WEBVTT 00:00:01.831 --> 00:00:04.771 Steve Worthy: You're trying to make things perfect and why are you trying 00:00:04.771 --> 00:00:08.461 to make things perfect in a retail environment where we know, and within 00:00:08.461 --> 00:00:10.141 24 hours things are gonna change. 00:00:10.726 --> 00:00:14.806 Casey Golden: But we are notorious for fire drills all day. 00:00:16.451 --> 00:00:19.781 Steve Worthy: But when we start to over index on that and we start to 00:00:19.781 --> 00:00:23.561 leave the people out and start to dehumanize them and just see them 00:00:23.561 --> 00:00:26.561 as someone who's actually just needs to get these things done, they're 00:00:26.561 --> 00:00:27.821 a tool, they're an instrument. 00:00:28.211 --> 00:00:31.711 Casey Golden: You know, I was told once that doing everything will not 00:00:32.071 --> 00:00:33.241 help your career or your health. 00:00:33.552 --> 00:00:36.607 Steve Worthy: is that you have to give the situation what it costs for it. 00:00:36.607 --> 00:00:37.567 No more, no less. 00:00:37.717 --> 00:00:39.697 That takes time, that takes experience. 00:00:39.877 --> 00:00:42.517 And when you're able to do that, you're not emotionally 00:00:42.517 --> 00:00:44.587 connected to that situation. 00:00:52.157 --> 00:00:54.377 Ricardo Belmar: Welcome to Blade to Greatness, the podcast where 00:00:54.377 --> 00:00:58.157 retail leaders sharpen their edge, one executive skill at a time. 00:00:58.487 --> 00:01:01.807 As we uncover the essential traits every retail leader needs to thrive. 00:01:02.267 --> 00:01:03.167 I'm Ricardo Belmar. 00:01:03.797 --> 00:01:04.967 Casey Golden: And I am Casey Golden. 00:01:05.057 --> 00:01:09.077 Each episode we're joined by a guest who brings one transformative leadership 00:01:09.077 --> 00:01:14.957 skill into focus, and today we're joined again by Steve Worthy to explore 00:01:14.957 --> 00:01:17.417 his upcoming book, Simplify to Lead. 00:01:17.987 --> 00:01:22.487 Steve introduces us to the Trapped framework and the subtle 00:01:22.487 --> 00:01:26.237 but dangerous patterns that even the strongest leaders fall into. 00:01:26.807 --> 00:01:32.117 From perfectionism and people pleasing to avoiding tough conversations. 00:01:32.737 --> 00:01:34.927 Ricardo Belmar: But Steve doesn't just identify the traps. 00:01:34.927 --> 00:01:38.677 He shows leaders how to break free by embracing simplicity 00:01:38.707 --> 00:01:40.747 without lowering standards. 00:01:41.317 --> 00:01:44.407 Through his pillars of simplicity, he helps leaders express real 00:01:44.407 --> 00:01:47.557 opinions, handle criticism with clarity, and define the right 00:01:47.557 --> 00:01:49.507 problems before rushing to solutions. 00:01:49.915 --> 00:01:52.885 Casey Golden: And Steve's credibility here is unmatched. 00:01:53.095 --> 00:01:54.475 Right along with his energy. 00:01:55.195 --> 00:01:59.865 As founder and CEO of Worthy Retail Global, he's built a 00:01:59.865 --> 00:02:05.085 reputation for teaching leaders how to slow down their thinking so 00:02:05.085 --> 00:02:06.679 they can speed up their results. 00:02:07.260 --> 00:02:10.890 His work through the Campus and the Forge Accelerator proves 00:02:10.890 --> 00:02:12.690 that clarity always beats chaos. 00:02:13.215 --> 00:02:15.705 Ricardo Belmar: I am really excited to dig into how leaders can move 00:02:15.705 --> 00:02:19.275 from trapped leadership to clear, confident decisions and why 00:02:19.425 --> 00:02:21.750 simplicity is the key to conviction. 00:02:22.528 --> 00:02:26.548 Casey Golden: Now before we dive in, just a quick ask for you, our listeners. 