WEBVTT 00:00:01.831 --> 00:00:05.131 Ricardo Belmar: It's something that you've called the Retail Leader Paradox. 00:00:05.381 --> 00:00:08.771 And it's really about leading through uncertainty when everyone around you 00:00:08.771 --> 00:00:13.751 just assumes that you're doing just fine, but in reality, maybe not so much. 00:00:13.991 --> 00:00:19.746 Steve Worthy: a lot of leaders are, are in position and they are still struggling 00:00:19.776 --> 00:00:26.016 with knowing exactly how they need to show up, how they need to actually 00:00:26.016 --> 00:00:30.846 provide information because they're in such a, a, a leader or, or such a 00:00:30.846 --> 00:00:34.686 position of authority when asked about something, they need to know the answer. 00:00:35.441 --> 00:00:39.971 They, they feel that they need to know exactly how to answer X, Y, 00:00:39.971 --> 00:00:44.831 and Z, but a lot of them are still struggling with that process because 00:00:44.891 --> 00:00:47.431 a lot of 'em don't even have enough, the, the right person or right 00:00:47.431 --> 00:00:48.931 individual to actually go and talk to. 00:00:49.811 --> 00:00:53.171 there is no better way for you to learn as a leader than to be 00:00:53.171 --> 00:00:54.551 wrong in a certain situation. 00:00:54.791 --> 00:00:55.391 It's okay. 00:00:55.581 --> 00:00:56.841 It is going to happen. 00:00:57.091 --> 00:00:58.711 We're gonna, you're gonna get something wrong. 00:00:58.711 --> 00:01:00.301 You're gonna get a lot of things wrong. 00:01:00.571 --> 00:01:05.831 I've learned to, be vulnerable as a leader when I, I necessarily 00:01:05.831 --> 00:01:07.421 didn't think I had that skill. 00:01:07.811 --> 00:01:11.381 And when you're vulnerable as a leader, you will find individuals 00:01:11.441 --> 00:01:14.921 who will be able to come into your corner and, and actually help you. 00:01:15.401 --> 00:01:17.651 You have to make the investment in yourself first. 00:01:18.551 --> 00:01:24.191 We get so reliant upon organizations to teach, coach and train us, and we 00:01:24.191 --> 00:01:27.761 are expecting them to help us develop into the leader that we're supposed to. 00:01:28.326 --> 00:01:30.036 Not gonna happen, not gonna happen. 00:01:37.501 --> 00:01:39.811 Ricardo Belmar: Welcome to Blade to Greatness, the podcast where 00:01:39.811 --> 00:01:43.501 retail leaders sharpen their edge one critical skill at a time. 00:01:43.711 --> 00:01:47.191 As we uncover the essential traits every retail leader needs to thrive. 00:01:47.431 --> 00:01:48.361 I'm Ricardo Belmar. 00:01:48.668 --> 00:01:49.838 Casey Golden: And I'm Casey Golden. 00:01:50.108 --> 00:01:53.958 Each episode we're joined by a guest who brings one leadership skill into 00:01:53.978 --> 00:01:59.972 sharp focus, and today we're diving in to a challenge that every retail 00:01:59.972 --> 00:02:06.572 leader knows, but rarely talks about the paradox of leaning through uncertainty 00:02:06.632 --> 00:02:09.272 when everyone assumes you're fine. 00:02:09.608 --> 00:02:14.173 Ricardo Belmar: And that's exactly why we are excited to have Steve Worthy with us. 00:02:14.353 --> 00:02:19.513 Steve is the founder and CEO of Worthy Retail Global, where he helps senior 00:02:19.513 --> 00:02:23.743 retail leaders simplify growth by focusing on clarity before action 00:02:23.743 --> 00:02:25.243 and purpose before performance. 00:02:26.053 --> 00:02:29.323 Through The Campus and the Forge Accelerator, he's guided countless 00:02:29.323 --> 00:02:33.553 leaders to define reality, lead with confidence, and build cultures 00:02:33.823 --> 00:02:35.383 where clarity drives results. 00:02:35.770 --> 00:02:40.270 Casey Golden: Steve also partners with Competitor IQ, adding a human intelligent 00:02:40.270 --> 00:02:42.795 lens to retail and banking insights. 