0:00

It's been said, what got you

0:02

here won't get you there. And

0:04

it's true with the pace at

0:06

which our world is changing, if

0:08

you aren't adapting, tweaking, and modifying

0:11

your leadership approach, you're likely

0:13

getting left behind. Today, we're

0:15

talking about leading with agility,

0:17

how to correct quickly. Hey,

0:20

welcome to another episode of the Craig Rochelle

0:22

Leadership Podcast. I am grateful beyond measure that

0:25

you would give me a little bit of

0:27

your valuable time each month. And I promise

0:29

to work hard to bring content that will

0:32

help you grow in your leadership. If

0:34

this content is helpful to you, seriously, it

0:36

would mean so much to me if you

0:38

would take a moment to like it wherever

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you consume it, to write a review or

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to rate it, that helps give us more

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exposure, and then to share on social

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tag me and someone from our team

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might repost you. We want to do

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everything we can to impact more people

0:55

to help leaders get better. Also,

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if you're new with us, we have

1:00

a leader guide, and it is essential

1:02

that you get your hands on the

1:04

leader guide. Go to life.church slash leadership

1:06

podcast. Just let us know you want

1:08

it. And with the release of each

1:10

episode, we'll send the leader guide to

1:12

you. It has tons of valuable information,

1:15

as well as discussion questions for your

1:17

team. This is an essential part of

1:19

you growing in your leadership. Now, let's

1:21

dive into today. I'm going to give

1:23

you a long introduction

1:26

using an aviation example. Stick

1:29

with me. We'll get to a payoff,

1:31

I promise. A few years

1:33

ago, I got my private pilot's

1:35

license, and I learned that when you're

1:37

a pilot, there is a joke, and the joke goes like

1:40

this. How do you know if someone is

1:42

a pilot? And the answer is,

1:44

don't worry about it. They'll tell you. And

1:46

it's very, very true. So if I haven't told

1:49

you, I happen to be a pilot. And

1:51

after I got my private pilot's license,

1:54

I then went and studied for my

1:56

instrument rating, which is probably more difficult

1:58

than getting your This license and

2:00

that gives you the ability to fly

2:03

and was Hall I M C was

2:05

stands for instrument meteorological Conditions and that's

2:07

when you fly solely based on read

2:09

the instruments instead of using external visual

2:12

references. Now with a look at a

2:14

research, I found the only about fifty

2:16

percent of all the pilots actually get

2:18

their instrument ratings and of those about

2:21

fifteen percent or current. Which means only

2:23

about seven percent or south of the

2:25

private pilot can actually do was hold

2:27

flying in the soup. What does that.

2:30

Mean that means that you can fly

2:32

in the clouds without any external visual

2:34

references. And believe or not, flying in

2:36

the Super in the clouds can be

2:38

very, very difficult. Pilots die in the

2:40

soup. Jfk Jr is an example. When

2:42

you're in the soup, when you're Niklaus,

2:44

you're blind to the normal indicators. You

2:46

can't see the horizon, can't see this

2:48

round so you don't actually know where

2:50

you are in. your body starts to

2:52

lie to you and you might think

2:54

that your tiny one way. when you're

2:56

not, think that your descending when you're

2:59

not and your body. Has a way

3:01

of lying very very quickly when you

3:03

can't see the normal indicators. What do

3:05

we do in leadership? Didn't want to

3:07

talk to about learning to read and

3:09

interpret and trust the instruments just like

3:12

you have to do when you're in

3:14

the suit. No matter what you feel,

3:16

no matter what your body tells you,

3:18

no matter how afraid you are, you

3:21

need to believe by say that what

3:23

you're reading on the instruments is trustworthy

3:25

and Lt right now whether you know

3:27

it or not. This.

3:29

Line in a soup. You're.

3:31

Reading in the soup you're leading

3:34

in a different environment where is

3:36

so much more difficult to accurately

3:38

gauge what's going on in the

3:40

world day because there have been

3:42

so many massive changes over the

3:45

last few years and you know

3:47

it use feel it's and that's

3:49

why going to tell you if

3:51

you are adapting. Tweeting.

3:54

And of modifying your leadership

3:56

approach, you're probably getting left

3:59

behind. Let me give

4:01

you a short list of a

4:03

few other changes in the world's

4:05

This is not exhaustive, but it's

4:07

a running start. What is different

4:09

today than just a few years

4:12

back. We've got Globalization the world,

4:14

Swinton, and Moving Faster bigots, technological

4:16

innovation. We got the rise of

4:18

Ai. Who knows where this is?

