Get Momentum

Get Momentum Plot Summary

Introduction

We all experience being stuck. Whether it's a new project, a career change, or a personal transformation, that feeling of inertia can be paralyzing. The challenge isn't just about knowing what to do—it's about actually taking those first crucial steps and maintaining forward movement. When we feel stuck, our minds create elaborate reasons why we can't move forward, and we continue doing what used to work rather than what will work now. What separates those who remain trapped in this cycle from those who break free is not talent or luck—it's momentum. Throughout these pages, you'll discover a five-stage framework designed to help you move from feeling stuck to getting started. This isn't about quick fixes or temporary motivation. Instead, it's about building sustainable momentum through clarifying your purpose, finding the right mentors, setting achievable milestones, monitoring your progress, and making smart adjustments along the way. The journey from stuck to successful starts with a single intentional step, and that's exactly what we're going to help you take.

Chapter 1: Being Stuck Sucks

Being stuck is more than just an inconvenience—it's a state of psychological and emotional limbo that affects your entire outlook on life. When you're stuck, you might find yourself repeating the same patterns, using the same excuses, and facing the same obstacles time and again. The most common things people say when they're stuck include "I don't know where to begin," "What I have is fine," "I've failed before," "I'm confused," and "I'm overwhelmed." These statements reflect not just hesitation but deeper psychological barriers to taking action. Jason witnessed this firsthand while coaching Stephen, a senior manager at a professional advisory firm in New York City. During their meeting on the 37th floor of a Manhattan office building, Stephen sat silently, his lunch untouched, visibly stressed. Despite the outward signs of success—the Hermès tie, dual computer monitors, and family vacation photos—Stephen was overwhelmed. He was about to accept a promotion that would require flying to London every other week and managing 200 people. But recently diagnosed with hypertension and with children approaching college age, Stephen was conflicted. When Jason asked, "Is the work you'd be doing what you want to be known for?" the question hung in the air uncomfortably. This moment marked the beginning of a year-long coaching journey centered around one powerful Momentum Question. Another common pattern among successful people is continuing to do "WUTW" (what used to work). Jerry, a Get Momentum Leadership Academy member, shared how he initially coped with increased workload by going into the office one Saturday per month. That gradually increased to every Saturday, creating an unsustainable work pattern that pulled him away from his wife and new baby. As Marshall Goldsmith noted in his communication with Jason, "Most people, especially those who are already successful, believe that because they do a certain behavior that has led to success in the past, the same behavior will lead to success in the future. I call this the Success Delusion." Getting momentum requires breaking free from outdated patterns and creating new ones. It demands clarity about what truly matters—what you want to be known for. When you gain momentum, you know that what you're doing aligns with your purpose, you have people you trust, you feel accomplished daily, you have time for what matters, and you make significant progress toward meaningful goals. This process isn't just about productivity; it's about preventing regrets. As Bronnie Ware documented in "The Top Five Regrets of the Dying," people most commonly wish they had lived authentically, worked less, expressed their feelings, maintained friendships, and allowed themselves more happiness. Getting momentum is simple but not easy. You'll need to slow down initially to ultimately move faster. The five-stage framework presented throughout this book provides a structured approach to overcome inertia and create sustainable forward movement in any area of your life. By working through each stage—Motivation, Mentors, Milestones, Monitor, and Modify—you'll create the conditions necessary to transform being stuck into unstoppable progress.