00:02:43.139 --> 00:02:47.749 He's seen firsthand how environment impacts retention, decision 00:02:47.749 --> 00:02:49.474 making, and team culture. 00:02:50.044 --> 00:02:55.744 From Worthy Retail Global's 2025 Retail Leadership Development Study, 00:02:56.044 --> 00:03:01.534 we've seen just how many experienced leaders carry the weight of constant 00:03:01.584 --> 00:03:07.870 disruption, quietly, believing they're supposed to already have all the answers. 00:03:08.222 --> 00:03:11.947 Ricardo Belmar: We're thrilled to have Steve here today to unpack this paradox 00:03:11.947 --> 00:03:15.367 and help us really understand what leaders are struggling with right now. 00:03:15.674 --> 00:03:18.554 Casey Golden: Now before we dive in, we have a quick ask for you. 00:03:18.824 --> 00:03:23.294 If you like our show, why not give us a five star rating and drop us 00:03:23.294 --> 00:03:27.734 a quick review on Apple Podcasts, Spotify, YouTube, or Good pods? 00:03:27.734 --> 00:03:29.504 We really appreciate your support. 00:03:29.752 --> 00:03:32.542 Ricardo Belmar: And of course, if you do like this show, you owe it to 00:03:32.542 --> 00:03:36.327 yourself to check out the other shows in our Retail Razor Podcast Network. 00:03:37.087 --> 00:03:39.967 The Retail Razor Show, the original, of course, Retail 00:03:39.967 --> 00:03:41.587 Transformers and Data Blades. 00:03:42.037 --> 00:03:44.797 You can find them in your favorite podcast player or visit our YouTube 00:03:44.797 --> 00:03:46.237 channel, where you can find them all. 00:03:46.927 --> 00:03:47.767 Now, let's get into it. 00:03:47.857 --> 00:03:49.927 Here's our conversation with Steve Worthy. 00:03:56.807 --> 00:04:00.227 Casey Golden: Steve, welcome to the Blade to Greatness podcast. 00:04:00.917 --> 00:04:02.837 Steve Worthy: I am super excited to be here. 00:04:02.837 --> 00:04:04.342 I've been looking forward to this all week. 00:04:04.787 --> 00:04:07.397 Ricardo Belmar: Yeah we have, we've been so wanting to have you on the show for, I 00:04:07.397 --> 00:04:11.762 don't know how long now, Steve, especially on the Blade to Greatness podcast just to 00:04:11.762 --> 00:04:16.322 talk about all the leadership challenges and skills, every leader should master. 00:04:16.372 --> 00:04:19.582 If we think of an expert to bring on we immediately gravitate to you. 00:04:19.582 --> 00:04:21.592 So this is a thrill, real thrill to have you here. 00:04:24.742 --> 00:04:25.462 oh yeah. 00:04:25.762 --> 00:04:28.132 I, we, we know this is gonna be an energetic conversation 00:04:32.812 --> 00:04:33.442 a hundred percent. 00:04:36.657 --> 00:04:39.712 Steve Worthy: episode was, I mean, energy, we could another. 00:04:40.017 --> 00:04:41.307 Ricardo Belmar: Yeah, exactly. 00:04:41.397 --> 00:04:42.027 Exactly. 00:04:43.572 --> 00:04:44.022 Awesome. 00:04:44.112 --> 00:04:44.502 Awesome. 00:04:45.192 --> 00:04:48.882 So today's topic, we're gonna talk about something I think is really important 00:04:48.882 --> 00:04:50.352 for retail leaders to understand. 00:04:50.352 --> 00:04:53.652 It's something that you've called the Retail Leader Paradox. 00:04:53.902 --> 00:04:57.292 And it's really about leading through uncertainty when everyone around you 00:04:57.292 --> 00:05:02.272 just assumes that you're doing just fine, but in reality, maybe not so much. 00:05:02.462 --> 00:05:05.162 So talk to us a little bit more about this retail leader paradox. 00:05:05.825 --> 00:05:06.635 Steve Worthy: it's interesting. 00:05:06.665 --> 00:05:08.785 It came out of a study, right? 00:05:08.815 --> 00:05:10.975 So last year we wanted to do a study. 