4:20

Once we've got the increasing distrust

4:22

of leaders people used to typically

4:24

trust those and leadership. There is

4:26

a tendency to bias towards massive

4:29

and quick distrusted. Day, You've got

4:31

the emergence of the Council

4:33

concerts. You know that you

4:35

could say once wrong things

4:37

had one misstep And visit

4:39

Council to dates. you've got

4:41

the deeply polarized opinions and

4:43

values and besides have noticed

4:45

this is an election year.

4:47

You've got remote work dynamics

4:49

playing into account today and

4:51

that was different than in

4:53

the past. Or you've got

4:55

the important focus on diversity

4:57

and inclusion. You've got the

4:59

ongoing. Overload of information. You read

5:01

and hear and see what feels

5:04

like almost everything. Bad news, complicated

5:06

news from all over the world.

5:08

You've got the prevalence of mental

5:10

health issues. When I started in

5:12

leadership thirty years ago, that was

5:14

a really even have a phrase

5:16

or concern. Now it's everywhere. You've

5:18

got the waning resilience of team

5:21

members. seems like people are falling

5:23

apart faster and faster. and you

5:25

got the anti works concerts and

5:27

quite quitting. The world is very

5:29

very. Different. No. Wonder

5:31

you might be tired? The.

5:34

Wonder you might be a little bit

5:36

discouraged The flying. Or. You're

5:38

leading in the soup and I want

5:40

to talk to about a little bit

5:42

of a different ways to see how

5:45

do you fly in the soup or

5:47

party lead was agility and for right

5:49

quickly and is tossing be a little

5:51

bit different. Normally I'm going to be

5:53

kind of really structured but wanna do

5:55

is be a little more free flowing

5:57

and talk about what I'm saying and

5:59

what I'm sensing in my current place

6:01

of leadership. and then you can kind

6:03

of adoptive adopted to where you are.

6:05

Three big thoughts and them where to

6:07

look at six things that I'm addressing

6:09

as you might be addressing his wealth

6:11

redux. That's how do we lead with

6:13

agility? Number One. You.

6:15

Need to learn to read,

6:18

interpret and thrusts your instruments.

6:21

Learn. To read, interpret, and thruster

6:23

in Swiss to journey make the

6:25

constant nonstop small corrections. And number

6:27

three, I thought this: you need

6:29

of learn to feel and full

6:32

feel and flow and your leadership.

6:34

Let's talk about him one by

6:36

one. And then we're going to

6:38

look at six big changes that

6:41

I'm addressing. Number One: You want

6:43

to learn to read, interpret, and

6:45

frost your instruments at now More

6:47

than ever, you want to read

6:50

everything about the culture, In the

6:52

World. The day you want to know

6:54

everything about the culture in your workplace,

6:56

you want to be asking questions. You

6:58

wanna be studying the numbers. You can

7:00

be starting the data. You want to

7:02

try to interpret exactly what you have

7:04

in front of the for example, I

7:06

am a pastor of a church and

7:08

in our world back in two thousand

7:10

and nineteen, attendance was such and such.

7:12

Two thousand twenty cove ahead and Arcs

7:14

physical attendance of people worship concerts. Billings

7:17

went way way down. Now here's what's

7:19

crazy over the next few years: attendance.

7:21

Was building back out. This will be

7:23

the first year that are attendance will

7:25

likely see where it was in two

7:27

thousand. Nineteenth attendance was down but was

7:29

crazy as are giving or a revenue

7:31

was way way up. This.

7:33

Is bizarre. This is confusing is

7:35

almost unsettling to me is a

7:37

pastor because giving is generally a

7:39

reflection of the number of people

7:41

that you're reaching in the depths

7:43

of the engagement or disciples if

7:45

you have going on in their

7:47

hearts. when you have more people

7:49

coming and you got great engagement,

7:51

giving goes up. When you have

7:53

fewer people coming or lesser engagement

7:55

giving goes down suddenly we have

7:57

fewer people coming and more giving.

8:00

Coming in and this is very

8:02

disorienting, What do we have? The

8:04

answers? I'm not quite sure. How

8:07

do we interpret that? Maybe one

8:09

thing is that the frequency at

8:11

which people attend his way down.

