
Right, it is just therudimentary function of
understanding where it is thatyou want to go.
You have to understand whereyou are, that you can't even
move forward without doing that.
But everybody wants to jump tothe destination, they want to
(34:38):
jump to the final outcome andthen when they either either
they don't get to that finaloutcome or they get to that
final outcome and they may noteven be ready for it.
So the first step, the firststep, is to get clarity.
Get clarity.
Connect with us, get a claritycall.
Make you sure that we help youunderstand where you currently
(35:01):
are within your leadershipjourney.
We take one problem that youhave identified and we break it
down in that process that I justspoke about, where we help you
decode, devise and deploy a plan.
So make sure you get clarity.
You're a capable leader.
You're a capable leader, butyou may be frustrated, you may
(35:21):
feel held back by corporatepolitics or you're unsure about
what's your best next, your bestnext solution, your best next
leadership goal, whatever it is,I hope, these unspoken
challenges that we have spokenabout but, more importantly,
you're gonna hear more aboutthese as we continue on with
other episodes that they haveprovided you with just a measure
(35:43):
of understanding that we knowyou, I understand what you're
going through, but, moreimportantly, we have solutions
to help you move to the nextlevel.
I've witnessed so many differentleaders struggle, struggle.
They struggle in silence.
You don't have to struggle insilence.
We are here.
(36:04):
This podcast is here.
This episode is called Starthere, because we want you to
start here, to start to realizewho you are, to start to realize
that you're capable, that youare the best leader in the world
.
Your ability to adapt andinfluence change is by far the
best in any industry and I justwant you to know that I am your
(36:27):
advocate.
I'm here to help support you asa retail leader so that you can
move to where it is, from whereyou are to where it is that you
wanna be.
But more importantly, but moreimportantly, you become the
leader that you've always wantedto be, not the leader that
others expect you to be.
All right, this has been RetailLeadership with Steve Worthy.
Make sure you connect with us,book a clarity call or even
(36:51):
learn more about our campus sothat you can learn a little bit
more about yourself, so that youcan move forward.
Thank you for being here.
Really appreciate you.
Have a great day and God bless.
So I'm going to start this episode off with a very
bold statement.
Here it is.
I know you.
I know you.
I know you are not getting theleadership attention that you
need.
I know some of you may havesome fears about your future.
What's next?
You need a plan, whether it'swith your current company or
(00:22):
it's with a different company.
Some of the things that you maybe fearing about is that you
don't know if you have therequisite skills to move to the
next level.
Here's the other thing.
I know you have differentchallenges that you are facing
every day and you're not sureabout your own level of
aspirations and making sure thatyour level of leadership aligns
(00:45):
with those aspirations.
But here's the other thing thatI know that's most important
about you you need someone totalk to.
You can't talk to your peers.
You know why Because they'regoing through the same thing
that you're going through.
Here's the other part that youcan't do.
You can't really talk to yourboss because either they think
(01:06):
that you're going to leave orthey may think that and feel
that you are disgruntled.
You're stuck.
You're stuck in this place of.
I want to go somewhere, I wantto grow, I want to do different
things, but you're notparticularly sure where to start
.
So you're going to start here.
Here's how I know you.
It's because I've experiencedall of those things, I've lived
(01:30):
through all of those things andnow I coach senior retailers
through all of these experiences.
This podcast, this podcast,this episode, it's called Start
here.
It's because I wanted to makesure that I gave you an
opportunity, a place for you tostart, because everybody, before
(01:51):
you get to where it is that youwant to go to, you have to
start somewhere.
So we're going to start here.
Let's go.
Speaker 2 (01:58):
Welcome to Retail Leadership with Steve Worthy,
where we go well beyond thecorporate playbook to unpack
major opportunities, hiddenchallenges and critical issues
that senior retail leaders faceevery day.
If you're ready to get theinsights you need to elevate the
impact you have on your team,increase the profitability of
(02:21):
your stores and level up yourretail career, then keep
listening, my friend, because Isee a lot more success in your
future.
So let's get started right now.
Speaker 1 (02:34):
So often.