00:05:10.975 --> 00:05:15.135 We wanted to actually hear from the retail leaders in the field and not 00:05:15.135 --> 00:05:18.595 just in the States, but retailers, retail leaders, all, all over the world. 00:05:18.595 --> 00:05:22.575 So, we did a study, 600 and 21 different leaders all like 00:05:22.575 --> 00:05:23.565 I said, all over the globe. 00:05:23.925 --> 00:05:28.305 And it was interesting because what some of the things that came out of there 00:05:28.305 --> 00:05:30.315 was that we realized that didn't matter. 00:05:30.315 --> 00:05:32.145 The the geographic location. 00:05:32.565 --> 00:05:35.535 Like these leaders, these retail leaders are all still struggling 00:05:35.535 --> 00:05:37.035 with, with some of the same things. 00:05:37.485 --> 00:05:42.655 And what came out of it was the idea that a lot of leaders are in position 00:05:43.015 --> 00:05:50.270 and they are still struggling with knowing exactly how they need to show up. 00:05:50.570 --> 00:05:55.340 How they need to actually provide information because they're in such 00:05:55.340 --> 00:05:59.500 a, a leader or, or such a position of authority when asked about something, 00:05:59.680 --> 00:06:00.550 they need to know the answer. 00:06:01.255 --> 00:06:05.965 They feel that they need to know exactly how to answer X, Y, and Z, 00:06:06.235 --> 00:06:10.765 but a lot of them are still struggling with that process, because a lot 00:06:10.765 --> 00:06:13.345 of 'em don't even have enough the right person or right individual to 00:06:13.345 --> 00:06:16.805 actually go and talk to about some of the things that they're needing. 00:06:17.105 --> 00:06:21.215 So a lot of the comments that we received was around uncertainty. 00:06:21.215 --> 00:06:25.215 There was a lot of comments around, you know what, Steve, I actually 00:06:25.435 --> 00:06:28.355 know my job just enough to get by. 00:06:28.715 --> 00:06:31.835 But when I'm asked some tough questions, I don't know the answer. 00:06:32.420 --> 00:06:34.090 I need to find a solution. 00:06:34.090 --> 00:06:37.480 I need to find the right avenue in which I can actually have this answer. 00:06:37.480 --> 00:06:40.660 So what we've, we call it the Retail Leader Paradox. 00:06:40.710 --> 00:06:44.670 It's actually, being in a position to know, but a lot of times you don't 00:06:44.670 --> 00:06:46.410 know everything that you need to know. 00:06:46.733 --> 00:06:49.373 Casey Golden: Yeah, it's not like you go to, ex extra training 00:06:49.373 --> 00:06:50.573 every time you get a promotion. 00:06:50.578 --> 00:06:50.768 Right. 00:06:53.543 --> 00:06:53.993 Ricardo Belmar: If only, 00:06:55.298 --> 00:06:57.158 Steve Worthy: Yeah, exactly. 00:06:57.418 --> 00:07:00.503 Ricardo Belmar: well so how, how should leaders look at this, this uncertainty? 00:07:00.503 --> 00:07:04.613 How should you, what would you tell a leader that they should change in how they 00:07:04.613 --> 00:07:06.413 show up every day because of uncertainty. 00:07:07.568 --> 00:07:08.288 Steve Worthy: that's a great question. 00:07:08.288 --> 00:07:11.858 You know, I learned this a long time ago actually when I was in the military, and 00:07:11.858 --> 00:07:16.298 it's, it stuck with me is that even in uncertainty as leader has to be certain. 00:07:16.818 --> 00:07:20.178 And I remember one of my commanding officers telling me that, and I was like, 00:07:20.388 --> 00:07:21.708 I think I was 18 and 18 at the time. 00:07:21.708 --> 00:07:22.578 I said, what are you talking about? 00:07:22.938 --> 00:07:24.168 What does that, what does that even mean? 00:07:24.358 --> 00:07:26.818 How can you be certain in uncertainty? 