Chapter 2: The Five Stages of Momentum

The journey from stuck to momentum begins with honest self-reflection. Often, the problem isn't that your life is terrible—it's that it's just "good enough." As Jim Collins wrote in "Good to Great," "Good is the enemy of great... Few people attain great lives, in large part because it is just so easy to settle for a good life." This settling creates the perfect conditions for feeling stuck, especially when you know you're capable of more. The Five Stages of Momentum framework emerged from decades of coaching experience with people worldwide. This methodology isn't theoretical—it's a practical, tested approach that has helped countless individuals move from paralysis to progress. The framework consists of five interconnected stages, each with a key question to answer: Motivation (What do I want to be known for?), Mentors (Whom can I learn from?), Milestones (What are three subprojects I can complete?), Monitor (What positive things are happening that I can acknowledge?), and Modify (What one change can I make to keep moving forward?). Joe Bruzzese, founder and CEO of Sprigeo.com, experienced the power of this framework firsthand. Despite running a successful business, he found himself working longer hours, being pulled away from his family, and feeling increasingly overwhelmed. During a single Get Momentum coaching session followed by a month of follow-up calls, Joe completely restructured two critical business processes: client acquisition and client retention. Within six months, he expanded his business while spending more time with his family than he had the previous year. "The game-changer was going through the Five Stages of Momentum," Joe shared. "The deeper we went, the more solid the foundation of my business became. But, it wasn't just that. I felt more in control than I ever had before." To effectively implement the Five Stages of Momentum, you must focus on one project at a time. As Steve Jobs said, "It's only by saying 'no' that you can concentrate on the things that are really important." This principle of focused attention is crucial. Rather than trying to solve all your problems simultaneously, select the one project that has been stuck the longest or matters most to you right now. Once you've gained momentum and completed that project, you can apply the same framework to others. The framework also recognizes that doing the same things you've always done won't produce different results. Instead of working later or waking up earlier, the focus is on working differently. This shift requires changing your information sources, your circle of influence, and your environment. As you prepare to implement the Five Stages of Momentum, take time to clarify your priorities, identify supportive people who can help you grow, and optimize your physical workspace for productivity. The combination of clear purpose, strategic support, and an enabling environment creates the perfect conditions for sustained momentum.

Chapter 3: Motivation

Motivation is more than just feeling excited or energized—it's about connecting to your deeper purpose. The dictionary defines motivation as "the reason or reasons one has for acting or behaving in a particular way." When you clarify your core motivation, you make it easier to decide what to do and, more importantly, what not to do. Your focus—not your time or money—is your most valuable asset, and directing it toward what truly matters is the foundation of momentum. Walt Disney once said, "We keep moving forward, opening new doors, and doing new things, because we're curious and curiosity keeps leading us down new paths." This curiosity-driven movement begins with answering a seemingly simple question: "What do I want to be known for?" This legacy question connects you to your purpose and provides direction when challenges arise. When you know why you're doing what you do, it becomes easier to stay the course, complete necessary tasks, and ask for help when needed. The psychology of motivation reveals two primary drivers of change: intrinsic motivation (an internal idea you can't shake) and extrinsic motivation (external encouragement to take action). Daniel Pink, in his book "Drive," identifies autonomy—the desire to direct our own lives—as a key component of intrinsic motivation. "All of us want to be part of something bigger than ourselves, something that matters." Jodi experienced this when she thought, "Someone should host a networking event that women in business actually want to attend!" Recognizing that she was that "someone" led to creating the Women's Business Social at NoMoreNylons.com, fulfilling an unmet need in her community. Conflict often reveals what motivates us. Jason realized in 2006 that he would never be promoted to the senior management team at his consulting firm. Despite envisioning his career development, there was no path forward for him there. This situation motivated him to initiate change. "My situation motivated me. I didn't have any other choice!" he now explains when asked how he found the courage to leave a full-time job with benefits. Similarly, identifying what frustrates you can uncover what you're motivated to change. Commitment transforms motivation into action. As Johann Wolfgang Von Goethe wrote, "Until one is committed, there is hesitancy, the chance to draw back... the moment one definitely commits oneself, then providence moves too." Giving someone your word increases accountability—when you tell a colleague, family member, or friend what you'll do and when you'll share your progress, you create external accountability that reinforces your internal motivation. This commitment is essential for overcoming the inevitable obstacles and criticism that accompany any significant change. The power of momentum comes from owning your motivation. You accept that you are the person to address the conflict or problem you see. As you continue to take action toward becoming what you want to be known for, you'll notice others around you who are also motivated—not necessarily in an excited or energetic way, but in an engaged, powerful, committed manner. These are the people who make things happen rather than standing by watching, the ones who declare, "Enough is enough. I'm doing this."