When I started this podcast andwe've been doing it for a while
now one of the first questionsthat a lot of people may ask is
that they say which episodeshould I start with?
And it's a great question.
It's a great question andtypically I would probably send
them to what I call the episodethe Law of Connections, which is
(02:54):
one of my most popular ones.
Also, ted Lasso's leadershiplessons has been great.
And or I've sent them to thenew market, new leader right,
because that's an episode that alot of leaders have and will be
experiencing.
But I wanted to provide youwith this podcast because it's
(03:17):
going to be a fundamentalperspective of what retail
leadership would see worthy and,of course, our company, worthy
Retail, all the different thingsthat we kind of do and we focus
in on, but also the idea is toreally provide you with a
centralized place to gain deepinsight and knowledge about
(03:40):
retail leadership.
The goal, of course, is we'regoing to be talking later on in
our North Star section about onebehavior and one thought and
one action, things that we wantyou to take, things that we want
you to do as a result of thispodcast.
So super excited to kind ofmove forward with you on this.
(04:02):
Here's the thing when I say Iknow you, I know you.
I know we talked about somemaybe some not really negative
things, but we spoke a littlebit about kind of your current
state, maybe some of the fearsand things that you may be
grappling with, right.
But here's the one thing youknow you, as a retail leader,
you are the most capable leaderin the world, bar none, bar none
(04:24):
.
Your ability to adapt, overcomeis outmatched, regardless of
the industry.
And I've dealt with a lot ofpeople in other industries tech,
you know, it, gas,telecommunications, supply chain
finance, you name it.
I've dealt with, I've coached,I've helped write business plans
(04:49):
that help other people startbusinesses in all of those
different areas.
But I always come back toretail leaders because I firmly
believe you are the best and themost capable in the world.
But here's the other thing Iknow you want to change.
You may be frustrated, right.
You may lack some of theprogress that you think you need
or that you feel that you needand that you're deserving.
(05:10):
Your company isn't providingthat for you, right, you have
the power inside of you that youwant to make the change.
You have the wherewithal.
Right, you have the perspective, right.
You've been kind of thinkingabout it, right.
One of the things I see a lot asI coach retail leaders is that
(05:31):
there's a problem.
There may be a problem, butthey're not particularly sure
what that problem is.
And I know that sounds sort ofelusive, right, but it's so true
.
We all have something inside ofus that we're really trying to
figure out and move forward in,but we don't really know what
that is, and part of thispodcast is to help you kind of
(05:52):
understand what some of thosethings are.
The biggest issue that we see,that we see is the gap the gap.
I have a very simple coachingphilosophy.
It's based on the gap analysisand really what it does.
It talks about your currentstate, where you are to where it
(06:16):
is that you want to be.
Right.
So you have your current stateand where it is that you want to
be, but what's in between isthat gap.
That is the most critical part,other than understanding and
identifying where you currentlystand.
That gap is the most criticalpart and, as a leader, that gap
is a chasm because you arelacking some of the leadership
(06:40):
training and skills.
From a corporate standpoint,they're not providing you any of
that right?
I'll use myself as an example.
One of the things I realizedwas that I had to invest in
myself If I wanted to go to thenext level or I wanted to get to
move to my next best.
I actually had to invest inmyself and when I was able to do
that, I was able to bring thoseskills that I learned outside
(07:04):
of my company and bring themback into the company and
actually leverage my positionand also my team even more so.
This gap is a real issue.
We see it at all levels.
We see it at all levels Whetheryou are a C-invarsed president
all the way down to storemanager.
We see this gap right.
While the measure of the gap orthe actual kind of tenets of
(07:27):
that gap are going to bedifferent because of the
different levels and thedifferent perspectives and the
different problems that you aretrying to solve.
That gap is still in existence,right.
The issue that we see all ofthose is from a corporate
company, political, you know,cultural standpoint, and we try
(07:47):
to talk about the things that wewant to do.
We try to talk about the thingsthat we want to see in our own
self and our own leadership andadvance in ourselves, but we get
stuck.
We get stuck in the contextthat we can't really talk about
it.
We can't really talk about it,can't talk to you, peers.