00:07:26.818 --> 00:07:30.928 He said, Worthy, how do, how are you showing up each and every day, even 00:07:30.928 --> 00:07:34.888 when you don't have a lot of the information to make a solid decision? 00:07:35.348 --> 00:07:40.508 How are you providing reality for yourself and also for those that you're leading? 00:07:40.728 --> 00:07:41.928 That's extremely important. 00:07:41.928 --> 00:07:46.458 So showing up in uncertain times is really being able initially to define 00:07:46.458 --> 00:07:48.528 reality for yourself and for your team. 00:07:48.918 --> 00:07:49.848 Don't hold back. 00:07:50.148 --> 00:07:53.358 Don't hold any information that's going to be vital. 00:07:53.553 --> 00:07:55.743 To, to them as a leader for them to grow. 00:07:56.013 --> 00:07:58.693 And so when I heard that I heard that saying, I actually started, 00:07:58.753 --> 00:08:00.823 I've been using it my entire career. 00:08:00.823 --> 00:08:03.703 Now, even in uncertain times, you have to show up. 00:08:03.703 --> 00:08:07.863 You have to be certain partly because your team is looking for you. 00:08:07.893 --> 00:08:10.858 They're looking at you, they're looking for you at as that fixed 00:08:10.858 --> 00:08:13.048 point to understand where to go. 00:08:13.318 --> 00:08:17.258 How do they need to act, what do they need to be doing in this moment in time? 00:08:17.468 --> 00:08:21.488 And in the retail space there's no other training ground other than the military 00:08:21.488 --> 00:08:26.388 when it comes to being uncertain .When it comes to the changing of the guard. 00:08:26.478 --> 00:08:29.868 When it comes to new initiatives coming down from HQ that need to 00:08:29.868 --> 00:08:31.638 be implemented within 24 hours. 00:08:31.938 --> 00:08:34.368 There are, it's no better training ground. 00:08:34.578 --> 00:08:38.038 And so the retail leaders that I've been speaking with understand 00:08:38.038 --> 00:08:41.158 now that even when they're in there are uncertain moments. 00:08:41.278 --> 00:08:44.638 There have to be a measure of un of certainty as they communicate. 00:08:44.968 --> 00:08:46.933 Casey Golden: I think that's like a, that's a great quote. 00:08:47.003 --> 00:08:50.793 It's a great reference point also, if you are dealing with, we just 00:08:50.793 --> 00:08:52.203 came through like a pandemic. 00:08:52.203 --> 00:08:56.763 We've gone through political challenges, we've gone through economic 00:08:56.763 --> 00:09:03.663 challenges and it's just felt like 24 7 whiplash, like quarter after 00:09:03.663 --> 00:09:05.253 quarter, after quarter after quarter. 00:09:06.463 --> 00:09:06.813 Ricardo Belmar: Right. 00:09:07.838 --> 00:09:11.313 Casey Golden: And so we, it is a skill that just is flex. 00:09:12.243 --> 00:09:13.203 This is what I believe. 00:09:13.203 --> 00:09:14.133 This is where we're going. 00:09:14.133 --> 00:09:16.233 I'm certain of this, it might be wrong, 00:09:16.893 --> 00:09:17.283 Steve Worthy: Hmm. 00:09:17.433 --> 00:09:20.913 Casey Golden: But we're executing, and this is, this is the path we're taking. 00:09:21.573 --> 00:09:23.913 Steve Worthy: That's such a, that's, that's a, I love that 00:09:23.913 --> 00:09:25.533 you said that point around it. 00:09:25.533 --> 00:09:26.128 It could be wrong. 00:09:26.643 --> 00:09:30.693 I think that's the fear that we see, and I hear it all the time in the 00:09:30.743 --> 00:09:34.768 leaders that I coach in the companies that we train in, is that uncertainty, 00:09:34.768 --> 00:09:36.388 is that fear of being wrong. 00:09:36.898 --> 00:09:41.338 And I got, I gotta tell you, there is no better way for you to learn as a leader 00:09:41.338 --> 00:09:43.198 than to be wrong in a certain situation. 00:09:43.438 --> 00:09:44.038 It's okay. 00:09:44.228 --> 00:09:45.488 It is going to happen. 