Chapter 4: Mentors

Finding the right mentors can dramatically accelerate your progress when starting a stuck project. A mentor is "someone with experience you're looking to gain who is in a position to teach you what they know either in person, or through the work they've published and produced." These guides help you navigate unfamiliar territory, avoid common pitfalls, and maintain momentum when challenges arise. Mentors serve several vital functions in your momentum journey. First, they help build resilience by sharing their own stories of overcoming obstacles. When you sit down with a mentor struggling with a project, you often hear about challenges they faced and how they persevered. As Ralph Waldo Emerson wrote, "My chief want in life is someone who shall make me do what I can." Mentors push you beyond your perceived limitations and help you see more possibilities than you might recognize on your own. Jason's executive workflow coaching demonstrates how mentors provide productivity insights. When working with clients, he spends two full days observing their practices to identify compromised systems and broken processes that they cannot see because they're too close to the work. These fresh perspectives often free up 30-60 minutes daily—time that can be redirected toward stuck projects. Mentors also connect you with other smart people, expanding your network and exposing you to new ideas. As the saying goes, "If you're the smartest person in the room, you're in the wrong room." Victoria, a photographer and Get Momentum member, experienced the power of mentorship when she wanted to take her career to the next level. She identified 30 galleries within a 30-mile radius of her home and, over three months, attended openings, subscribed to newsletters, and connected with owners. When preparing for her own show, she reached out to artists who had exhibited at those galleries, exchanged emails, scheduled calls, and arranged in-person meetings. "What I learned from them helped me prepare for my art shows for the next year as well as avoid some of the expensive mistakes they had made!" Victoria shared. Mentors don't always need to be people you know personally. Roger Bannister's four-minute mile in 1954 demonstrates how simply knowing something is possible can inspire achievement. Before Bannister's accomplishment, running a mile in under four minutes was considered physically impossible. Yet after he broke that barrier, numerous others achieved the same feat—not because of personal coaching from Bannister, but because they now believed it could be done. Similarly, you can learn from people you may never meet through their books, interviews, or social media presence. When contacting potential mentors you don't know personally, preparation is key. Research their background thoroughly, implement their advice before reaching out, and document your experiences. When you do connect, be specific about what you're working on and how they could help. During your conversation, listen carefully, take notes, and decide on one strategy to implement based on their guidance. Remember that modeling—learning by observing someone's behavior—is a powerful way to acquire new skills and perspectives. As Bruce Lee said, "Adapt what is useful, reject what is useless, and add what is specifically your own."

Chapter 5: Milestones

Creating meaningful milestones transforms overwhelming projects into manageable segments. Milestones are "significant events in the progress or development of a project that you want to get momentum on." By dividing large projects into smaller subprojects spaced about 30 days apart, you make even the most ambitious goals feel achievable while experiencing regular completion satisfaction that fuels momentum. When Jason and Jodi drove through Alaska, they relied on a guidebook called "The Milepost" that provided mile-by-mile details of road conditions, sights, and hazards. Jodi affectionately called it "100 Ways to Die in Alaska" because it described potential dangers like grizzly bear zones, quicksand beaches, and avalanche areas. Despite the frightening descriptions, knowing what challenges lay ahead brought relief and prepared them to navigate safely. Similarly, planning milestones for your projects provides clarity about what's coming and helps you avoid potential pitfalls. The power of milestones lies in making your goals both achievable and believable. People often get stuck trying to complete entire projects instead of working on smaller subprojects that build toward completion. As Napoleon Hill wrote in "Think and Grow Rich," "Whatever the mind of man can conceive and believe, it can achieve." When setting milestones, ask yourself, "Do I believe it's possible to do that?" If not, make the subproject smaller. Even small completed actions create momentum that propels you forward. For their annual Get Momentum Leadership Retreat in Ojai, California, Jason and Jodi break planning into three key milestones: finalizing marketing materials (due July 1), developing the three-day curriculum (due August 1), and confirming logistics including attendees, catering, and travel arrangements (due September 1). This 30-day timeframe allows them to focus on immediate priorities without becoming overwhelmed by the entire project. "Setting milestones is a freeing experience and one that takes practice in assessing how long it takes you to do things," they note. Two powerful techniques for making consistent progress on milestones are the 30/30 Rule and the 90/90 Rule. The 30/30 Rule involves working for 30 uninterrupted minutes each day on a project aspect not due for at least 30 days. This approach prevents last-minute rushes and creates substantial progress over time—15 hours of focused work within a month. The 90/90 Rule expands this concept: once monthly, spend 90 minutes looking 90 days ahead and planning accordingly. Jason applied the 30/30 Rule to transform his business travel schedule, gradually shifting from exhausting multi-city trips to more sustainable five-day engagements in single locations. "Now, I spend at least two 30-minute sessions each week just looking into how to build business opportunities that are 90 days out," he explains. Get Momentum member Felice Martinez found these milestone strategies transformative for her health and wellness consulting practice. "I grew up thinking that I had to have the whole project figured out before I could even begin. When I started my own practice, I realized that there was just too much to know and way too much to do. I used the milestone strategy to complete very clear and specific pieces of my long-term projects in 90-day cycles. The more I completed, the more energy I felt! I've gotten more done than I thought possible."