Once again, you can't talk toyour boss, so you need an
external person to actually comein and help you with those and
(08:09):
help you kind of sort of letyour hair now so that you can
really speak candidly aboutwhere it is that you are and
what it is that you want to be.
Period.
I was a lot to say about thisone.
You know, this podcast startedout where we realized that there
(08:37):
was a massive can I say amassive gap, if you will, within
the podcast fear you know therewas.
There's a ton of podcasts thattalk about the industry, you
know, at large, and there's alsopodcasts that talk about
leadership.
(08:57):
They talk about retailleadership and they may talk
about it in the context of whereit's going and what that person
did and things along that line.
I am a retail leader advocate.
I am a retail leader advocate.
We are championing the plightof the retail leader.
We are trying to create acommon language right To create
(09:20):
some type of standardization ofunderstanding what true retail
leadership is, because it is nottelecommunications leadership,
it is not financial leadership.
Our industry is unique untoitself, and so we need our own
voice.
We need our own advocacy aroundwhat it is that we need so that
(09:42):
we can move forward.
So this gap is in existence.
The current state of retail isright now.
It's all.
Here's the thing.
The current state of the retailindustry is that the retail
industry is in the forefront,when the retail leader needs to
be in the forefront, right?
Whether you go to anyconference, what you hear on the
(10:04):
stage is about assortment tech,check, check out, of course,
retail theft in stocks,logistics and, of course, the
customer.
These are all at 40,000 footviews, all at 40,000 foot views,
but we need a conversationthat's at about the 1,000 foot
view for senior leaders.
And while we talk about allthese things, how is that going
(10:27):
to impact that actual leader?
What do they need to understand?
How do they need to actuallytake these big ideas and then
crystallize them down intoactionable tactical and
strategic steps, right?
Oh, hold on for a second.
I can't even forget about AI,right?
(10:48):
Ai is all the rage.
What does that mean for you asa senior retail leader?
How do you actually understandand incorporate and embrace AI
into your role as a leader.
Here's the thing we're alreadyutilizing it, right, from a
personal standpoint, whetherit's Siri, virtual meetings, our
(11:10):
health and wellness, ourwearable technology, all of
these things.
All of these things, we'reutilizing all of them, right, so
we're already utilizing it.
But what does AI mean for you?
So in our community called thecampus, we created a generative
(11:33):
AI for retail leaders, right,and it's in our learning lab and
what it is?
It's a one-hour intensive, deepdive into generative AI
definitions, perspective, someof the actual AI tools that are
out there.
But, more importantly, what doesit mean for you as a leader?
And then, what's theapplication of that?
(11:53):
How do you actually utilize tohave conversations, like with
your team, but more importantly,also with your boss and your
boss's boss, right?
The goal of our learning labsinside of our community is to
build up your business acumen insuch a way that we go deep into
one specific topic, not a wholebunch of different modules.
(12:16):
We go specific into a topic andyou come back, excuse me, and
you come out of that learningwith information, insight, but
also actionable things for youto do as well.
So the core issue that we areseeing within the industry is
once again identifying andclosing that gap.
(12:37):
How do we address it for retailleaders at every level,
bridging those leadership gapswith tangible ways like offering
tools, offering real-lifescenarios none of this stuff
that you actually don't reallythink about or that you don't
really see when you are sittingdown in front of, like an LMS
(13:00):
type of setup as well, too.
Speaker 2 (13:04):
You're listening to retail leadership with Steve
Worthy.
Speaker 1 (13:08):
So I wanna move into the last part.
Well, second to last part, westill have the North Star to
come.
I wanna talk about a couple ofthese unspoken challenges that
you are facing.
Right, because the biggestthing that invokes change is to
actually talk about it.
(13:29):
If we sit there and actuallythink that none of these things
exist or that people areactually truly going to address
them, we are fooling ourselves.
We are truly, truly foolingourselves.
So let me start with a coupleof them.
I think I have like four, maybefour or five, that I really
wanna make sure that we cover itand go over.
(13:53):
I wanna talk about championingthe retail leader, and I think I
spoke just briefly about it,about being an advocate of the
retail leader is helping themunderstand their unique
strengths, helping themunderstand that they are
unmatched in their adaptabilityand problem-solving capabilities
(14:14):
.