00:09:45.738 --> 00:09:47.358 We're gonna, you're gonna get something wrong. 00:09:47.358 --> 00:09:48.948 You're gonna get a lot of things wrong. 00:09:49.218 --> 00:09:51.378 I remember I was having a conversation with someone. 00:09:51.378 --> 00:09:54.498 I was mentoring and this was probably about 10 years ago. 00:09:54.498 --> 00:09:57.338 And we were sitting down having coffee and we're just talking about different things. 00:09:57.698 --> 00:10:01.238 And he said this to me, he said, Steve, you know, one of the thing I've realized 00:10:01.238 --> 00:10:05.273 is that 85% of the time that you talk and that the things that you give is something 00:10:05.273 --> 00:10:06.563 that you, when you got something wrong. 00:10:07.333 --> 00:10:08.953 I didn't even realize that. 00:10:09.493 --> 00:10:11.923 I didn't even realize that that was the conversation. 00:10:11.953 --> 00:10:12.913 Those were the things. 00:10:12.913 --> 00:10:16.193 But that once again, that, that conversation stuck with me because 00:10:16.193 --> 00:10:19.993 I think it, I think I realized that it was important for me to have 00:10:19.993 --> 00:10:21.853 conversations in context of when. 00:10:22.273 --> 00:10:26.263 I did fail, or I did get something wrong, or I did have a talent issue, or 00:10:26.263 --> 00:10:31.103 something along those lines because the success factors are easy to, you know, 00:10:31.103 --> 00:10:34.433 pump your chest out and talk about, but man, when you can get something 00:10:34.433 --> 00:10:39.553 wrong, a talent move, a store opening, a market visit, right from the CEO, 00:10:39.553 --> 00:10:41.023 all those different things matter. 00:10:41.023 --> 00:10:44.458 So being able to, to speak about when you're having a difficult 00:10:44.458 --> 00:10:47.368 time, I think it's more important for a leader especially nowadays. 00:10:47.642 --> 00:10:48.422 Ricardo Belmar: Yeah, that's a great point. 00:10:48.422 --> 00:10:50.352 So, that leads to another question. 00:10:50.352 --> 00:10:54.437 So even when you, do get things wrong and you might be inclined to 00:10:54.437 --> 00:10:56.382 second guess what your next step is. 00:10:56.570 --> 00:11:00.470 How do you think about who to turn to if you want to bounce ideas off, if you 00:11:00.470 --> 00:11:05.150 want help, if you want to talk things through, how do you identify who to go to? 00:11:05.619 --> 00:11:08.340 Steve Worthy: Yeah, that's a great question actually, our good friend, 00:11:08.440 --> 00:11:11.530 Ron Thurston and I were having this conversation a couple of weeks ago. 00:11:13.090 --> 00:11:15.880 I have been very fortunate, and I think he's been very fortunate too, 00:11:15.880 --> 00:11:20.920 in the context of having really good mentors and coaches in, in our career. 00:11:21.190 --> 00:11:24.245 Whether it's from the military or even when we, when I moved into 00:11:24.245 --> 00:11:27.695 the retail space, and I've had the same executive coach, Coach Perry 00:11:27.695 --> 00:11:28.985 for the last six, seven years. 00:11:29.435 --> 00:11:33.080 And I gotta tell you, I'm a, I've been a fan of coaching and 00:11:33.080 --> 00:11:36.620 mentoring because of that, because I've been a beneficiary of that. 00:11:36.980 --> 00:11:43.650 I think partly it's because, i've learned to be vulnerable as a leader when I 00:11:43.680 --> 00:11:45.930 necessarily didn't think I had that skill. 00:11:46.320 --> 00:11:49.890 And when you're vulnerable as a leader you will find individuals 00:11:49.950 --> 00:11:53.170 who will be able to come into your corner and actually help you. 00:11:53.650 --> 00:11:56.110 I also think it's important that you study leaders. 