8:13

Maybe we're reaching way way way

8:15

more people. Online. I

8:18

don't know what it is, but when

8:20

I have to do is study, it's

8:22

analyze it's interpret it and try to

8:24

understand what I know as is very

8:27

very different than what we had five

8:29

years before. Massively difference and so I

8:31

need to change how I see how

8:34

I asked and how I lead in

8:36

this situation flying in the soup. Other

8:38

examples is that and our search teams

8:41

and people seem to be working sometimes

8:43

a little bit less meaning we might

8:45

have fewer services. But more people

8:47

are struggling at times when I'm exhausted. Burnouts

8:50

the work day in many parts of the

8:52

country where I love his sword or meaning

8:54

school starts a little bit later and in

8:56

Zola Budd earlier so parents are having to

8:58

come to work a little bit later. Level

9:01

of the Earth the word disorders And yet

9:03

people are dealing with no health issues, Marriages

9:05

are struggling, people are burned out and so

9:07

I want to try to understand. like. Why?

9:10

What's going on When I need to

9:13

understand how do we respond to help

9:15

people succeed both in their homes and

9:17

a workplace? I'm flying in the soup.

9:19

I'm not sure what you need to

9:21

study in your organization, but there is

9:23

something for you. It might be studying

9:26

why something is working, some is going

9:28

great. You know why it's going great

9:30

because lights my friend and his daily

9:32

says wonder if it doesn't grub great

9:34

if you don't the wise working what

9:36

it is you're not a fixer when

9:38

it's not. See what. Does Advisers one

9:41

bricks? You might want to understand why

9:43

a revenue is up. Or. down

9:45

you might want to look very

9:47

carefully employee retention at the of

9:49

an issue there you might want

9:51

to look at analytics or returned

9:54

items if you're in retail or

9:56

returning customers would average as you

9:58

want to learn study under what's

10:00

going on and especially when it

10:02

comes to the health of

10:05

your team. As it goes with

10:07

your team, so it goes with

10:09

the organization and I would suggest

10:11

that you really genuinely care about

10:13

your people, like deeply care about

10:15

your people and dive

10:17

in full force to understand how

10:20

are they actually doing.

10:23

Because based on my observation and

10:25

those I'm talking to, our employees

10:27

today are likely struggling more

10:29

than they were five years ago. So what

10:31

do you want to do? You want to

10:33

ask questions and you want to

10:35

listen. You want to be a student. We're not assuming

10:38

we know because we don't really know because we're in

10:40

the soup. I recommend different

10:42

surveys. We use the Gallup Q12

10:44

employee engagement survey. We'll link to

10:47

that in the notes. We use

10:49

the emotional intelligence test. You want

10:51

to use any kind of self-awareness

10:53

test. You want to study or ask

10:55

questions. You want to understand how are

10:59

your team members actually doing because it really,

11:01

really matters because you care for them. So

11:03

number one, you want to learn to read,

11:06

interpret, and trust your instruments. Your

11:08

feelings may tell you one thing.

11:10

Your instincts may tell you something

11:12

else. You want to read and

11:14

understand what are the numbers telling

11:16

you? What are you hearing? You

11:18

want to trust your instruments. You

11:20

want to understand, interpret what is going

11:22

on. Number two, you want to

11:24

make constant non-stop

11:27

small corrections.

11:29

Why? If you're

11:31

flying in the soup, remember you can't see the

11:33

ground and you can't see the horizon. You've got

11:35

no reference. So to use an

11:37

aviation example, when you're in the soup

11:40

and like literally you can be in the clouds for 30 minutes

11:43

an hour just flying, yeah, cruise out and you

11:45

can't see anything. And so you want to make

11:47

sure wings are level at that point. And then

11:49

there's three big things you want to manage, especially

11:52

when you're coming in for a landing and you're

11:54

in the soup. You want to manage your speed,

11:56

your direction, and your altitude, your speed.

11:58

You don't want to be going too fast,

12:01

because that can be bad for the wings.