Right, they are just trulyunmatched, and I don't think the
retail leader gets enough, getsenough respect in the pantheon,
if you will, of leadership.
It just doesn't.
The ability to influence changeon an entire team as a retail
(14:38):
leader is, once again, unmatchedin any other industry.
At its core, the unspokenissues of retail leaders has to
refer to the challenges, theconcerns the problems that exist
within retail leadership,things that a lot of people
don't want to address and, as aretail leader, you are still
(15:03):
invoking change while you arestill not getting your needs met
, while you are still dealingwith problems that you haven't
had the ability to actuallyidentify or even get a
resolution for yet.
So we have to make sure thatfirst unspoken challenge is
championing the retail leaderwithin the retail industry, and
(15:26):
I don't mean it in the contextof just sitting there at a
conference and talking about theideas of leadership right, not
the ideas of leadership we'retalking about.
How do we actually take thoseideas and move them into action?
How do we actually help peoplecreate a valued opinion of
(15:49):
themselves, their team and theirindustry?
How do we help peopleunderstand, in a very in depth
perspective, data literacy andall of the data that they are
seeing on their phones, whetherall the KPIs, but then what's
the decision making processaround once you receive that
data?
These are a lot of the thingsthat a lot of leaders want to
(16:12):
have addressed, but they are notbeing addressed.
They're not being addressed.
Let's talk about the second oneEmotional intelligence
deficiency, and here's the thing.
I don't mean it in the contextthat you are deficient in your
emotional intelligence.
I mean in the context of how dowe help leaders focus on
(16:36):
operational skills, but from anemotional intelligence
standpoint that actuallyprovides valuable insight to who
they are and how they respondin certain situations.
Some will refer to this as selfawareness.
We talk about it in my upcomingbook, the Approachable Leader.
(16:59):
We utilize the smile framework.
S stands for self awareness, mstands for mindful listening, I
is inspires trust, the L is leadby example and the E is
effective empathy.
I'm going to be doing an entireepisode on that one.
All of those probablyindividually, but you'll
(17:22):
definitely be able to understanda lot more of that as you read
the book when the book comes out.
But how do we help leadersunderstand emotional
intelligence at a deeper level?
At a deeper level Because whenwe start to think about leaders
and where it is that they wantto go, a lot of leaders are
(17:45):
smarter than you give themcredit for.
They are beyond the corporatetalking points.
They are beyond the corporatebanters and the platitudes and
all of that stuff.
They see through that more sothan you can imagine.
So we have to make sure that weare addressing the emotional
(18:07):
intelligence perspective aroundretail leaders.
Number three is to make surethat we have realistic
developmental, growth and careerpathways in place.
(18:29):
We have to be able to do that.
There are a couple of companiesthat are actually out there
doing it really well, but a lotof them are not doing it well.
We have created theseunconventional pathways to the
next level.
Where I've seen it, where Iwanted to promote somebody
(18:52):
within the company, I wasprobably maybe 12 months into
being with this company and myboss would say, well, no, they
need to do X, y and Z beforethey move to the next level.
I'm like I don't think they do.
I don't think they do.
I think they have thecapability right now to actually
not do those roles and actuallymove forward.
(19:14):
No, no, no, no, they got to dothose two roles.
Everybody's had to do those tworoles.
They need to do those two roles.
Can I tell you what?
That's why you lose people.
That's why people leave.
That's when you lose people.
We have to get away from thoseunconventional pathways and
really create a more structuredperspective and realistic plan
(19:38):
for people to understand whereit is that they want to go.
Can I just say this too as aretailer, you have to understand
this.
Sometimes those conversationsare going to be hard.
Those conversations are goingto be not what you anticipate.
Those conversations are goingto be.
You think you are here and inreality you are here.
(20:00):
You have to be able to take itwith a grain of salt.
Let me go to the flip side ofthat, to the person, to the
leader who's providing thatinformation, who's providing
that feedback.
You have to make sure that yourfeedback and that your
perspective on this leader isnot from a knee jerk response
(20:21):
and from a knee jerk perspective.