00:02:27.058 --> 00:02:31.303 If you like the show, why not give us a five star rating and review and 00:02:31.303 --> 00:02:36.148 drop a quick review on Apple Podcasts, Spotify, YouTube, or Good pods? 00:02:36.148 --> 00:02:38.218 Your support means everything. 00:02:38.830 --> 00:02:42.460 Ricardo Belmar: And also, why not check out the other shows in 00:02:42.460 --> 00:02:44.110 our Retail Razor Podcast Network. 00:02:44.380 --> 00:02:48.130 The original, The Retail Razor Show, plus Retail Transformers and Data Blades. 00:02:48.490 --> 00:02:51.340 You can find them in your favorite podcast player or visit our 00:02:51.340 --> 00:02:53.050 YouTube channel to find them all. 00:02:53.560 --> 00:02:54.310 Now let's jump in. 00:02:54.310 --> 00:02:57.520 Here's our latest conversation with Steve Worthy. 00:03:04.010 --> 00:03:07.400 Casey Golden: Steve, welcome back to The Blade to Greatness podcast. 00:03:08.695 --> 00:03:09.950 Steve Worthy: Excited to be here. 00:03:10.370 --> 00:03:11.450 I'm excited to be here. 00:03:11.510 --> 00:03:14.350 I you know, I wish people had an opportunity to hear some 00:03:14.350 --> 00:03:17.200 of our conversations before we recorded, but that's okay. 00:03:18.550 --> 00:03:19.890 Ricardo Belmar: Maybe in the outtake reel someday. 00:03:25.490 --> 00:03:25.760 Casey Golden: You know. 00:03:30.920 --> 00:03:33.080 Ricardo Belmar: Yeah, one of these days we'll do a live one 00:03:33.080 --> 00:03:34.610 and and, and see how that goes. 00:03:36.080 --> 00:03:38.520 But it is a thrill to have you back on the show. 00:03:38.950 --> 00:03:42.970 And today you are coming to talk about something that's actually, 00:03:42.970 --> 00:03:45.730 I think from your upcoming book, Simplify to Lead, right? 00:03:45.730 --> 00:03:47.770 Why Most Leaders Are Doing Too Much. 00:03:47.860 --> 00:03:51.550 And just as the title I think implies leaders really do need 00:03:51.550 --> 00:03:54.845 to simplify what they're doing often right to be successful. 00:03:54.845 --> 00:03:58.685 So they need to avoid falling into traps as you define them in the 00:03:58.685 --> 00:04:02.542 book, that, hinder their progress and overall ability to simplify. 00:04:02.542 --> 00:04:04.605 So we're saying simplify a lot. 00:04:04.605 --> 00:04:07.635 So there's obviously something implied there, but it's challenging. 00:04:07.635 --> 00:04:07.905 Right? 00:04:07.905 --> 00:04:09.750 So tell us more about, how you actually make this happen. 00:04:10.161 --> 00:04:10.401 Steve Worthy: Yeah. 00:04:10.401 --> 00:04:10.881 No, thanks. 00:04:10.881 --> 00:04:13.234 Thanks for um, talking to me about this, about this topic. 00:04:13.684 --> 00:04:19.444 You know, I think it, it came out of just years of coaching leaders of 00:04:19.444 --> 00:04:23.849 dealing with different leaders at certain levels, certain organizations, different 00:04:24.119 --> 00:04:25.979 cultures within the retail space, right? 00:04:26.099 --> 00:04:30.779 Every, every retailer has their own culture and way and way of doing things. 00:04:31.204 --> 00:04:37.354 But one of the things that I saw was very present and consistent was when you see 00:04:37.354 --> 00:04:41.674 a lot of leaders start to over index in certain areas, whether it is, we start 00:04:41.674 --> 00:04:45.454 talking about it from our, from our trap framework, whether it is task over people, 00:04:45.724 --> 00:04:51.164 it is their inability to identify that they have rigid ideologies about how they 00:04:51.164 --> 00:04:55.424 see things, about how they need to do things right, or excessive overthinking. 