Craig Groeschel

We think that we're better than we are, and we think that we're more important than we are. And I want to say it respectfully, but I kind of want to say it, kind of get in your face a little bit and tell you this right now. You're not as good as you think you are. And the reason I know this is because I discovered years ago, I'm not nearly as good as I thought I was.

And we tend to think like, hey, no one can do it as well as I can do it. And that's actually a very limited way of thinking. It shows that you're inexperienced or you haven't trusted people around you. And believing that lie is deceivingly comforting. You think, hey, I'm the best at doing this. And it makes you overly controlling in leadership.

And we tend to think like, hey, no one can do it as well as I can do it. And that's actually a very limited way of thinking. It shows that you're inexperienced or you haven't trusted people around you. And believing that lie is deceivingly comforting. You think, hey, I'm the best at doing this. And it makes you overly controlling in leadership.

And we tend to think like, hey, no one can do it as well as I can do it. And that's actually a very limited way of thinking. It shows that you're inexperienced or you haven't trusted people around you. And believing that lie is deceivingly comforting. You think, hey, I'm the best at doing this. And it makes you overly controlling in leadership.

And it's kind of like, maybe like eating two donuts, you know, you eat two donuts and it gives you this temporary sense of comfort, but the crash is coming. And that's what happens when you're overly controlling and you micromanage people. You have to remember, that your unhealthy need to control is potentially the greatest limiting force to organizational progress. You become the bottleneck.

And it's kind of like, maybe like eating two donuts, you know, you eat two donuts and it gives you this temporary sense of comfort, but the crash is coming. And that's what happens when you're overly controlling and you micromanage people. You have to remember, that your unhealthy need to control is potentially the greatest limiting force to organizational progress. You become the bottleneck.

And it's kind of like, maybe like eating two donuts, you know, you eat two donuts and it gives you this temporary sense of comfort, but the crash is coming. And that's what happens when you're overly controlling and you micromanage people. You have to remember, that your unhealthy need to control is potentially the greatest limiting force to organizational progress. You become the bottleneck.

I've said it a million times, but I want to say it again. In leadership, you can have control or you can have growth, but you can't have both. Now, I wish we had more time to talk about this, but I'm gonna make it as simple as possible. Whenever you're tempted to micromanage, what do you do? I would suggest this. Focus on the what, not the how. This is so important. Focus on the what.

I've said it a million times, but I want to say it again. In leadership, you can have control or you can have growth, but you can't have both. Now, I wish we had more time to talk about this, but I'm gonna make it as simple as possible. Whenever you're tempted to micromanage, what do you do? I would suggest this. Focus on the what, not the how. This is so important. Focus on the what.

I've said it a million times, but I want to say it again. In leadership, you can have control or you can have growth, but you can't have both. Now, I wish we had more time to talk about this, but I'm gonna make it as simple as possible. Whenever you're tempted to micromanage, what do you do? I would suggest this. Focus on the what, not the how. This is so important. Focus on the what.

What do you want your team to accomplish? Not how do you want them to accomplish it? And you may say, it doesn't sound like there's that much difference. There's a massive difference. As a leader, more than anything else, you wanna care about the outcome. You wanna care about the what. And you have to understand that there are different ways to create the desired outcome.

What do you want your team to accomplish? Not how do you want them to accomplish it? And you may say, it doesn't sound like there's that much difference. There's a massive difference. As a leader, more than anything else, you wanna care about the outcome. You wanna care about the what. And you have to understand that there are different ways to create the desired outcome.

What do you want your team to accomplish? Not how do you want them to accomplish it? And you may say, it doesn't sound like there's that much difference. There's a massive difference. As a leader, more than anything else, you wanna care about the outcome. You wanna care about the what. And you have to understand that there are different ways to create the desired outcome.

Your way is one way, and there are other ways to do it. And so if you focus on what outcomes, you focus on this is what I wanna see, and trust your leaders with the how, Your leaders are gonna bring their best, and they'll often bring better ideas than you had. And so how do we do that? It's similar to creating culture. There's three things we're gonna do, and that is this.

Your way is one way, and there are other ways to do it. And so if you focus on what outcomes, you focus on this is what I wanna see, and trust your leaders with the how, Your leaders are gonna bring their best, and they'll often bring better ideas than you had. And so how do we do that? It's similar to creating culture. There's three things we're gonna do, and that is this.

Your way is one way, and there are other ways to do it. And so if you focus on what outcomes, you focus on this is what I wanna see, and trust your leaders with the how, Your leaders are gonna bring their best, and they'll often bring better ideas than you had. And so how do we do that? It's similar to creating culture. There's three things we're gonna do, and that is this.

We're gonna be clear on what we expect, we're gonna reward it when we see it, and we're gonna correct it when we don't. Let me say it again. If you want to really trust people with the how, then be clear on the what. Tell them, here's what we'd like to see happen. You're very clear on what the desired outcome is that organizationally you expect.

We're gonna be clear on what we expect, we're gonna reward it when we see it, and we're gonna correct it when we don't. Let me say it again. If you want to really trust people with the how, then be clear on the what. Tell them, here's what we'd like to see happen. You're very clear on what the desired outcome is that organizationally you expect.

We're gonna be clear on what we expect, we're gonna reward it when we see it, and we're gonna correct it when we don't. Let me say it again. If you want to really trust people with the how, then be clear on the what. Tell them, here's what we'd like to see happen. You're very clear on what the desired outcome is that organizationally you expect.

Be clear on what you expect, then reward it when you see it. Like, great job, that's amazing. And then correct it when you don't. And what's gonna happen is before long, Really capable leaders are gonna get better. They're gonna become experts, and they're gonna be exceptionally better in the area than maybe you were over time because they're specializing in something.