12:03

You don't be going too slow or you

12:05

could stall. You want to be managing the

12:07

direction. If you're coming in for the airport,

12:09

you want to aim for the airport. If

12:11

you're just a couple of ticks off, you're

12:13

going to miss the airport. And then you

12:15

want to manage your altitude. If you're too

12:17

high, you're going to overpass the airport. If

12:19

you're too low, you're going to crash into

12:21

the ground or the tower or whatever. And

12:23

so you're managing speed, direction, and altitude. The

12:25

same is true in your leadership. You're managing

12:27

the speed at which things get done. You're

12:30

managing the direction at which your organization is

12:32

going. And you want to be at the

12:34

right altitude so you understand and can interpret

12:36

what's going on to lead well. Now, when

12:38

you're flying a plane, this sounds

12:40

kind of crazy. People is counterintuitive. I

12:42

had to learn this. You

12:44

pitch for speed and you power for

12:47

altitude. I would have thought before

12:49

I was a pilot that if you want to go

12:51

faster, you give more power. You actually don't do that.

12:53

You pitch for speed. If you want to go faster,

12:55

you go nose down. And you pick

12:57

up speed. If you want to go slower, you actually go nose up.

13:00

And that slows you down. Then you power

13:02

for altitude. If you want to stay where

13:04

you are, you leave the power. If

13:06

you want to go higher, you add more power. If you

13:08

want to go lower, you actually pull the power back. And

13:10

then you nose up to let it slow down. And then

13:12

you start to sink. You pitch for speed. And

13:15

you power for altitude. If

13:17

you're on an inbound landing, you're

13:19

actually following what's called an approach. And I don't

13:22

want to nerd out, but there's an ILS, an

13:24

RNAV, a DOR approach, all sorts of different approaches.

13:26

And there are different systems of giving you kind

13:28

of like an invisible track in the

13:31

sky to follow all the way down to

13:33

the runway. The beautiful thing about

13:35

many planes today is you can actually program

13:37

in an approach. And you can put it

13:39

on autopilot. And for the most

13:42

part, the plane will follow the pathway all

13:44

the way down. But to be a

13:46

good pilot, we want to be able to fly it by hand.

13:48

And so we train to do this. And when we do, it

13:52

is impossible to describe to

13:54

you how many small changes

13:56

you're going to make on

13:58

the way down. be

14:00

dozens, it could be hundreds of very, very

14:02

small quick changes. What you're doing is you're

14:05

going to nose up just a bit, nose

14:07

down just a little bit. You're going to

14:09

alien on right, alien on left. You can

14:11

add a little power, pull a little back.

14:14

Nonstop, you're tweaking because you don't want to be too

14:16

high, too low. You don't want to be to the

14:18

right. You want to be to the left. Back to

14:21

your leadership, how does this apply? If

14:24

you feel like you're making

14:26

constant, nonstop,

14:29

small corrections, you

14:31

are very likely leading well.

14:34

This is just based on my observation. If you are

14:37

not making constant, nonstop,

14:39

small corrections, then

14:41

I'd say it this way, Navy, the plane's about to get away

14:44

from you. Or your leadership organization

14:46

could be drifting faster away from you

14:48

than you realize. What you want to

14:50

do is you want to make constant,

14:53

nonstop, small corrections. We're going to

14:55

talk about six areas to do

14:57

that in. Number one, learn to

15:00

read, interpret, and trust your instruments.

15:02

Number two, make constant, nonstop, small

15:04

corrections. Number three, learn to feel

15:07

and flow. Learn to feel

15:10

and flow. What you want to do

15:12

is you want to obsess about what

15:14

you see, but at the same time

15:16

you want to intuitively feel what's going

15:19

on. We're reading the numbers and

15:21

we're interpreting. What you want to do is you

15:23

want to see problems early

15:26

and you want to

15:28

solve them quickly. The

15:30

moment you start to see a problem, you want

15:32

to recognize, okay, this is an issue, I

15:35

see it, I want to solve it quickly,

15:37

don't overreact when you see it, don't overcorrect.

15:39

What you want to do is you want

15:41

to read it, you want to feel it,

15:43

and you want to flow with it. When

15:45

I'm hand flying down on an approach, I

15:47

don't ever want to overcorrect. I don't want

15:49

to wait too long. Immediately when I see

15:51

any indication being off, small corrections, small move,

15:53

a little bit more Power, a little bit

15:56

less power, little nose down, little nose

15:58

up, we're feeling and we're flowing. It

16:00

would not jerking. We're not overreacting,

16:02

we're not under reacting. Were catching

16:05

it immediately. All. That

16:07

to point to this. What? Are

16:09

some examples of how you're likely leading

16:11

in the soup right now. I want

16:14

to give you a few of them.

16:16

And so you six different things that

16:18

I'm working on in leading with our

16:21

team. And here's here's why. this is

16:23

a little bit different. I'm

16:26

actually gonna talk about both sides of a

16:28

similar issue if I'm descending on an approach.