It has to be vetted, it has tobe well thought out, there has
to be a track record.
You have to provide concreteinformation in order and
examples in order to actuallyprove your point.
Just because you're the leaderover them doesn't give you the
(20:44):
ability to just say whatever itis that you want to say within
their life and who they are.
You have to have reallyconcrete perspectives for that.
The unconventional career pathis number three that we have to
get away from.
Number four and I got two, Igot this one and we're going to
talk about make a move.
Number four the emphasis onbusiness acumen.
(21:08):
I briefly touched upon this onewhen I was talking about data
literacy.
But there's another point thatI want to make sure that we talk
about around business acumen.
It's around data literacy, butit's also around having and
generating a valued opinion.
I'm going to tell a story thatactually illustrates both.
(21:33):
As a store manager, I remembergetting visits in whether it was
corporate or regional visits orwhatever it may be and they
would come to my store and wewere rocked to visit out.
We'd crush it and they wouldmove on.
Then they would go to let'sjust call them Jim.
They would go to Jim's storeand they would stay for hours at
(21:59):
Jim's store.
They would stay for hours.
I'm like is Jim in trouble?
Is Jim getting fired?
This was my first couple oftimes they did that.
They would leave my store, theywould go to Jim's and they
would stay for hours.
Man, this is something's wrong.
I remember talking to my bossabout it.
I said, jim, okay, I know youguys spent four or five hours in
(22:20):
the store.
I said, no, no, no, no, jim'sfine.
Jim has a different perspective.
I said, okay, what is thisperspective?
Jim provides valuableinformation to merchants and
corporate and all this otherstuff.
I said, okay, you know what?
I need to know this.
I went over to Jim's store andI spent the day with him.
(22:41):
We just started talking aboutall the different aspects and
different things like that.
Here's why I did that.
For a person like myselfundergrad and accounting I
understand business, howbusiness works, how money works,
all those different thingsinside and out.
(23:02):
I get it.
Then, going to grad school havea very higher level perspective
of business strategy,operations and different things
like that.
The thing that I didn't realizeat that point was that how
important it was for me to beable to share a lot of that
information and my knowledgewith my team in a different way,
(23:23):
compared to how I share thatknowledge with my boss and my
boss's boss or merchants or eventhe CEO.
Listen to me.
After that day, he unleashed abear because I didn't realize at
that point in time howimportant it was for me to be
able to articulate my opinionaround data around myself,
(23:49):
around my team and around themarketplace.
When I talk about businessacumen number four around the
business acumen, you need tohave a valued opinion around
data literacy, and also thatopinion has to be around who you
are, your team and yourmarketplace, because when you're
actually able to do that, youactually make yourself more
(24:10):
valuable to your team, but alsoto the company, and you start to
stand out head and shouldersabove everybody else Once again.
Within our community, we have alearning lab called Data
Literacy.
It's actually a three-partseries, and we talk about it
(24:31):
from a retention standpoint howto identify the right data.
And then the last piece is howdo you actually formulate an
opinion on the data for yourteam and be able to communicate
that in such a way?
Make sure you connect with usin the community called the
campus.
We'll definitely leave a linkfor that.
(24:54):
The last area of unspokenchallenges that I want to talk
about and then we're going tomove directly into the North
Star is this idea around make amove.
I'm going to be doing acompletely separate series on
(25:16):
this, but the make a move is ourframework where we help leaders
understand when it's time toeither make a move up on or out
of the organization.
That is, that has to be themost difficult decision that a
leader can make identifying whenit's time to actually move up
(25:40):
on or out.
But here's the other part,here's the underpinning of that.
Do you have the requisiteskills for any one of those?
Do you have the requisiteskills?
What I see often in thecoaching process is that a lot
of people want to make the move,whether it's up.
Let's just say it's up Becausethey've been in with the company
(26:03):
for so long, because they'vebeen able to do this and they've
been able to do that.
But I'm telling you this thatold saying of what got you there
won't keep you here.
Or when you go to the next level, what you were able to
accomplish is completelydifferent.
At the next level, how do youactually translate your
leadership skills from one levelto the next?
And there are steps that youneed to take.
