Every leader wants their team to move forward with energy and confidence. But once momentum stalls, getting back on track can feel like trying to take off with no runway.
Elsa, a seasoned HR executive, had recently uncovered the root causes of her team’s slow progress: a lack of disciplined follow-through and transparent decision-making. You can read that story here. She uncovered these insights using Good Leadership’s Team Momentum Model. Now, she faced a new challenge—how to turn those insights into action. Despite her team’s hard work, execution remained inconsistent, and uncertainty around decision-making continued to slow them down. Elsa knew they needed a plan, but she wasn’t sure where to start.
In our next coaching session, I posed a question:
“What if we thought about momentum like the physics of flight?”
She tilted her head, intrigued.
“Right now, your team is stuck on the runway,” I explained. “Inertia—Newton’s First Law—says that an object at rest stays at rest unless acted on by an external force. Your team has uncovered what’s keeping the team at rest. Now, your job as a leader is to create the motion they need to get going.”
To create motion and momentum, we identified two specific actions:
Disciplined Follow Through: Elsa needed to establish consistent progress check-ins—not just for accountability but to ensure plans didn’t drift into ambiguity. We designed a simple weekly rhythm where each team member reported on their priorities and obstacles.
Transparent Decision Making: To eliminate uncertainty, Elsa committed to clarifying decision rights within her team. She outlined which decisions were made collaboratively, which required leadership approval, and which could be made independently.
As we discussed execution, I shared something Paul Batz, Founder and CEO of Good Leadership, often says about accountability: in the cockpit, there might be many skilled co-pilots and crew members, but only one pilot can land the plane. Elsa nodded—she realized that while collaboration was essential, her team also needed clarity on who was ultimately responsible for key decisions.
With this plan in place, Elsa took action. She rolled out check-ins, reinforcing a culture of accountability and course correction. She also introduced a clear decision-making framework, ensuring her team knew who was responsible for what.
Within weeks, something shifted. Progress meetings became more focused. Team members took ownership of their priorities. Most importantly, Elsa’s team felt renewed momentum—like a plane finally gaining enough speed for takeoff.
As we reflected on the journey, Elsa smiled.
“You were right,” she said. “Momentum doesn’t just happen. You have to begin the motion.”
Momentum isn’t about pushing harder—it’s about removing the barriers to flight. And by bringing clarity and structure to her team, Elsa had done exactly that.