00:11:56.110 --> 00:11:59.020 I think it's important that you study those around you, you 00:11:59.020 --> 00:12:00.490 study those who are above you. 00:12:01.000 --> 00:12:04.810 I also think it's important that you study leaders who are outside of your market. 00:12:05.410 --> 00:12:10.630 A large part of the individuals that I've had within my corner to bounce ideas 00:12:10.630 --> 00:12:12.580 and things off of were not in a retail 00:12:12.665 --> 00:12:13.085 Ricardo Belmar: Mm-hmm. 00:12:13.885 --> 00:12:16.255 Steve Worthy: They were just solid leaders in telecommunications, 00:12:16.705 --> 00:12:18.325 sales, or whatever it may be. 00:12:18.685 --> 00:12:22.445 But I studied them whether they were somebody at church or somebody or 00:12:22.445 --> 00:12:24.035 a friend or a mutual acquaintance. 00:12:24.215 --> 00:12:27.185 But I really studied them to see how they made decisions and how 00:12:27.185 --> 00:12:29.105 they show how they would show up. 00:12:29.555 --> 00:12:32.945 And once I was able to determine that, oh my gosh, okay, Ricardo's that guy. 00:12:33.275 --> 00:12:37.205 I need Ricardo for X, y, and z. Then I would go to Ricardo for that. 00:12:37.595 --> 00:12:41.295 And this is, this leads into what we address with our training and on The 00:12:41.295 --> 00:12:46.005 Campus is that we feel that it's important for you to have a functional mentor. 00:12:46.515 --> 00:12:47.835 So it's not just a mentor. 00:12:48.370 --> 00:12:52.690 You need people who are very specific and geared towards operations, 00:12:53.060 --> 00:12:56.150 towards hr, towards diplomacy, right? 00:12:56.180 --> 00:12:57.530 Inside of an organization. 00:12:57.710 --> 00:13:00.470 We, there are so many different things that you need to know. 00:13:00.650 --> 00:13:01.850 How do you need to maneuver? 00:13:02.090 --> 00:13:03.650 Who do you need to have a conversation with? 00:13:03.950 --> 00:13:05.540 What does that conversation need to look like? 00:13:05.840 --> 00:13:09.380 So there needs to be intentionality when it comes to actually reaching out and 00:13:09.380 --> 00:13:11.030 having some of those functional mentors. 00:13:11.030 --> 00:13:12.710 So I think studying people. 00:13:13.340 --> 00:13:16.220 And also being very vulnerable with understanding what you lack 00:13:16.520 --> 00:13:18.375 so that you can actually get the right person to help you out. 00:13:19.475 --> 00:13:20.315 Ricardo Belmar: Yeah, that is important. 00:13:20.315 --> 00:13:24.245 And I love the point about how sometimes you need to look outside, right? 00:13:24.245 --> 00:13:27.735 Your immediate, obviously outside your organization, outside your market, just 00:13:27.735 --> 00:13:31.485 to get that different perspective from someone from the outside looking in at 00:13:31.485 --> 00:13:34.935 where you are, where they may come up with something completely unexpected 00:13:34.935 --> 00:13:36.135 that you would never have thought of. 00:13:36.581 --> 00:13:37.211 Steve Worthy: A hundred percent. 00:13:37.211 --> 00:13:39.311 It's like when you visit a store, right? 00:13:39.361 --> 00:13:41.911 Everybody would get amazed when, you fly into town and you walk 00:13:41.911 --> 00:13:44.321 a store and they're like you can see things that they couldn't see. 00:13:44.321 --> 00:13:46.331 And I was like, this, listen to me I'm not gifted. 00:13:46.571 --> 00:13:47.556 It's just the fact that you. 00:13:48.406 --> 00:13:49.126 Ricardo Belmar: You're in the middle of it. 00:13:49.246 --> 00:13:51.466 Steve Worthy: Yeah, you're in the middle of it every day, so you don't see it. 00:13:51.466 --> 00:13:55.036 So you're walking past it Here I come in and I feel like I'm the superstar. 00:13:55.036 --> 00:13:55.996 They think I'm the superstar. 