00:04:55.724 --> 00:04:56.894 These are things that. 00:04:57.654 --> 00:05:01.294 As retail leaders, I've seen consistently across the board. 00:05:01.654 --> 00:05:05.654 Now when you look at, look at them at the face value, you would think that 00:05:05.654 --> 00:05:07.184 okay, they're not that big of a deal. 00:05:07.184 --> 00:05:10.034 When you think about task over people, because guess what? 00:05:10.094 --> 00:05:11.564 Stuff still has to get done. 00:05:11.924 --> 00:05:13.154 Things still have to get done. 00:05:13.604 --> 00:05:17.454 But what tends to happen in that, in that the t for for Trapped is that. 00:05:18.099 --> 00:05:22.869 When you start to over index and start to place the task and the projects over 00:05:22.869 --> 00:05:28.119 people and not understanding the role that people play within the completion 00:05:28.119 --> 00:05:31.989 of that process or that task or that initiative, that's when we start 00:05:31.989 --> 00:05:33.819 to see leaders, leaders fall apart. 00:05:34.239 --> 00:05:35.259 We understand that. 00:05:35.379 --> 00:05:38.349 We understand that things need to get done within a retail space. 00:05:38.439 --> 00:05:42.139 Those are the areas that we start to see things need to get executed on. 00:05:42.509 --> 00:05:46.619 But when we start to over index on that and we start to leave the people 00:05:46.619 --> 00:05:50.669 out and start to dehumanize them and just see them as someone who's actually 00:05:50.669 --> 00:05:53.879 just needs to get these things done, they're a tool, they're an instrument. 00:05:54.269 --> 00:05:56.429 That's when leaders fall into trouble. 00:05:56.579 --> 00:06:00.299 Those are some of the, tho that's one of the areas that I've seen leaders sort of 00:06:00.479 --> 00:06:04.709 throughout the course of retail start to over index on is that task over people. 00:06:05.344 --> 00:06:11.944 Casey Golden: And it's so easy too, in retail, because there is so much 00:06:11.974 --> 00:06:18.604 that gets done across a web of ops, regardless of what your job title is. 00:06:18.604 --> 00:06:22.684 But we are notorious for fire drills all day. 00:06:24.329 --> 00:06:24.549 Steve Worthy: Yes. 00:06:25.174 --> 00:06:28.414 Casey Golden: It's a fire drill after a fire drill as soon as you get a fire put 00:06:28.414 --> 00:06:32.449 out and just like, great, it's 7:30, I can go ahead and do my day's worth of work. 00:06:34.849 --> 00:06:37.009 Because you've been putting fire drills out all day. 00:06:37.459 --> 00:06:40.879 It's like you don't even get to work until like after business hours. 00:06:41.029 --> 00:06:44.929 And I think it's just very common that you can get over indexed 00:06:45.229 --> 00:06:46.669 without even thinking about it. 00:06:47.269 --> 00:06:51.019 Steve Worthy: Yeah, and, and here's the part that is so frustrating for 00:06:51.019 --> 00:06:54.479 me sometimes is that a lot of leaders would wear that as a badge of honor. 00:06:55.714 --> 00:06:55.834 Ricardo Belmar: Hmm. 00:06:56.064 --> 00:06:56.354 Yeah. 00:06:56.404 --> 00:06:56.944 Steve Worthy: Context. 00:06:56.944 --> 00:07:06.934 I, I get this, see it often in coaching sessions where they, they become passed 00:07:06.934 --> 00:07:11.854 over in certain roles because they are a doer and because they're an executor. 00:07:12.274 --> 00:07:17.434 And part of that is how do you help these leaders make that transition from being a 00:07:17.434 --> 00:07:23.184 task oriented leader understanding where and, and managing people and processes to 00:07:23.184 --> 00:07:25.674 moving them into a more strategic mindset. 