Chapter 6: Monitor

Effective monitoring creates awareness of progress and signals when course correction is needed. During a meeting with their mentor Frances Hesselbein in her New York City office, Jason and Jodi were asked to look out the window and consider, "What is visible to you that is not yet seen by the people you serve?" This question, originally posed by Peter Drucker to Frances, highlights the importance of monitoring—seeing indicators of progress or potential problems before they become obvious to everyone else. Creating a dashboard of quantitative indicators makes monitoring both efficient and effective. When Jason trained for his first full-length marathon in Los Angeles, he tracked three key metrics: miles per run, running days per week, and hours of sleep per night. These specific, measurable indicators helped him assess whether he was on track to achieve his goal. Similarly, when coaching Anne-Marie, a senior manager developing an after-school leadership program, Jason helped her transform vague goals like making "a positive difference" into concrete, measurable outcomes that could be monitored weekly. Dr. Larry Brilliant emphasized in his 2006 TED Talk the importance of "early detection, early response." Just as this principle is vital in preventing global pandemics, it's equally crucial for maintaining project momentum. A technology company in central California exemplifies this approach with monitors throughout their facility displaying real-time data that refreshes every 15 minutes. When indicators flash red, teams are immediately notified, and employees are encouraged to raise concerns when they sense something might go off course. This system enables rapid course correction before small issues become major problems. Monitoring also involves learning from completed projects through debriefing. Despite the clarity of hindsight, few people systematically review their work to identify lessons learned. Research shows that project details are forgotten within four to six days of completion, yet many skip debriefing because they're already planning their next initiative. A thorough debriefing identifies what worked well (to repeat), what didn't work (to avoid), risks taken (and their outcomes), and ideal future scenarios. This process transforms experiences into wisdom and prevents repeating mistakes. Perhaps most importantly, monitoring creates opportunities for acknowledgment and appreciation. When Jason was teaching, he noticed that schools only contacted parents when children misbehaved. He decided to change this pattern by calling five students and their parents each evening to share positive observations. "I only told students what they did right that day. Maybe they helped a fellow student or they raised their hand to participate in class discussion. Or perhaps they turned in their homework on time," he explains. This acknowledgment approach created a powerful ripple effect—students began competing for positive recognition by exhibiting desired behaviors. The science behind this approach is compelling. According to researcher Glenn Fox, gratitude activates brain areas responsible for feelings of reward, fairness, and self-reference. Antonio Damasio found that emotions play a central role in social cognition and decision making, noting, "Gratitude rewards generosity and maintains the cycle of healthy social behavior." By acknowledging accomplishments—both your own and others'—you create positive momentum that builds upon itself. This practice isn't just about making others feel good; it fundamentally changes how you perceive progress and creates the emotional foundation for sustained momentum.