00:13:55.996 --> 00:13:56.746 It's that's not it. 00:13:57.106 --> 00:13:59.786 And I think that's, it's the same thing holds true for mentors 00:13:59.786 --> 00:14:00.926 and for people around you. 00:14:01.256 --> 00:14:02.756 They can see a lot of things. 00:14:02.756 --> 00:14:07.406 Oh my gosh, my coach, he can, oh my gosh, he can, we, before we even sit 00:14:07.406 --> 00:14:10.226 down to have a conversation, he's already telling me about myself. 00:14:10.586 --> 00:14:13.371 Because he can see things in me. 00:14:13.371 --> 00:14:16.771 He understands my patterns, he understands how I think and how I see things. 00:14:18.176 --> 00:14:19.346 Say, Steve, let's talk about this. 00:14:19.346 --> 00:14:20.846 And I'm like, how did you even know? 00:14:21.206 --> 00:14:22.226 So it's so important. 00:14:22.466 --> 00:14:25.796 People that are probably outside of your, outside of your, your industry.. 00:14:25.891 --> 00:14:26.221 Ricardo Belmar: Yeah. 00:14:27.121 --> 00:14:30.181 So o one thing I feel like I'm hearing too, from what you're describing, even 00:14:30.481 --> 00:14:35.011 in, in getting through uncertainty and having to show up and show certainty to 00:14:35.041 --> 00:14:38.701 help other, to lead others through that uncertainty, at what point is it okay 00:14:38.701 --> 00:14:43.911 to recognize that maybe you're not fine and, and you need to do something else? 00:14:44.901 --> 00:14:45.891 Steve Worthy: That's such a good question. 00:14:45.951 --> 00:14:47.061 That's such a good question. 00:14:47.601 --> 00:14:51.551 My team, they would often they would say, Steve, I hate when you say this, but it's, 00:14:51.581 --> 00:14:56.081 but they realize that it was true, is that you have to change before it's necessary. 00:14:56.781 --> 00:15:01.831 I think in do, in that, in, in that scene and in that idea it requires 00:15:01.831 --> 00:15:05.731 you to do a lot of introspection, 360 degrees assessments. 00:15:05.761 --> 00:15:09.121 All of those different things bevo be available for feedback, all 00:15:09.121 --> 00:15:10.201 those different aspects, right? 00:15:10.201 --> 00:15:14.031 Because if you're not, then you are not going to see when 00:15:14.031 --> 00:15:15.051 it's time for you to change. 00:15:15.441 --> 00:15:16.911 And I say that because. 00:15:17.311 --> 00:15:21.491 Especially in the retail space things happen so quickly and 00:15:21.501 --> 00:15:23.501 we get things get commoditized. 00:15:23.801 --> 00:15:28.191 Our leadership style, our communication style, how we talk to people, 00:15:28.371 --> 00:15:31.311 how we may see this individual show up and how we show up. 00:15:31.311 --> 00:15:36.271 Because we get commoditized because we have to hurry up and change and morph 00:15:36.601 --> 00:15:40.381 into the new offerings and into, and the new changes that are taking place. 00:15:40.711 --> 00:15:45.046 And so in, in actual, in doing that, we morph into this person. 00:15:45.346 --> 00:15:49.066 But before, if we want to grow, if we want to do anything more, we have to figure out 00:15:49.076 --> 00:15:52.351 what are the things that we're missing, what are the current gaps that we have? 00:15:53.486 --> 00:15:56.096 And you have to be very open and honest with yourself. 00:15:56.306 --> 00:15:59.961 You get that information, you get that feedback, and I tell 00:15:59.961 --> 00:16:01.341 this all the time to people. 00:16:01.581 --> 00:16:03.831 You have to make the investment in yourself first. 00:16:04.731 --> 00:16:10.371 We get so reliant upon organizations to teach, coach and train us, and we 00:16:10.371 --> 00:16:13.941 are expecting them to help us develop into the leader that we're supposed to. 00:16:14.506 --> 00:16:16.216 Not gonna happen, not gonna happen. 