00:07:26.044 --> 00:07:29.704 Where, and from a strategic mindset that involves people, that involves 00:07:29.744 --> 00:07:33.954 the, the ideas and asking better questions of people that that, that 00:07:33.954 --> 00:07:38.304 involves you understanding the different nuances of, of your leaders and how 00:07:38.304 --> 00:07:42.444 they actually like to get communicated with or what they're really good at. 00:07:42.724 --> 00:07:43.834 That's the transition. 00:07:43.834 --> 00:07:46.954 And so when we hear, when I hear a lot of leaders say, I get passed over. 00:07:46.954 --> 00:07:47.584 I get passed over. 00:07:47.584 --> 00:07:48.784 And we have these conversations. 00:07:48.784 --> 00:07:51.544 I see that, man, you are a task oriented person. 00:07:51.899 --> 00:07:54.209 So they're looking for a more strategic leader. 00:07:54.209 --> 00:07:58.619 So how do we help leaders slide, slide down that, that continuum, if you 00:07:58.619 --> 00:08:03.549 will, of growth from a from a strategic mindset to less of a doer mindset. 00:08:04.248 --> 00:08:06.689 Casey Golden: I'm so glad you said that, like out loud. 00:08:06.959 --> 00:08:11.119 You know, I was told once that doing everything will not help 00:08:11.119 --> 00:08:11.989 your career or your health. 00:08:12.421 --> 00:08:12.841 Ricardo Belmar: Mm-hmm. 00:08:13.550 --> 00:08:16.790 Casey Golden: You know, you can't be the person everybody goes to 00:08:16.790 --> 00:08:17.960 and wear that as a badge of honor. 00:08:17.960 --> 00:08:19.160 I was one of those people. 00:08:19.730 --> 00:08:19.940 Anything. 00:08:21.715 --> 00:08:22.005 Ricardo Belmar: Yeah. 00:08:25.250 --> 00:08:29.780 Steve Worthy: Yeah, and I think the culture, I think the culture of retail, 00:08:29.830 --> 00:08:33.940 once again, it is something that, that is evolving and I think it almost 00:08:33.940 --> 00:08:38.320 becomes you, you become an anomaly when you start to think outside of that, 00:08:38.440 --> 00:08:41.710 outside of that way of like, me just being person that's gonna do everything. 00:08:41.710 --> 00:08:46.220 So I think we're starting to see some some progress, but more has to be made. 00:08:46.365 --> 00:08:46.655 Ricardo Belmar: Yeah. 00:08:47.045 --> 00:08:47.335 Yeah. 00:08:47.585 --> 00:08:50.635 Casey Golden: Would you say that that's one of the biggest trap 00:08:50.635 --> 00:08:55.115 that strong leaders fall into, or is there, is there something else? 00:08:55.415 --> 00:08:57.875 Steve Worthy: Oh, that's, I think that's one of the, 00:08:57.935 --> 00:08:59.045 that's one of the biggest ones. 00:08:59.045 --> 00:09:03.835 But I think one of the other ones that I want to, I want, I want to talk 00:09:03.835 --> 00:09:07.345 about is the, and this almost kind of goes part and parcel, but with that is 00:09:07.345 --> 00:09:12.715 this the rigid ideologies that leaders tend to have around how to do things. 00:09:13.060 --> 00:09:14.950 And how, how they see things. 00:09:15.310 --> 00:09:17.170 And here's, here's, here's the story. 00:09:17.170 --> 00:09:21.370 Here's the thing that I see all the time, is that I, I had a great leader. 00:09:21.610 --> 00:09:26.060 I loved what he used to say, and so I'm taking on that same mantra. 00:09:26.250 --> 00:09:28.320 I love how he used to talk to people. 00:09:28.560 --> 00:09:31.140 I love how he used to get things done and all these different things. 00:09:31.140 --> 00:09:35.510 And it's okay to have idols, if you will, as a, as a leader growing up, right? 00:09:35.510 --> 00:09:39.250 I have Jim Hogan, God rest his soul, one of the best leaders I've ever had. 00:09:39.760 --> 00:09:44.170 One of the things that tends to happen is that we start to develop these 00:09:44.170 --> 00:09:49.780 ways of seeing things and doing things that we continue to feel are healthy. 