第1章
The Momentum Mindset: Breaking Free from Stagnation
Have you ever felt stuck on a project that matters deeply to you? You're not alone. In their transformative book "Get Momentum," Jason and Jodi Womack tackle this universal challenge with practical wisdom that has earned praise from business titans and everyday professionals alike. Since its 2016 release, this guide has become a secret weapon for thousands seeking to overcome inertia in their personal and professional lives. The book's appeal crosses industries-from Frances Hesselbein (former CEO of Girl Scouts USA) calling it "a battle cry against feeling stuck" to countless executives crediting it with career breakthroughs. What makes this approach so powerful isn't just motivation-it's a systematic process that transforms how you approach your most important goals. Let's explore how you can finally start what you've been postponing.
第2章
The Psychology of Being Stuck: Why We Remain Immobilized
Being stuck isn't just frustrating-it's a complex psychological state with deeply ingrained patterns and self-reinforcing behaviors. The Womacks have identified five common excuses that keep us paralyzed: "I don't know" (uncertainty about where to begin), "What I have is fine" (settling for the status quo), "I've failed before" (fear of repeated failure), "I'm confused" (about potential consequences), and "I'm overwhelmed" (by the perceived size of the task). Each of these excuses serves as a protective mechanism, shielding us from potential disappointment while simultaneously preventing growth.
These verbal patterns reveal how we rationalize inaction and create sophisticated mental frameworks to justify staying in our comfort zones. Take Stephen, a senior manager considering a promotion that would increase his travel responsibilities. Despite outward success, he struggles with work-life balance and uncertainty about whether his career path aligns with his values. His story illustrates how even accomplished professionals can become stuck when facing decisions that challenge their identity and priorities. Stephen's situation is particularly common among mid-career professionals who find themselves at crossroads where traditional metrics of success conflict with evolving personal values.
Many of us fall into what Marshall Goldsmith calls the "Success Delusion"-believing behaviors that led to past success will continue working despite changing circumstances. This cognitive bias is particularly dangerous because it masquerades as wisdom from experience. Consider Jerry, who started working occasional Saturdays but eventually found himself working every weekend despite having a new baby at home. He was operating on "WUTW" (what used to work) rather than adapting to his new reality. This pattern of defaulting to familiar behaviors, even when they no longer serve us, creates a cycle of diminishing returns that becomes increasingly difficult to break.
The psychology of being stuck manifests differently in creative pursuits. Personal projects often get relegated to the "someday" list without deadlines or immediate rewards. Writers might spend years talking about their novel without writing a single page, artists might continuously delay starting their masterpiece, and entrepreneurs might perpetually refine their business plan without launching. Without structure, these meaningful aspirations remain perpetually delayed, creating a sense of unfulfillment that compounds over time and can lead to deep-seated regret.
Breaking free requires more than just recognizing these patterns - it demands a fundamental shift in how we approach change and progress. Understanding that momentum isn't just about motivation is crucial; it's about having a reliable process to move forward when enthusiasm inevitably wanes. The Womacks position themselves not as motivators but as coaches who can help you develop a sustainable approach to progress, emphasizing that sustainable change comes from building systems rather than relying on willpower alone. This involves creating accountability structures, breaking down large goals into manageable steps, and developing metrics to track progress in meaningful ways.
The path out of being stuck often requires confronting uncomfortable truths about our habits, beliefs, and self-imposed limitations. It's about acknowledging that our current position, while comfortable, might be preventing us from reaching our full potential. This recognition, while initially unsettling, is the first step toward meaningful change.
第3章
The Five Stages Framework: Your Roadmap to Unstuck
The paradox of being stuck often emerges from being "good enough." As Jim Collins noted in "Good to Great," good is the enemy of great because it's easy to settle for a satisfactory life. Many professionals find themselves trapped in this comfort zone, achieving moderate success but falling short of their true potential. Despite trying various productivity methods-virtual assistants, apps, calendar blocking, time management systems, and productivity hacks-many still aren't making progress on their most important projects.
The Womacks' solution is their Five Stages of Momentum framework, each with a key question to answer and specific actions to take:
Stage 1: Motivation - "What do I want to be known for?" This question connects your actions to your legacy, making decision-making clearer by establishing what truly matters to you. It requires deep reflection on your core values and desired impact. For example, a business leader might want to be known for developing future leaders, while an artist might seek recognition for innovative creative expression. This clarity becomes your north star for all decisions.
Stage 2: Mentors - "Whom can I learn from?" This stage emphasizes finding people with relevant experience who can guide you through challenges you haven't yet faced. Mentors can be direct (personal relationships), indirect (through books, podcasts, or courses), or aspirational (studying the paths of those you admire). The key is to seek out multiple perspectives and learn from others' successes and failures.