Chapter 7: Modify

Making timely modifications keeps your momentum flowing when obstacles arise. The word modify means "to make partial or minor changes that improve the way things are." Rather than dramatic overhauls, effective modification involves targeted adjustments based on what you've learned through monitoring your progress. As Halle Berry noted, "If you set out to do something and you give it your all and it doesn't work out, be willing to modify your goal slightly. Have the ability to look in another direction. A small shift could guide you to the real purposes of your life." Resistance to change is natural and takes many forms. Harvard professor Rosabeth Moss Kanter identified several common reasons people avoid modification: fear of more work, concern about surprises, uncertainty about outcomes, and perceived loss of control. These concerns often manifest as persistent attachment to old habits and "what used to work," even when evidence shows those approaches are no longer effective. Jason experienced this when continuing to use a cumbersome method for incorporating video clips into his presentations. It wasn't until a coach observed his process and pointed out how distracting it was that he invested three hours learning a more efficient technique. "Was it worth it? Absolutely!" he reflects. "This investment in my continual professional improvement has paid for itself over and over again." Jodi faced similar challenges when deciding to end her successful Women's Business Social events after nearly five years. Despite regular attendance of 80-100 businesswomen monthly, she recognized her passion had shifted toward coaching rather than simply gathering women to talk. "By the middle of 2014, I decided the Get Momentum Leadership Academy was what I wanted to put my time, energy, and focus into growing," she explains. Though difficult, this modification allowed her to apply her experience to a new venture more aligned with her evolving purpose. When feeling stuck about making changes, sometimes the best approach is counterintuitive: step away. Whether riding, walking, playing, or simply getting away, a mental pause can provide fresh perspective. The key is focusing on one change at a time, whether modifying your goal, the information you gather, or your process. Jason and Jodi distinguish between "+1 Productivity" (working longer hours) and "2x Productivity" (working smarter). While +1 Productivity is initially easier—adding an hour in the morning, evening, or weekend—it eventually becomes unsustainable as you run out of hours to add. In contrast, 2x Productivity involves learning new systems that save time in the long run, such as automating routine tasks, delegating responsibilities, or eliminating unnecessary activities altogether. For example, Jodi used to visit the bank twice weekly to deposit checks, taking about 15 minutes each trip—25 hours annually during peak business hours. By switching to a mobile banking app, she reclaimed that time for walks with their dog Zuma or lunches with mentors. Similarly, Jason and Jodi have automated bill payments and supply deliveries, delegated podcast production and website maintenance, and eliminated unnecessary meetings and obligations. These small modifications compound over time, creating substantial momentum without requiring drastic life changes. Martha Beck observed that "to really boost your sense of self-efficacy, think of ways you could modify your usual tasks to suit your personal style." This personalized approach to modification ensures changes are sustainable. Rather than attempting wholesale transformations that rarely last, focus on implementing one small change at a time, fully integrating it into your routine before moving to the next. With an accountability partner and regular check-ins, these micro-adjustments gradually transform your productivity and progress, turning stuck projects into completed achievements.

Summary

The journey from stuck to momentum isn't about dramatic overnight transformations—it's about methodical, intentional progress through five interconnected stages. By clarifying your motivation, connecting with mentors, setting achievable milestones, monitoring your progress, and making smart modifications, you create a self-reinforcing cycle of forward movement. As Johann Wolfgang Von Goethe wisely observed, "Until one is committed, there is hesitancy... that the moment one definitely commits oneself, then providence moves too. All sorts of things occur to help one that would never otherwise have occurred." The momentum you build extends beyond individual projects to transform how you approach every aspect of life and work. When you consistently ask yourself "What do I want to be known for?" you align your actions with your deepest values, preventing the regrets Bronnie Ware documented in her research with the dying. Your next step is simple but powerful: choose one stuck project, apply the Five Stages of Momentum framework, and experience what happens when intention meets action. Remember that nobody does this alone—reach out to potential mentors, accountability partners, or the Get Momentum community for support. The difference between staying stuck and creating the life you desire often comes down to a single decision to begin.

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Jason W. Womack and Jodi Womack

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