00:09:50.090 --> 00:09:53.000 Because they've gotten us results previously. 00:09:53.360 --> 00:09:57.260 They've provided opportunities for us to get promoted previously. 00:09:57.590 --> 00:10:00.710 We've gotten accolades from leaders previously around 00:10:00.710 --> 00:10:02.210 how we see and do things. 00:10:02.510 --> 00:10:04.620 But tho that rigid ideology. 00:10:04.790 --> 00:10:07.970 When it comes up against a culture or it comes up against a team 00:10:07.970 --> 00:10:11.800 that needs to change and grow and you haven't grown with it. 00:10:12.935 --> 00:10:13.865 Oh my gosh. 00:10:14.055 --> 00:10:15.525 I, quick story. 00:10:15.765 --> 00:10:18.435 I had a leader, and this is gonna, this is in the book. 00:10:18.795 --> 00:10:23.945 I had a leader who was amazing, amazing, ready to go to the next 00:10:23.945 --> 00:10:25.445 level, all these different things. 00:10:25.955 --> 00:10:29.725 And through the course of our you know, of our, our relationship, 00:10:29.725 --> 00:10:33.995 she, she got to the point where she was ready to go to the next level. 00:10:34.145 --> 00:10:38.545 And I came into work and I had an email and she, she actually was 00:10:38.595 --> 00:10:39.915 putting in her two week notice. 00:10:40.020 --> 00:10:40.240 Ricardo Belmar: Hmm. 00:10:41.145 --> 00:10:41.865 Steve Worthy: I was like, well, why? 00:10:41.895 --> 00:10:43.725 Why are you, why are you, why are you leaving? 00:10:44.025 --> 00:10:45.615 I want to go do something else, Steve. 00:10:45.615 --> 00:10:49.995 I want to go do X, Y, and Z. And the long story of this lesson out 00:10:49.995 --> 00:10:54.915 of that, out of that story was the fact that I wasn't equipped enough 00:10:55.125 --> 00:10:56.655 to take her to the next level. 00:10:57.255 --> 00:10:59.955 I didn't realize that until after she left. 00:11:00.735 --> 00:11:01.875 I didn't make that. 00:11:01.875 --> 00:11:07.125 I the connection, the fact that she needed more in order for her to grow as a leader. 00:11:07.335 --> 00:11:08.985 I had capped out as a leader. 00:11:09.495 --> 00:11:11.475 I wasn't giving any more to myself. 00:11:11.475 --> 00:11:13.665 I wasn't developing myself at that point in time. 00:11:13.965 --> 00:11:18.165 My communications style was stagnant and I, therefore, I was not able to 00:11:18.165 --> 00:11:20.115 give her what she needed, so she left. 00:11:21.030 --> 00:11:24.540 And so what we, what we see, and this go kind of goes back to where I talk about 00:11:24.720 --> 00:11:26.790 you have to change before it's necessary. 00:11:27.150 --> 00:11:31.440 Because if I would've identified that I had certain gaps, I could 00:11:31.440 --> 00:11:34.410 have worked on those things and then provided those things for her. 00:11:34.860 --> 00:11:40.230 But we see that in a lot of leaders, rigid ideology of, of seeing and doing things. 00:11:40.440 --> 00:11:42.750 It will hinder you and it'll hinder your team's growth. 00:11:43.860 --> 00:11:45.540 Ricardo Belmar: Oh, that's a, that's a great example. 00:11:45.540 --> 00:11:50.790 So if you're trying to avoid that kind of a trap, I mean, I, I'm just thinking 00:11:50.790 --> 00:11:55.155 that one of the things you, you probably have to balance right, is how do you get 00:11:55.155 --> 00:11:58.845 to that simplification you're talking about, but without actually lowering 00:11:58.845 --> 00:12:00.315 your standards at the same time. 00:12:00.315 --> 00:12:00.405 Right. 