Stage 3: Milestones - "What are three subprojects I can complete?" Breaking larger goals into manageable 30-day chunks creates achievable outcomes that maintain momentum. Each milestone should be specific, measurable, and achievable within a month. For instance, if writing a book, milestones might include completing chapter outlines, writing the first draft of three chapters, and securing early reader feedback.
Stage 4: Monitor - "What positive things are happening that I can acknowledge?" Creating measurable indicators helps you stay on course and recognize progress. This involves establishing both leading indicators (early signs of progress) and lagging indicators (final results). For example, a fitness goal might track daily steps (leading) and monthly weight measurements (lagging). Regular monitoring prevents discouragement by highlighting incremental improvements.
Stage 5: Modify - "What one change can I make to keep moving forward?" When progress stalls, this stage focuses on implementing small but significant adjustments. These modifications might involve changing your environment, adjusting your schedule, or refining your approach. The key is making precise, targeted changes rather than complete overhauls.
This framework isn't about working harder or longer hours-it's about working smarter through intentional focus. The Womacks emphasize selecting just one project to apply this process to, quoting Steve Jobs: "It's only by saying 'no' that you can concentrate on the things that are really important." They recommend choosing a project that has been stuck for at least six months and has significant potential impact.
By applying these five stages to a single stuck project, you create a template for success that can be replicated across other areas of your life. The momentum you gain becomes self-reinforcing, making each subsequent challenge easier to overcome. Success breeds success, and the confidence gained from unsticking one project provides valuable experience for tackling future challenges.
第4章
Motivation: Connecting to Your Personal Legacy
Motivation isn't just about fleeting inspiration-it's about connecting deeply with your purpose and creating lasting change. The Womacks make a crucial distinction between "getting motivated" (temporary excitement from external sources) and "being motivated" (enduring connection to purpose that drives consistent action). When you answer the fundamental question "What do I want to be known for?", you create a powerful filter for decision-making that makes it easier to say no to distractions and yes to opportunities aligned with your vision.
This approach strongly aligns with Simon Sinek's concept that people "buy why you do it." Understanding your core motivation clarifies not just what to do but why it matters in a larger context. Your motive becomes your legacy in action today, manifesting in daily choices and behaviors, rather than something reserved for the distant future or retirement years.
Two primary drivers of motivation exist: intrinsic motivation (internal ideas and passions you can't shake) and extrinsic motivation (external encouragement, circumstances, or rewards). Daniel Pink's extensive research on "autonomy" supports this framework, highlighting our innate desire to direct our own lives and be part of something meaningful. His studies show that once basic needs are met, intrinsic motivation becomes increasingly powerful in driving sustained performance and satisfaction.
Motivation often emerges from conflict or frustration - what the Womacks call "productive dissatisfaction." Jason shares a pivotal moment from 2006 when he realized he would never be promoted to senior management at his consulting firm despite his capabilities and track record. This realization-that there was "no other choice" but to leave-became the catalyst for significant career change, leading him to entrepreneurship and eventually co-founding his own successful consulting practice.
Ariana Friedlander's story powerfully demonstrates how motivation connects to authentic legacy-building. After starting Rosabella Consulting, she recognized her need to continue learning as an entrepreneur while simultaneously helping others grow. This led her to launch EntrepreNerds.biz, an innovative accountability book club helping entrepreneurs implement ideas from leadership books. By addressing her own needs while serving others, she created a sustainable model of motivation that benefits her entire community.
The Womacks specifically warn about "tall poppy syndrome"-a common phenomenon where enthusiastic, motivated people get criticized for standing out or disrupting the status quo. If you're actively creating the life you desire, you might face accusations of having too much energy, working too hard, or never being satisfied with "good enough." Building a strong support system early, including mentors and like-minded peers, helps overcome these potential saboteurs and maintains momentum during challenging times.
Sustainable motivation isn't about temporary inspiration from others' stories or high-energy presentations. Traditional motivational speeches often fail because speakers' motives and experiences, while inspiring, aren't aligned with your unique situation and goals. Without deliberately connecting their motivation to your own actions and values, the inspiration rarely translates into sustainable momentum. The key is developing your own clear understanding of what drives you and using that knowledge to fuel consistent action toward your desired legacy.
第5章
Mentors: Learning from Those Who've Gone Before
After clarifying what motivates you, the next stage focuses on finding guidance from those with relevant experience. The Womacks define a mentor as "someone with experience you're looking to gain who can teach you what they know-either in person or through their published work."
Mentors serve three key functions: building resilience by sharing stories of overcoming challenges, providing productivity ideas to help find time for stuck projects, and connecting you with smart people who expand your network. As Ralph Waldo Emerson wrote, a mentor is "someone who shall make me do what I can."
The authors recommend building a small group of powerful mentors rather than relying on a single guide. Monthly meetings with people willing to advise and act as sounding boards create ongoing support. The ideal approach involves identifying at least three people to learn from, accelerating your momentum significantly.
