Carl Lentz

So the way I frame it is what am I going to do with that scoreboard that I see? I choose not to activate it because to say you don't see it, for me, that's not honest. I've seen other people, maybe they're more healthy than me, but I do see it. I am human. And I do sometimes feel like hey, you owe me, but that's not right.

So the way I frame it is what am I going to do with that scoreboard that I see? I choose not to activate it because to say you don't see it, for me, that's not honest. I've seen other people, maybe they're more healthy than me, but I do see it. I am human. And I do sometimes feel like hey, you owe me, but that's not right.

So rather than push or resist or act like that thought's not real, I bring that sucker out and I look at it and I say, no, we're not doing that.

So rather than push or resist or act like that thought's not real, I bring that sucker out and I look at it and I say, no, we're not doing that.

So rather than push or resist or act like that thought's not real, I bring that sucker out and I look at it and I say, no, we're not doing that.

Yeah, blue blockers are still cool. The yellow ones are even cooler, like the night vision rifle glasses.

Yeah, blue blockers are still cool. The yellow ones are even cooler, like the night vision rifle glasses.

Yeah, blue blockers are still cool. The yellow ones are even cooler, like the night vision rifle glasses.

These are really good questions, by the way. I'll point to a friend and in many ways a mentor to me. His name is Jason Jaggard. He runs Novus Global, which is a coaching firm. And I learned so much from these guys that it's just I can't even articulate it. And I would submit to any boss or anybody at a high level.

These are really good questions, by the way. I'll point to a friend and in many ways a mentor to me. His name is Jason Jaggard. He runs Novus Global, which is a coaching firm. And I learned so much from these guys that it's just I can't even articulate it. And I would submit to any boss or anybody at a high level.

These are really good questions, by the way. I'll point to a friend and in many ways a mentor to me. His name is Jason Jaggard. He runs Novus Global, which is a coaching firm. And I learned so much from these guys that it's just I can't even articulate it. And I would submit to any boss or anybody at a high level.

Most of my life now I spend with executive coaching, dealing with people who are running companies. And the situations are the same across humanity, but the weight is different. That's all you find. And so in a situation like this, I often tell a boss, this is a beautiful way to go about it. I broke your trust by doing this. I'm sorry, forgive me.

Most of my life now I spend with executive coaching, dealing with people who are running companies. And the situations are the same across humanity, but the weight is different. That's all you find. And so in a situation like this, I often tell a boss, this is a beautiful way to go about it. I broke your trust by doing this. I'm sorry, forgive me.

Most of my life now I spend with executive coaching, dealing with people who are running companies. And the situations are the same across humanity, but the weight is different. That's all you find. And so in a situation like this, I often tell a boss, this is a beautiful way to go about it. I broke your trust by doing this. I'm sorry, forgive me.

Please let me know the impact that my actions had on you so I can seek to make it right. Who's rejecting that? And then they have to trust that there is room to talk about the impact. Okay, you did this and now I don't know if I can ever trust you. I hear that. And then you operate from there and you get a chance to amend it.

Please let me know the impact that my actions had on you so I can seek to make it right. Who's rejecting that? And then they have to trust that there is room to talk about the impact. Okay, you did this and now I don't know if I can ever trust you. I hear that. And then you operate from there and you get a chance to amend it.

Please let me know the impact that my actions had on you so I can seek to make it right. Who's rejecting that? And then they have to trust that there is room to talk about the impact. Okay, you did this and now I don't know if I can ever trust you. I hear that. And then you operate from there and you get a chance to amend it.

But this clears up the room for everybody because the impact's not the same. Like my trust break didn't impact you, Minda, the same way it impacted somebody in our church in Manhattan or somebody that was a part of our church in Jersey. So I can't just be like, I'm sorry. You were disappointed that I was a pastor. No, that's not even why that person was hurt.

But this clears up the room for everybody because the impact's not the same. Like my trust break didn't impact you, Minda, the same way it impacted somebody in our church in Manhattan or somebody that was a part of our church in Jersey. So I can't just be like, I'm sorry. You were disappointed that I was a pastor. No, that's not even why that person was hurt.

But this clears up the room for everybody because the impact's not the same. Like my trust break didn't impact you, Minda, the same way it impacted somebody in our church in Manhattan or somebody that was a part of our church in Jersey. So I can't just be like, I'm sorry. You were disappointed that I was a pastor. No, that's not even why that person was hurt.