00:12:00.405 --> 00:12:03.945 Because you still wanna have, I'm gonna assume you tell everyone, you still 00:12:03.945 --> 00:12:06.405 want to have the high standard that you're hoping to elevate everyone else 00:12:06.405 --> 00:12:08.685 to, while still trying to simplify. 00:12:09.075 --> 00:12:11.235 So it seems like that's gotta be a difficult balance to strike. 00:12:11.607 --> 00:12:14.477 Steve Worthy: Yeah, and I think the best way to do that is approachability. 00:12:15.017 --> 00:12:16.847 It's, it's a hundred percent around approachability. 00:12:16.847 --> 00:12:18.107 It's a, it's a lost art. 00:12:18.467 --> 00:12:20.597 It's something that we don't talk a lot about anymore. 00:12:20.987 --> 00:12:24.107 And we, we use a framework, it's called the SMILE framework. 00:12:24.107 --> 00:12:26.717 So the, the S is for self-awareness. 00:12:26.837 --> 00:12:28.937 The M is for mindful listening. 00:12:29.387 --> 00:12:31.247 The I is for inspires trust. 00:12:31.497 --> 00:12:35.537 The L is for lead by example, and the E is for effective empathy. 00:12:35.927 --> 00:12:39.437 And so we sort of say this, that every leader smiles differently, right? 00:12:39.437 --> 00:12:43.537 So we, we wanna make sure that, this is not, while it's a framework, every 00:12:43.537 --> 00:12:47.127 leader will look at each one of them differently and they will throttle 00:12:47.157 --> 00:12:48.867 up or down based on who they are. 00:12:49.257 --> 00:12:52.087 But the main one and the first one is around self-awareness. 00:12:52.897 --> 00:12:53.947 And we talk about that. 00:12:54.157 --> 00:12:56.827 You know, we've talked, we've talked about, has spoken 00:12:56.827 --> 00:12:57.817 about this for years, right? 00:12:57.817 --> 00:12:59.017 Decades around self-awareness. 00:12:59.977 --> 00:13:03.587 For me, it's not about the, the strengths and weaknesses 00:13:03.757 --> 00:13:05.287 of the person or who you are. 00:13:05.737 --> 00:13:07.417 It's about the, it's about the why. 00:13:07.477 --> 00:13:12.747 Like, why do you get upset when when Ricardo comes into the room? 00:13:13.677 --> 00:13:17.277 Why do you get upset when you're on a call and Ricardo starts to speak? 00:13:17.667 --> 00:13:19.227 What is it about Ricardo? 00:13:19.227 --> 00:13:23.307 What is it about you that you have to, you, you feel a 00:13:23.307 --> 00:13:24.957 certain way about individuals? 00:13:25.377 --> 00:13:31.047 How do you as a leader, self-awareness, truly understand like who you are and how 00:13:31.047 --> 00:13:35.427 you show up, and what are the different triggers that will make you become 00:13:35.427 --> 00:13:38.157 successful or make you not successful? 00:13:38.367 --> 00:13:41.457 So that self-awareness piece is so important. 00:13:41.727 --> 00:13:46.317 The one area that I think a lot of leaders struggle with, within self-awareness, 00:13:46.677 --> 00:13:53.012 is that they over index into providing what a situation actually needs. 00:13:53.432 --> 00:13:57.002 They will over communicate, they will over try to deliver. 00:13:57.002 --> 00:13:59.132 This is the, this is the mindset of the retail leader, right? 00:13:59.132 --> 00:14:01.682 We just talked about task over task over people. 00:14:01.922 --> 00:14:03.902 We will try to give more and more and more. 00:14:04.292 --> 00:14:08.832 And what, by doing that we start to, we start to devalue who we 00:14:08.832 --> 00:14:11.592 are in the communication and conversation that we're having. 00:14:11.922 --> 00:14:14.682 I always talk about it in this context, is that you have to give 00:14:14.682 --> 00:14:16.657 the situation what it costs for it. 00:14:16.657 --> 00:14:17.617 No more, no less. 00:14:17.767 --> 00:14:19.747 That takes time, that takes experience. 