Jodi shares her strategy for accessing potential mentors by attending diverse conferences like The Do Lectures that attract people from various backgrounds. She also creates connection opportunities by organizing dinner parties, book clubs, and morning discussion groups-a proactive approach to relationship-building that has earned her a reputation as someone continuously growing.
Sometimes just knowing something is possible can be transformative. Roger Bannister breaking the four-minute mile in 1954 demonstrates this principle-once he proved it could be done, many others achieved the same feat within months. Seeing someone succeed at what you aspire to do provides powerful motivation and a template for success.
The Womacks expand the concept of mentorship beyond direct relationships to include people you may never meet personally-business celebrities, historical figures, or even organizations and conferences. Jason shares how he's learned from historical mentors, beginning with reading six books about Benjamin Franklin over twenty years ago. The insights gained from this deep dive continue to influence his productivity today.
Modeling-learning by observing others' behavior-significantly eases the burden of starting difficult projects. While it takes confidence to ask for guidance, seeking help from those willing to share their journey makes progress much easier. The authors encourage readers to embrace this approach when feeling stuck rather than trying to reinvent solutions independently.
第6章
Milestones: Breaking Down the Overwhelming
The third stage of momentum addresses a common obstacle: feeling overwhelmed by the size of your goals. By dividing large projects into smaller subprojects spaced about 30 days apart, you can maintain momentum without burning out. The authors recommend identifying at least three specific milestones for every significant project.
These milestones should be both achievable (broken down into manageable parts) and believable (something you truly believe you can accomplish). If a subproject doesn't seem believable, make it smaller-even small completed actions create momentum for the next steps.
The authors share how they use milestones to plan their annual leadership retreat, breaking it into three key subprojects: finalizing marketing materials by July 1, finalizing curriculum by August 1, and finalizing logistics by September 1. This 30-day timeframe approach keeps them focused on immediate priorities without becoming overwhelmed by the entire project at once.
Two powerful practices support this milestone approach:
The 30/30 Rule suggests working 30 undistracted minutes daily on a project aspect not due for at least 30 days. This consistent approach yields about 15 hours of focused work over a month-more effective than procrastinating and cramming at the last minute. Jason shares how he transformed his hectic travel schedule by dedicating just 30 minutes weekly to contacting clients in cities he'd be visiting. Over time, this allowed him to consolidate work in single locations, making his business more profitable and sustainable.
The 90/90 Rule recommends spending 90 minutes monthly looking 90+ days ahead. This investment helps escape day-to-day pressures by anticipating future needs and planning accordingly. With practice, this forward-thinking approach prevents deadlines from sneaking up unexpectedly.
Felice Martinez, a health and wellness consultant, shares how milestone planning transformed her practice: "Rather than feeling paralyzed by needing to figure out an entire project before starting, I broke work into 90-day cycles with specific deliverables, creating energy through completion and accomplishing more than I thought possible."
The authors acknowledge the common objection: "I don't have time to work on projects 90 or 30 days away when I'm busy with tomorrow's deadlines!" While this approach isn't easy to start, it pays off within 4-6 weeks. Using the 30/30 Rule consistently puts you ahead of schedule, reduces stress, and helps complete projects on time or earlier.
第7章
Monitoring: The Power of Tracking Progress
Creating a system to track progress is essential for maintaining momentum. Using quantitative measures-numbers, time, money, distances-provides clear indicators of progress. The authors share a story of meeting with mentor Frances Hesselbein, who asked them to "look out the window and see what is visible but not yet seen"-a perspective she learned from Peter Drucker.
When working toward milestones, identifying specific, measurable indicators helps you stay on course. Creating a dashboard of quantitative metrics allows you to acknowledge progress and make adjustments when needed. Jason illustrates this with his marathon training tracking: miles run, running days per week, and sleep hours.
A solid monitoring system provides competitive advantage by helping you recognize what's working and when course-correction is needed. Author Ben Fanning notes that recognizing how your work matters helps conquer burnout. As Dr. Larry Brilliant emphasized in his TED Talk: "Early detection, early response" enables quick action when needed.
Jason shares working with "Anne-Marie," a charity manager developing a library leadership program. Her initial vague goal to "make a positive difference" lacked measurable criteria. Through their conversations, they clarified specific metrics for what "making a difference" would look, sound, and feel like. They divided milestones into 30-day segments with 90-day reviews and designed a monitoring dashboard to track her progress against specific criteria.
Monitoring isn't just about tracking problems-it's equally about acknowledging progress. Few people leverage their "20/20 wisdom" by thoroughly debriefing completed projects. Without documenting lessons learned, valuable insights disappear within days. The purpose of debriefing is identifying both successful strategies and wasted resources to improve future performance.
