Craig Groeschel

Not only do you learn by asking questions, but you also learn by observing what kind of questions other people ask you. I'll give you several examples. You're doing a job interview. At the end of the interview, you're usually going to say, do you have any questions for us? Don't say that. That's a dumb question for you to ask. What I always say, I don't ever say, do you have any questions for us?

Not only do you learn by asking questions, but you also learn by observing what kind of questions other people ask you. I'll give you several examples. You're doing a job interview. At the end of the interview, you're usually going to say, do you have any questions for us? Don't say that. That's a dumb question for you to ask. What I always say, I don't ever say, do you have any questions for us?

I always say, hey, I'm sure you got a lot of questions. Fire away. Why do I do that? Because the questions they ask really determine a lot about how I feel about them as a candidate. What you want to do is you want to hear their questions, not just, do you have any questions? That's like, yes or no, or they ask you one question. Like, hey, I know you got a lot of questions to ask away.

I always say, hey, I'm sure you got a lot of questions. Fire away. Why do I do that? Because the questions they ask really determine a lot about how I feel about them as a candidate. What you want to do is you want to hear their questions, not just, do you have any questions? That's like, yes or no, or they ask you one question. Like, hey, I know you got a lot of questions to ask away.

I always say, hey, I'm sure you got a lot of questions. Fire away. Why do I do that? Because the questions they ask really determine a lot about how I feel about them as a candidate. What you want to do is you want to hear their questions, not just, do you have any questions? That's like, yes or no, or they ask you one question. Like, hey, I know you got a lot of questions to ask away.

I'm trying to set the tone where like, I want to hear five, six, seven, eight questions from you. And the reason why I want to hear their questions, because what people ask about determines what people value. What they ask about is a reflection of what's important to them. If they ask, well, how many hours do you expect me to work around here? Or tell me all about the benefits.

I'm trying to set the tone where like, I want to hear five, six, seven, eight questions from you. And the reason why I want to hear their questions, because what people ask about determines what people value. What they ask about is a reflection of what's important to them. If they ask, well, how many hours do you expect me to work around here? Or tell me all about the benefits.

I'm trying to set the tone where like, I want to hear five, six, seven, eight questions from you. And the reason why I want to hear their questions, because what people ask about determines what people value. What they ask about is a reflection of what's important to them. If they ask, well, how many hours do you expect me to work around here? Or tell me all about the benefits.

Or when can I be promoted? Those aren't the worst questions, but they're kind of close, right? And if that's all they ask about, that might be an indication this is not the best candidate. I'll give you another example. Whenever I visit Life.Church locations, if you can imagine with 45 of them and doing this for almost 30 years, I've done hundreds of visits. three decades.

Or when can I be promoted? Those aren't the worst questions, but they're kind of close, right? And if that's all they ask about, that might be an indication this is not the best candidate. I'll give you another example. Whenever I visit Life.Church locations, if you can imagine with 45 of them and doing this for almost 30 years, I've done hundreds of visits. three decades.

Or when can I be promoted? Those aren't the worst questions, but they're kind of close, right? And if that's all they ask about, that might be an indication this is not the best candidate. I'll give you another example. Whenever I visit Life.Church locations, if you can imagine with 45 of them and doing this for almost 30 years, I've done hundreds of visits. three decades.

And so when I walk into a place, because I've done it so many times, there are patterns that just shout at me. It's like when I see it, I see it. When I don't see it, it should be there. When they say it, it's like my head's about to explode with information based on the patterns that I've seen. And so a lot of times we'll do dinner with the staff, and I let them ask questions.

And so when I walk into a place, because I've done it so many times, there are patterns that just shout at me. It's like when I see it, I see it. When I don't see it, it should be there. When they say it, it's like my head's about to explode with information based on the patterns that I've seen. And so a lot of times we'll do dinner with the staff, and I let them ask questions.

And so when I walk into a place, because I've done it so many times, there are patterns that just shout at me. It's like when I see it, I see it. When I don't see it, it should be there. When they say it, it's like my head's about to explode with information based on the patterns that I've seen. And so a lot of times we'll do dinner with the staff, and I let them ask questions.

And there are questions I wanna hear, and there are questions that aren't the best ones, because questions reveal priorities and values. People ask about what they care about. And so whenever staff says something like, okay, so you spent Sunday here, what's one thing we can do to improve? Or what did you notice that we might miss?

And there are questions I wanna hear, and there are questions that aren't the best ones, because questions reveal priorities and values. People ask about what they care about. And so whenever staff says something like, okay, so you spent Sunday here, what's one thing we can do to improve? Or what did you notice that we might miss?

And there are questions I wanna hear, and there are questions that aren't the best ones, because questions reveal priorities and values. People ask about what they care about. And so whenever staff says something like, okay, so you spent Sunday here, what's one thing we can do to improve? Or what did you notice that we might miss?

Okay, those are growth questions, and those are telling me the staff's postured to learn. Sometimes they'll say like, how did we compare to other campuses? Or did you notice anything wrong? Again, it's not a huge thing, but they're focused on comparison and validation rather than transformation. It doesn't matter how you compare. And you're not looking for something wrong.

Okay, those are growth questions, and those are telling me the staff's postured to learn. Sometimes they'll say like, how did we compare to other campuses? Or did you notice anything wrong? Again, it's not a huge thing, but they're focused on comparison and validation rather than transformation. It doesn't matter how you compare. And you're not looking for something wrong.

Okay, those are growth questions, and those are telling me the staff's postured to learn. Sometimes they'll say like, how did we compare to other campuses? Or did you notice anything wrong? Again, it's not a huge thing, but they're focused on comparison and validation rather than transformation. It doesn't matter how you compare. And you're not looking for something wrong.