00:14:19.927 --> 00:14:22.567 And when you're able to do that, you're not emotionally 00:14:22.567 --> 00:14:24.637 connected to that situation. 00:14:25.657 --> 00:14:30.617 We've all seen, and all of us have seen those meetings where someone gets 00:14:30.617 --> 00:14:33.677 bent outta shape about a certain thing 'cause they're emotionally tied to a 00:14:33.677 --> 00:14:35.207 decision that they want to get across. 00:14:35.927 --> 00:14:36.407 Guess what? 00:14:36.407 --> 00:14:39.617 That person carries that, that emotion throughout the course of the day. 00:14:39.887 --> 00:14:40.547 We see it. 00:14:40.727 --> 00:14:42.047 We see it at, we see it at lunch. 00:14:42.047 --> 00:14:42.057 Yeah. 00:14:42.842 --> 00:14:46.052 We see it, you know, when we walk past the cubicle or the, we, we walk past 00:14:46.052 --> 00:14:49.022 their, their, their, their office and they're still upset about it, right? 00:14:49.352 --> 00:14:54.152 But you, as a leader, you have left that conversation and emotionally 00:14:54.152 --> 00:14:56.522 disconnected and now you're able to move on to the next thing. 00:14:56.762 --> 00:15:00.832 So I feel that when we start talking about approachability, approachability is really 00:15:00.832 --> 00:15:04.252 understanding who you are and how you're gonna show up in a certain situation. 00:15:04.658 --> 00:15:05.438 Ricardo Belmar: Yeah, that's a good example. 00:15:05.478 --> 00:15:05.898 I like that. 00:15:05.898 --> 00:15:07.368 That's a great, great approach. 00:15:07.698 --> 00:15:12.468 So let, let me ask you one, one other one that always strikes me as something 00:15:12.468 --> 00:15:14.298 that's a bit of, of a challenge here. 00:15:14.788 --> 00:15:18.058 When you see leaders strive for what I'm gonna call maybe an 00:15:18.058 --> 00:15:20.158 excessive amount of perfectionism. 00:15:21.026 --> 00:15:21.316 Steve Worthy: Yeah. 00:15:21.386 --> 00:15:22.321 Ricardo Belmar: How do you avoid that trap? 00:15:23.066 --> 00:15:25.836 Steve Worthy: You know, I, I think perfectionism is 00:15:25.836 --> 00:15:27.606 rooted in sort of look at me. 00:15:28.341 --> 00:15:31.341 Look at me, look, look at, look at how I'm doing things. 00:15:31.701 --> 00:15:35.901 How am I able to do this in such a way that's gonna be so perfect 00:15:35.901 --> 00:15:38.811 for everybody and everybody's gonna want to know how to do it. 00:15:39.261 --> 00:15:45.381 I almost feel that the a perfectionism almost ties into a lack of self-awareness. 00:15:46.281 --> 00:15:51.501 It's because you are starting to provide, once again, more and more information. 00:15:51.531 --> 00:15:54.441 You're over-indexing, you're over providing. 00:15:54.641 --> 00:15:57.911 You're, you're trying to make things perfect and why are you trying to 00:15:57.911 --> 00:16:01.511 make things perfect in a retail environment where we know, and within 00:16:01.511 --> 00:16:03.191 24 hours things are gonna change. 00:16:03.776 --> 00:16:04.016 Right. 00:16:04.316 --> 00:16:08.176 And so how are you actually going to you know, you, you this, this 00:16:08.176 --> 00:16:11.596 perfect end cap or, or perfect process or whatever it may be. 00:16:11.746 --> 00:16:12.376 Listen to me. 00:16:12.766 --> 00:16:15.816 With an email those things can, those things can be dismantled. 00:16:16.176 --> 00:16:19.566 So I think when we start talking about perfectionism, I think it's important 00:16:19.566 --> 00:16:23.916 for the leaders to understand the inner workings of why they make a decision the 00:16:23.916 --> 00:16:29.286 way that they do, and why do they feel that it actually has to be perfect per se. 00:16:29.286 --> 00:16:30.996 And what's their definition of perfect? 