Appreciation plays a crucial role in this monitoring process. As Richard Branson notes: "The way you treat your employees is the way they will treat your customers." Start each day by identifying who might make your life easier, then acknowledge them. Whether expressing gratitude in the moment or through daily reflection, the practice creates value both for the recipient and for you as the giver.
Neuroscience research shows gratitude activates brain regions responsible for reward, fairness, and self-reference. When someone receives genuine appreciation, they automatically plan to repeat whatever earned that gratitude. This "reward theory" works effectively because timing matters-rewards should occur as close to the desired behavior as possible.
第8章
Modification: Making Small Changes for Big Results
The final stage of momentum focuses on making small, targeted changes based on what you've learned through monitoring. When stuck-whether in traffic or on a project-stress increases. However, even minor adjustments in focus or approach can dramatically reduce that stress.
Modify means "to make partial or minor changes that improve the way things are." The key is building on the monitoring stage: tracking actions, celebrating wins, and acknowledging progress creates the foundation for effective modification. The more refined your tracking system, the easier it becomes to make real-time adjustments.
We resist change for several reasons: fear of more work, surprises, uncertainty, and loss of control. Common resistance patterns include not wanting to admit being wrong, perceiving change as too expensive or time-consuming, and having tried unsuccessfully to change before. Many people try numerous productivity systems and apps but never stick with anything long enough to see results.
The authors emphasize that making changes doesn't mean something is wrong with you or your project is broken. Your current knowledge and practices got you where you are-acknowledge that success. Now it's time to level up, embracing Michael Jordan's philosophy: "I've failed over and over and over again in my life and that is why I succeed."
When modifying your approach, focus on just one change at a time in one of three areas:
1. The Goal: Consider focusing on a smaller piece of your original project that, when completed, will put you on track for bigger milestones. Starting small often builds momentum because completing objectives feels good and builds confidence for the next level.
2. The Information: Examine what you know or think. Moving forward requires learning something new through books, magazines, websites, and especially your social circles. If you want to launch a business, spend time with entrepreneurs-the people you associate with significantly impact whether you focus on possibilities or complaints.
3. The Process: Create real change by automating, delegating, or eliminating tasks. Automation converts repetitive processes into automatic operations. Delegation involves entrusting responsibilities to others. Elimination means completely removing unnecessary tasks-if you're too busy to start your project, you must stop doing some current activities.
The authors contrast +1 Productivity (working longer hours) with 2x Productivity (working smarter). The +1 approach-adding extra hours early, late, or on weekends-eventually fails as you run out of hours to add. The 2x approach requires learning new techniques and setting up systems, but pays off enormously. Small efficiencies compound: saving 15 minutes per meeting recovers 12 hours annually; 5 minutes daily on email gives back 21 hours yearly.
第9章
Living Your Legacy Today: The Ultimate Impact
The Get Momentum process ultimately connects to living a life without regrets. Bronnie Ware's research on "The Top Five Regrets of the Dying" reveals people don't wish they had worked more on their deathbeds. Instead, they regret not living true to themselves, working too hard, not expressing feelings, losing touch with friends, and not allowing themselves happiness.
The process provides tools to live authentically by answering the fundamental question: "What do you want to be known for?" This legacy question isn't about the distant future-it's about how you live today. During a leadership workshop at a Silicon Valley company, Jason connected their core value "Focus on impact" with this motivation question, helping participants identify their purpose and understand what's truly important.
Getting momentum isn't a one-time event but an ongoing process that applies to both work and personal life. Key capabilities include clearing your mind by writing down everything that's occupying your thoughts, practicing asking for help as a sign of strength, looking into the future to pull yourself out of current stress, increasing awareness by noticing positive things, and making small, conscious changes one at a time.
The authors observe that their clients find work and life are connected-the leader they want to be at work mirrors the person they want to be at home: trustworthy, committed, kind, generous, supportive, and productive. The Get Momentum process encourages self-reflection-taking time to consider who you are and why you do what you do. Regular practice makes this thinking natural.
Building momentum, achieving outcomes, and reflecting on progress builds self-confidence, increasing your willingness to take on greater responsibility and make larger contributions. Sharing these principles with others deepens your own understanding. Imagine if everyone in your department knew what they wanted to be known for-supporting each other would become easier, helping everyone grow as contributors to the organization's mission.
The Womacks conclude with their mantra "We're smarter and better together," emphasizing that nobody achieves momentum alone. Top performers in all fields-athletes, musicians, actors, and business professionals-all have coaches. As Helen Keller said: "Alone we can do so little, together we can do so much." Building a support team isn't optional-it's essential for sustained progress on what matters most.
By applying these five stages-motivation, mentors, milestones, monitoring, and modification-to your most important stuck projects, you create not just momentum but a legacy of meaningful achievement that aligns with your deepest values. The question isn't whether you can get unstuck, but rather: what will you accomplish once you do?