16:30

There times when I have to go nose

16:32

up to slow down and then I had

16:34

to go nose down to to speed up,

16:36

and I may do that eight times in

16:39

the way down. because I'm adjusting. I'm adjusting

16:41

on both sides. if I'm coming in and

16:43

across, when I may have to aileron left

16:45

or right, Let's turn the plane right or

16:47

left. over and over and over again because

16:50

I'm correcting on both sides to stay on

16:52

the pathway. Now.

16:54

More than ever. Now. More than

16:56

in three decades of leadership I find

16:58

myself for resting on both sides of

17:00

an issue. If you find yourself doing

17:03

this, I think you're probably leading well.

17:05

Let me give you the air's first

17:07

thing is this when it comes to

17:09

work ethic work pulsars, I'm having to

17:11

tell people. To. Things on

17:13

both sides the same issue. I'm

17:15

having to lead and tell people you need to work harder. And.

17:18

Have any tell people you need a rest better. Both.

17:21

Sides of the issue: Some people need

17:23

to work harder. A lot of people

17:25

need to rest. Better. To

17:28

be real honest with you, when we hired

17:30

a bunch of had a new staff members,

17:32

we had to go over more than. Today

17:35

than before. What a baseline

17:37

work week is. And.

17:40

Not to sound demeaning anyway, but we have

17:42

to say hey you a full time job

17:44

starts at forty hours a week and let's

17:47

go through a typical minutes nine eleven at

17:49

three and do that for four days, the

17:51

day off and in income. Alice, How many

17:53

hours is that some up to and something

17:55

like thirty one? Goodness, I see not a

17:58

full time job and south we do. Those

18:00

people that have a full job starts

18:02

at forty hours and in ministry thirty

18:04

me times when we do more than

18:06

that because of the unusual demands of

18:08

caring for people at unusual hours. Then

18:10

at the same time we get some

18:12

people that any kind of raise the

18:14

box get other people. They're like the

18:16

go on so hard, so hard to

18:18

hard to hard and they're exhausted. What's.

18:20

Happening during to come in and title uncommon

18:23

but that burn out some of them are

18:25

a lot of them are misinterpreting where they

18:27

are and uni as a leader to read

18:29

interpret what's going on in to help them

18:32

to succeed. Some people are not tired and

18:34

they retired. They could take a nap or

18:36

take a vacation. Many people are not tired

18:39

or depleted to. There's a difference. if you're

18:41

tired you could take a nap. If you're

18:43

depleted you need to refill. And

18:45

so we need as leaders to help

18:48

our team members and learn how to

18:50

resell for many people as not did

18:52

they don't have enough time off, but

18:54

they're not using their time off to

18:56

replenish their energy or their spiritual fire

18:59

or their marriage or whatever is. and

19:01

they've got. Exterior. Problems

19:03

outside of work that are contributing

19:05

to marital problems, parenting issues and

19:07

professional issues. and now more than

19:10

ever we are holistic. Leave the

19:12

cycling or training people to be

19:14

successful so we're correctly on both

19:17

sides of the issues. Some people

19:19

you are harder, some people need

19:21

a rest better. The second thing

19:23

is this I find them doing

19:26

this more more is it we

19:28

have to communicate earlier. And

19:31

communicate longer. If

19:33

we want to lead to something to change when

19:35

you say it, Earlier before expected

19:38

to change and we need to keep

19:40

saying it longer in order to create

19:42

change or in the old days back

19:44

when the world's a little bit less

19:47

complicated. Than. We come into

19:49

a staff meeting with our team and say okay here's

19:51

where it a do and everybody kind of do it

19:53

Now we're finding as if we do that one time

19:55

it doesn't tend to move the needle as much so

19:58

we have to do as we have to. Communicating

20:00

earlier before we even go public and then

20:02

communicate longer what we're doing now and really

20:04

big changes. Part of it's because of the

20:06

size. we have more people get to work

20:08

harder to change that. We start with our

20:10

top leaders and then we go to the

20:12

next group of the leaders and them a

20:14

go to the whole staff and then we

20:16

repeat what happens is I'll start with our

20:18

top four leaders and will say here's vertigo

20:20

then we made with our top twenty leaders

20:22

are so into his we're going ago and

20:24

we have a meeting where have one hundred

20:27

liters a command and we piss it to

20:29

them so they all understand we're on the

20:31

same taste in we bring the whole staff

20:33

together from all the different locations and we

20:35

tell to them and then. We.