(26:24):
There is a what we call adecoding process, meaning that
within retail namely withinretail, there are so many labels
that have been placed upon you.
There's so many labels.
High potential meetsexpectation doesn't meet
expectations.
You're going to be the nextsenior vice president.
You're not going to be the nextsenior vice president.
(26:46):
Hey, you're ready for thepromotion.
You're not ready for thepromotion, all these different
things.
And within that, you don'treally know where you stand
Right, unless you're with acompany that actually has really
good processes forcommunicating that, but most
companies don't.
So how do you understand anddiagnose when it's time to make
(27:07):
a move up on the road of theorganization?
Right, the framework that wehave that we help people with.
It's a decoding process and Iknow this sounds kind of like
you know, like a military, butit's so true.
You have to decode where youare, who you are and what it is
(27:27):
that you want to do.
Right, remember that frameworkthat I talked to you about, that
gap analysis of understandingthe current state to where it is
that you want to be.
It's the same thing.
The decoding piece is like Idon't know, steve, where it is
that I stand, one with myself,my vision that I want to have
for myself, where it is that Iwant to go Right, money that I
(27:50):
want to make, a role that I wantto make, all these different
things.
And then, once we were able todo that now let's devise a plan,
let's create a perspective onwhat it is that you truly want
to do, and once we have thatplan, let's go ahead and deploy
it.
There are certain steps, fromfrom trying to learn to stand
(28:11):
out online to increasing youronline presence, to being being
able to create content thatpositions you as an expert,
whether it's inside your companyor you are wanting to attract
other people, you know another,another, another company's.
There is a strategy that wehelp leaders implement so that
they can be able to move forward, but, more importantly, move
(28:31):
forward in confidence, andideally, the goal is for them to
either land that next job,increase their leadership
quotient right when they, wherethey currently are right and
feel feel much better aboutthemselves, or they can either
make a move on to anotherorganization, or a lot of a move
to that's actually has a biggerresponsibilities, or they may
(28:55):
want to make a move out.
Make a move out, do I?
Actually?
How, how do my current skillstransfer to another company, to
another industry?
Right, we have to be able tohelp you understand all of those
aspects of the, the idea aroundmaking a move within yourself
as a, as a, as a retail leader.
All right, so we just covered,you know, some of the unspoken
(29:19):
pieces and challenges thatretail leaders face.
Let's move into, let's move intoguess what?
The North Star.
Let's go so our North Star.
The North Star is what weconsider.
I think I can.
(29:39):
I can say I love everything Italk about, but the North Star
is really what I consider likeone of the the best parts of the
of the podcast, because weprovide you with a behavior, or
a thought, and and really thenan, an action, something that
you need to really do as aresult of listening to
everything that we just spokeabout.
So let's talk about briefly thebehavior.
(30:00):
The behavior you have to have avision for yourself, right?
Here's what happens.
Here's what happens.
People allow their leadershipjourney to happen to them, right
?
You fall into retail and youtypically you know if you stay
long enough, you may getpromoted.
(30:21):
If you stay long enough, again,you may get promoted again.
But does that really?
Does that you really takingcharge of your leadership, or
are you just allowing yourleadership on the journey to
happen to you?
Don't allow things to happen toyou?
And by rethinking yourrelationship with success and
(30:44):
even the vision for yourself,first and foremost, right, that
helps you with alignment, thathelps you move forward and that
helps you move to this next part, around the around North Star,
which is your, your, yourthought life, 예요, your current
experience, cool, cool, allright, wow, cool, well done.
So did you get introduced?
Yeah, I do reframe your currentexperience.
(31:07):
The tendency is that when wethink about where it is that we
want to go.
We spend the majority of ourtime thinking about where it is
that we want to go.
I coach I don't know how manypeople who have said they wanted
to go to the next level.
But when we move into thedecoding process and the
(31:27):
reframing of their experience,they realize that I don't want
to go to the next level.
Or the reason why I wanted togo to the next level is because
they saw their peer go to thenext level.
Now it's saying that they don'twant to go to the next level,
but they're rationing now behindit, which, when you don't want
(31:48):
to do something for your ownsake, or you want to do
something to kind of keep upwith the Joneses, it takes on a
completely different perspective.