00:16:31.356 --> 00:16:32.076 How do they. 00:16:32.336 --> 00:16:37.081 Learn how to throttle their emotional connection to a, an operation. 00:16:37.261 --> 00:16:40.501 Even to people within that, within that operation. 00:16:40.501 --> 00:16:45.401 Because I think part of it is how do we if we, if we, if we feel that 00:16:45.561 --> 00:16:49.191 this situation needs to be perfect, we start to think that people around 00:16:49.191 --> 00:16:50.201 us need to be perfect as well. 00:16:51.056 --> 00:16:56.196 And we start to analyze them at a, at a deeper level, oh my gosh, you know, 00:16:56.196 --> 00:16:57.756 I don't know why this person said this. 00:16:57.756 --> 00:16:59.676 I don't know why they implemented it that way. 00:16:59.916 --> 00:17:02.416 And we start to get into this blaming a culture. 00:17:02.686 --> 00:17:06.286 And so I think perfectionism is rooted in the lack of self-awareness. 00:17:06.286 --> 00:17:09.706 So how do we help people and leaders become more self-aware so that they 00:17:09.706 --> 00:17:13.756 can understand it's not about being perfect, it's actually about execution. 00:17:14.056 --> 00:17:15.706 And how do you bring people along for the ride? 00:17:16.256 --> 00:17:16.586 Ricardo Belmar: Yeah. 00:17:17.276 --> 00:17:20.986 Well, I have to say, Steve, this has been an another nearly perfect discussion 00:17:23.176 --> 00:17:25.666 on another really insightful topic. 00:17:26.006 --> 00:17:28.976 I've no doubt that our listeners and leaders who are listening 00:17:28.976 --> 00:17:32.246 can, can put some of these ideas into practice right away. 00:17:32.246 --> 00:17:35.246 I thank you so much for highlighting such an important topic. 00:17:35.635 --> 00:17:36.390 Steve Worthy: Ah, thank you. 00:17:36.390 --> 00:17:36.660 Thank you. 00:17:36.660 --> 00:17:37.080 I'm excited. 00:17:37.080 --> 00:17:37.815 I'm excited to be here. 00:17:38.675 --> 00:17:38.965 Casey Golden: Yeah. 00:17:39.015 --> 00:17:41.610 Steve, you bring such a refreshing perspective. 00:17:41.610 --> 00:17:43.800 I'm loving these conversations. 00:17:43.800 --> 00:17:46.770 I think we still got one more left, so let's wrap this one up. 00:17:53.210 --> 00:17:57.650 If you enjoyed today's episode, please give us a five star rating and review 00:17:57.650 --> 00:17:59.940 on Apple Podcasts, Spotify, or Goodpods. 00:18:00.440 --> 00:18:04.730 And don't forget to hit subscribe on your favorite podcast player or on 00:18:04.730 --> 00:18:07.010 YouTube so you never miss an episode. 00:18:07.070 --> 00:18:08.150 I'm Casey Golden. 00:18:08.374 --> 00:18:09.544 Ricardo Belmar: We'd love to hear from you. 00:18:09.634 --> 00:18:12.844 Follow us and share your feedback at Retail Razor on LinkedIn, 00:18:12.984 --> 00:18:14.494 Bluesky, Threads, and Instagram. 00:18:14.824 --> 00:18:17.974 You can also subscribe to our Substack newsletter for highlights 00:18:18.094 --> 00:18:22.054 from every episode, and visit retailrazor.com for transcripts and 00:18:22.054 --> 00:18:24.184 more details about our amazing guests. 00:18:24.634 --> 00:18:27.844 Blades to Greatness is part of the Retail Razor Podcast Network. 00:18:28.300 --> 00:18:29.146 I'm Ricardo Belmar. 00:18:29.587 --> 00:18:30.697 Casey Golden: Thanks for joining us. 00:18:31.162 --> 00:18:34.612 Ricardo Belmar: Until next time, stay sharp, lead boldly, and stay human. 00:18:35.032 --> 00:18:37.222 This is The Retail Razor Blade to Greatness.