20:37

Repeat it for quite a long period

20:39

of time. For about eighteen months we

20:41

talked about three things in our Is

20:43

A. We talked about reaching people, creating

20:45

margin and simplifying processes. What arena do

20:47

If you ask anybody anywhere on our

20:50

team what are we working on they

20:52

will all tell you. Rich people create

20:54

margin, simplify processes, reach people. I told

20:56

you that attendance was down was a

20:58

big problem, is worth shirts and we

21:00

exist to reach people. Jesus told us

21:02

to go on all the world preach

21:04

Gospels so we were reaching fewer people.

21:06

That unacceptable. We are rich people. That's number

21:09

one for us to create margin. What does

21:11

that mean in a for profit? Does this?

21:13

You want to create profit. A were not

21:15

a for profit business. We create margin and

21:18

what we do as we use that to

21:20

find ministry's how do we start. Three.

21:22

New Lifers locations in a year

21:24

and pay for my cat in

21:27

cast. We create financial margin that

21:29

with input into new ministry's in

21:31

order to reach new people. It's

21:33

a very important part of our

21:35

spiritual strategy stamps. We simplify processes

21:37

We found is that we know

21:40

bros creates complexity and complexity kills

21:42

growth and our team had grown

21:44

to almost a thousand employees and

21:46

we are slower so we determined

21:48

we have to simplify processes so.

21:51

For. Eighteen months. Eighteen

21:54

months. and every meeting with

21:56

people create margin simple by processes that

21:58

kind of long term for would have

22:00

been unheard of 10 years ago. But what I

22:02

found is you have to communicate earlier and

22:05

communicate longer. And over

22:08

the past year, our numbers and

22:11

spiritual impact reflected significantly

22:13

that focus. Had

22:16

we not worked for a long period

22:18

of time, we wouldn't have seen the

22:21

incredible results. I'm gonna encourage you to

22:23

communicate earlier and communicate longer. Number three,

22:25

you're gonna need to lead with faith-filled

22:27

optimism and cautious pessimism. People need

22:29

to know that things can get better and that we're gonna

22:31

make a difference. In my terms, I would say that God

22:33

is working and God is moving.

22:35

And at the same time, the world is complicated. And

22:38

so we gotta be very, very careful. It's

22:40

an election year. The economy, it appears

22:42

to be booming in some places. And

22:46

yet there's a lot of indicators that are going

22:48

like debt's out of control and interest is still high and

22:50

it's an election year. To

22:53

me, it feels a little bit unstable. So

22:55

we're gonna have to be careful. It feels

22:57

a little bit unstable. So what we wanna

22:59

do is we wanna lead with faith-filled optimism.

23:01

And yet, wait a minute, we

23:03

gotta be really, really careful because things

23:06

could change quickly. And so I'm

23:08

leading on both sides of that issue. Pitch

23:10

up, pitch down, power up, power

23:13

down, leading on both sides of

23:15

the same issue. Number four, especially

23:17

in ministry worlds, and I'd say

23:20

this for everybody, we're gonna need

23:22

to love and lead with greater

23:24

clarity and deeper compassion.