You start to think aboutyourself, you start to think
about the things that youcurrently know completely
differently.
You start to think about themas it compares to that other
person.
Can I tell you this?
Can I tell you this?
Authenticity has no competition.
(32:10):
Authenticity has no competition.
It just doesn't when you areyour authentic self, who you are
understanding, who you are,your ability to move to the next
level or to even stay where youare and be the best leader that
you possibly can be.
As a retail leader, there is nocompetition.
So let's reframe your currentexperience under the guise of
(32:33):
understanding that, when wefigure out who your authentic
self is, there is no competition.
The last thing, the last aspectof the North Star, is action Is
action.
Our model for 2024 and beyondand beyond, is that action beats
(32:54):
intention.
Action beats intention.
Let's be clear.
It's about the right action,but we can intend to do
something all day long, which isanother reason why I don't like
resolutions, annual resolutionsBecause 90% I think it's even
higher than that 90% of peoplewho make their resolutions at
(33:15):
the beginning of the year,within a month they stop doing
them.
It's about action.
A lot of people want to move tothe next level and they think
that it's just gonna happenthrough osmosis, but they don't
want to do any work and thenthey get pissed off when the
person who is actually put inthe work moves past them.
I'm just being honest with you.
I'm just being honest with you.
(33:36):
Growth doesn't happen in avacuum.
Whether you are trying to find,redefine or identify your
current leadership path, thefirst step is to get clarity of
where you are.
The first step is to getclarity.
Can I just give you a quickexample, when we're gonna close
it up, before you take a tripright, how many of you have
(33:57):
taken a trip?
Before you take a trip, youpinpoint where you are.
You pinpoint where you are.
I'm gonna be going to thispoint in time in this year.
I'm gonna be going to Vegas andMarch, or something like that.
Right, and you're trying tobook a flight.
What is the first thing thatthey ask you for?
Like, where are you?
Where are you?
I'm in Atlanta, okay.
(34:17):
So where do you want to go?
Right, it is just therudimentary function of
understanding where it is thatyou want to go.
You have to understand whereyou are, that you can't even
move forward without doing that.
But everybody wants to jump tothe destination, they want to
(34:38):
jump to the final outcome andthen when they either either
they don't get to that finaloutcome or they get to that
final outcome and they may noteven be ready for it.
So the first step, the firststep, is to get clarity.
Get clarity.
Connect with us, get a claritycall.
Make you sure that we help youunderstand where you currently
(35:01):
are within your leadershipjourney.
We take one problem that youhave identified and we break it
down in that process that I justspoke about, where we help you
decode, devise and deploy a plan.
So make sure you get clarity.
You're a capable leader.
You're a capable leader, butyou may be frustrated, you may
(35:21):
feel held back by corporatepolitics or you're unsure about
what's your best next, your bestnext solution, your best next
leadership goal, whatever it is,I hope, these unspoken
challenges that we have spokenabout but, more importantly,
you're gonna hear more aboutthese as we continue on with
other episodes that they haveprovided you with just a measure
(35:43):
of understanding that we knowyou, I understand what you're
going through, but, moreimportantly, we have solutions
to help you move to the nextlevel.
I've witnessed so many differentleaders struggle, struggle.
They struggle in silence.
You don't have to struggle insilence.
We are here.
(36:04):
This podcast is here.
This episode is called Starthere, because we want you to
start here, to start to realizewho you are, to start to realize
that you're capable, that youare the best leader in the world
.
Your ability to adapt andinfluence change is by far the
best in any industry and I justwant you to know that I am your
(36:27):
advocate.
I'm here to help support you asa retail leader so that you can
move to where it is, from whereyou are to where it is that you
wanna be.
But more importantly, but moreimportantly, you become the
leader that you've always wantedto be, not the leader that
others expect you to be.
All right, this has been RetailLeadership with Steve Worthy.
Make sure you connect with us,book a clarity call or even
(36:51):
learn more about our campus sothat you can learn a little bit
more about yourself, so that youcan move forward.
Thank you for being here.
Really appreciate you.
Have a great day and God bless.
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