00:16:16.516 --> 00:16:21.286 They are gonna help you develop and grow according to their parameters, 00:16:21.406 --> 00:16:24.196 according to who they are and what they really wanna stand for. 00:16:24.196 --> 00:16:28.706 But you as a leader, you need to understand the bigger scope of your 00:16:28.706 --> 00:16:32.476 leadership prowess and how you can impact not just the people around you, 00:16:32.686 --> 00:16:36.586 but people that are actually outside of your sphere of influence, because 00:16:36.586 --> 00:16:39.436 that's the most important parts, not just the people that are around you. 00:16:40.286 --> 00:16:43.676 People that are outside just your sphere of influence, how are you addressing that? 00:16:44.091 --> 00:16:44.451 Ricardo Belmar: Yeah. 00:16:44.601 --> 00:16:45.471 Yeah, that's a great point. 00:16:45.551 --> 00:16:49.571 Steve, as I, I knew this would be, this has been such an enlightening discussion. 00:16:49.601 --> 00:16:52.571 Oh, thank you so much for highlighting what I think is 00:16:52.571 --> 00:16:53.891 an incredibly important topic. 00:16:53.891 --> 00:16:56.741 I'm sure almost every retail leader is at some point dealing 00:16:56.741 --> 00:16:58.181 with this maybe right now. 00:16:58.521 --> 00:17:02.341 And needs to overcome and master their ability to work through that uncertainty. 00:17:02.690 --> 00:17:03.080 Steve Worthy: Yeah. 00:17:03.140 --> 00:17:03.710 No, thanks. 00:17:03.710 --> 00:17:04.340 Thanks for having me. 00:17:04.340 --> 00:17:05.000 I'm excited, man. 00:17:05.050 --> 00:17:07.770 For people to learn a little bit more about themselves so that they can 00:17:07.770 --> 00:17:08.730 move forward to where they need to. 00:17:09.735 --> 00:17:12.700 Casey Golden: think it's always a nice thing to, do some looking 00:17:12.700 --> 00:17:14.410 in come the end of the year. 00:17:14.500 --> 00:17:17.460 I think we can all take a beat for that one. 00:17:17.880 --> 00:17:20.040 So, Steve, just great insights. 00:17:20.040 --> 00:17:22.680 I have no doubt you'll be a new fan favorite. 00:17:24.300 --> 00:17:30.310 Thank you for, for sharing your energy and starting such a inspiring conversation. 00:17:30.760 --> 00:17:33.730 One that we should probably be having with ourselves and 00:17:33.730 --> 00:17:35.470 finding some mentors around us. 00:17:35.851 --> 00:17:36.451 Steve Worthy: Outstanding. 00:17:36.719 --> 00:17:39.029 Casey Golden: Ricardo, I'd say that this episode is a wrap. 00:17:46.203 --> 00:17:50.913 If you enjoyed today's episode, please give us a five star rating and review on 00:17:50.913 --> 00:17:53.433 Apple Podcasts, Spotify, or Good pods. 00:17:53.433 --> 00:17:57.723 And don't forget to hit subscribe on your favorite podcast player or on 00:17:57.723 --> 00:18:00.003 YouTube so you never miss an episode. 00:18:00.063 --> 00:18:01.143 I'm Casey Golden. 00:18:01.833 --> 00:18:03.003 Ricardo Belmar: We'd love to hear from you. 00:18:03.093 --> 00:18:06.303 Follow us and share your feedback at Retail Razor on LinkedIn, 00:18:06.333 --> 00:18:07.953 Blue Sky, Threads, and Instagram. 00:18:08.283 --> 00:18:11.433 You can also subscribe to our Substack newsletter for highlights 00:18:11.553 --> 00:18:15.513 from every episode, and visit retailrazor.com for transcripts and 00:18:15.513 --> 00:18:17.643 more details about our amazing guests. 00:18:18.113 --> 00:18:21.303 Blade to Greatness is part of the Retail Razor Podcast Network. 00:18:21.753 --> 00:18:22.323 I'm Ricardo Belmar. 00:18:22.943 --> 00:18:24.053 Casey Golden: Thanks for joining us. 00:18:24.361 --> 00:18:27.811 Ricardo Belmar: Until next time, Stay Sharp, Lead Boldly, and Stay Human. 00:18:28.231 --> 00:18:30.421 This is The Retail Razor Blade to Greatness.