23:27

We're gonna love and lead with greater clarity

23:29

and deeper compassion because there are

23:32

more complicated issues in our world

23:34

today with gender questions,

23:37

sexuality, mental health issues,

23:39

marital breakdown, financial issues,

23:41

integrity issues. And when

23:44

it comes to your staff and team or

23:46

the people that you pastor or whatever is

23:49

you want to correct firmly

23:51

and pastor gently. We need to lead with

23:54

greater clarity. Here's what we believe and here's

23:56

what we expect. And yet

23:58

deeper compassion, knowing that people- are hurting

24:00

and they need love. Two more. Number five

24:02

is in our world we're saying this we're

24:04

gonna think bigger and we're

24:07

gonna focus on the one. We're gonna think bigger

24:09

and we're gonna focus on the one. We're gonna think bigger than ever. Bigger

24:12

than ever. We have the ability

24:14

now through the U-Version Bible app we

24:16

will impact over a billion people. That's

24:18

bigger than ever. And yet for

24:21

us we never ever ever want to be

24:23

too big to forget about

24:25

caring for the one. From my spiritual background

24:27

we read about Jesus who would leave 99

24:29

sheep to go after the one. So

24:32

what we're saying over and over and over again

24:34

here is that we're big enough to impact the

24:36

world. We're small enough to care

24:38

for the one. We're big enough to

24:41

impact the world. We're small enough to care

24:43

for the one. You might want to think bigger

24:45

in your impact but you also want to

24:48

care for people. Number six we want to

24:50

steward wisely and we want

24:52

to invest big. Steward wisely. I think

24:54

in this culture today more than ever

24:56

we got to pinch pennies and be

24:59

wise about everything. But in order

25:01

to have a big impact sometimes you have to swing

25:03

for the fence. And so right now

25:05

I find myself again pitch up pitch down power

25:07

up power down. I find myself on both sides

25:09

like don't spin that and yes

25:12

let's go big. Hey let's be really really

25:14

wise and really really careful. And yes

25:16

we've got to put the pedal

25:18

to the metal now and do something significant.

25:20

And it feels almost schizophrenic but it's not.

25:23

In order to swing for the fence you have

25:25

to actually pinch pennies. It feels

25:27

like in leadership today more than ever before

25:30

that I'm making constant non-stop small

25:33

corrections and I would say most

25:35

likely where you're leading how you're

25:37

leading you need to do the

25:39

same thing. Quick application let's

25:41

do some questions to help you get

25:43

better. Number one learn to read interpret

25:45

and trust your instruments. Here's my question

25:47

for you. What are

25:50

the most important metrics and

25:52

cultural indicators you need to

25:54

read interpret and

25:57

trust. You may get around your team.

26:00

you work with, your key volunteers, and ask yourself,

26:02

what are the most important metrics? What are the

26:04

numbers you're studying? Cultural indicators that could be in

26:06

your team's culture or

26:08

in the culture at large that you

26:10

need to read, interpret, and trust. Thought

26:14

number two, we're going to make constant

26:16

nonstop small corrections. You'll likely be

26:18

leading on both sides of the same issue, maybe

26:20

work ethics. For some people, you're saying, giddy up.

26:23

For others, you're saying, slow down when

26:25

it comes to spending. Hey, we need to be more conservative. Hey,

26:27

we need to be more aggressive. Here's

26:30

your question. What are the

26:32

primary issues that need constant

26:34

attention or correction? If

26:36

you can't name two or three right now, chances

26:39

are you're probably missing something important. What

26:41

are the primary issues in your organization

26:43

for your missional success that need constant

26:46

attention or correction? Then finally, number three

26:48

is learn to feel and flow. This

26:50

is where we just, we study the

26:52

numbers, we look at it, and

26:54

then we flow. We know

26:57

what's going on, and then we trust our

26:59

instincts to interpret and to flow with it.

27:01

We're not overcorrecting. We're not jerking. We're not

27:04

coming in, ah, this is wrong. No, we're

27:06

just correcting. Hey, let's stop this. Hey, let's

27:08

go this way. Hey, let's go this way.

27:11

And the question would be this. What

27:13

changes do you need to make to

27:15

lead with a better flow? For

27:18

me, sometimes I'll, ah, emotionally

27:20

overreact and I'll come in too

27:22

strong. What changes do you in

27:25

your leadership need to make to lead

27:27

with a better flow? We're not going

27:29

to overcorrect. We're not going to undercorrect.

27:32

We're going to see problems early and

27:34

we're going to solve them quickly. All

27:36

right. We covered a

27:38

lot of ground and what I want to do

27:40

is make a promise to you. I'm going to

27:42

work hard to bring valuable leadership content. I'm going

27:44

to ask you, if you wouldn't mind, to share

27:46

this content. Invite others to be a part of

27:48

the community. We're not monetizing this. There are no

27:50

ads. This is just my best attempt to help

27:52

you get better. Would you invite others to be

27:54

a part of our leadership community? Be

27:57

sure and get the leader guide,

27:59

life.church slash leader. podcast. When

28:01

you post, tag us and we'll likely

28:04

repost you to help others

28:06

be a part of the leadership community. And

28:09

I want to tell you that sincerely

28:11

I love you and care about you. I believe

28:14

that you have more in you. I'm praying that you

28:16

would have the confidence to do everything that you're called

28:18

to do and make a difference in this world.

28:20

Your leadership matters more than you know and

28:23

just want to get better. Really

28:25

good news. Everyone wins when

28:27

the leadership is.