1. Meaning creates Momentum. People need to understand not just what the organisation is trying to do in the world, but need the space and support to connect that corporate purpose with their own personal sense of purpose. If you can do this, you can unleash sustained energy from your people.
     
  2. Simplicity rules. In an uncertain world people's heads are full of worries both short-term and long-term about their families and their future. You must boil down your story into something people can understand in 2 minutes and remember easily. Only that way can you expect them to begin to take action in the day to day.
     
  3. A sense of collective crisis is a must-have to ignite Momentum at the start of the journey - fear is a powerful and unifying force. It is even worth creating this sense of crisis early on if it is not immediately evident. 
     
  4. However, that sense of crisis and fear can very quickly become corrosive if it is left in place too long. The trick is to harness the impetus to change that that sense of crisis creates, and then use purpose to harness that initial burst of energy and turn it into something altogether more inspiring and sustainable.
     
  5. History can be a powerful motivator and source of confidence. Knowing that there have been moments of crisis in the past and that the organisation has overcome them, creates belief that it can be done again and can provide valuable lessons. 
     
  6. Leaders need to go slow at the start to help their organisation go fast from then on. Too often the hard work has not been done upfront to prioritise effectively and/or get properly aligned. A lot of time is then wasted whilst people further down the organisation try and make sense of conflicting agendas and competing priorities. 
     
  7. Metrics well-chosen and well harnessed can be an iconic sustaining force. In airlines, for example, punctuality is a metric that correlates strongly to colleague satisfaction (I am going to be home on time), commercial outcomes (our planes are being utilised to the max), and happy customers (I had a hassle-free journey and got where I wanted to when I wanted to). Find the one killer metric that drives your business' success and ensure it is in everyone's full view, every day, live. 
     
  8. The rhythms of business planning cycles can bog down Momentum - but they can also be used to create it. Quarterly goals increase the clock-speed of the organisation in a way that annual goals simply cannot. What is your operational rhythm and what signals is it sending around the desired pace of action?
     
  9. Another area where frequency matters is how regularly you stop to evaluate progress, celebrate key wins, and land critical lessons. Do this too infrequently and as a leader you are setting the clock-speed of your organisation. Want more Momentum? Go to weekly huddles.
     
  10. In the end conviction counts. People will get behind leaders with conviction and some of the key moments on the journey will be those when Momentum dies, something goes wrong and/or people get stuck. When this happens, it takes leaders powered by conviction to persevere until they find a way through or can motivate their people to do so.