Craig Groeschel

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.

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.

So fundamentally, here's what you have to realize, and this sounds a little harsh, but it's true. If you don't trust someone, you've got a team leader that you don't think they're capable. If you don't trust someone, you've either hired the wrong person or you're leading them the wrong way. And either way, it's your problem to solve.

So fundamentally, here's what you have to realize, and this sounds a little harsh, but it's true. If you don't trust someone, you've got a team leader that you don't think they're capable. If you don't trust someone, you've either hired the wrong person or you're leading them the wrong way. And either way, it's your problem to solve.

So fundamentally, here's what you have to realize, and this sounds a little harsh, but it's true. If you don't trust someone, you've got a team leader that you don't think they're capable. If you don't trust someone, you've either hired the wrong person or you're leading them the wrong way. And either way, it's your problem to solve.

Either you've got the wrong person in the seat or you haven't empowered that leader in the right way. And either way, it's your problem to solve. So to be a great leader. You have to passionately, righteously avoid the bad habit of micromanaging. That's the first one. Some of you, you can just stop listening right now. That's what you got to work on.

Either you've got the wrong person in the seat or you haven't empowered that leader in the right way. And either way, it's your problem to solve. So to be a great leader. You have to passionately, righteously avoid the bad habit of micromanaging. That's the first one. Some of you, you can just stop listening right now. That's what you got to work on.

Either you've got the wrong person in the seat or you haven't empowered that leader in the right way. And either way, it's your problem to solve. So to be a great leader. You have to passionately, righteously avoid the bad habit of micromanaging. That's the first one. Some of you, you can just stop listening right now. That's what you got to work on.

That's yours and that's your assignment for the year. Others of you, let's keep going. The second habit you want to avoid is this, the habit of hiding. the habit of hiding. We know as leaders, sometimes it's difficult for us to feel like we can be ourselves. And so we kind of withdraw a little bit because we don't want people to judge us or lose respect for us or dislike us.

That's yours and that's your assignment for the year. Others of you, let's keep going. The second habit you want to avoid is this, the habit of hiding. the habit of hiding. We know as leaders, sometimes it's difficult for us to feel like we can be ourselves. And so we kind of withdraw a little bit because we don't want people to judge us or lose respect for us or dislike us.

That's yours and that's your assignment for the year. Others of you, let's keep going. The second habit you want to avoid is this, the habit of hiding. the habit of hiding. We know as leaders, sometimes it's difficult for us to feel like we can be ourselves. And so we kind of withdraw a little bit because we don't want people to judge us or lose respect for us or dislike us.

And so sometimes we don't bring our real selves because we're afraid of what people think if we do. And so instead of being transparent, we like falsely project confidence when we might truthfully feel insecure. Or rather than addressing conflict, we avoid it because we don't want to hurt anybody's feelings or we don't want people to not like us.

And so sometimes we don't bring our real selves because we're afraid of what people think if we do. And so instead of being transparent, we like falsely project confidence when we might truthfully feel insecure. Or rather than addressing conflict, we avoid it because we don't want to hurt anybody's feelings or we don't want people to not like us.

And so sometimes we don't bring our real selves because we're afraid of what people think if we do. And so instead of being transparent, we like falsely project confidence when we might truthfully feel insecure. Or rather than addressing conflict, we avoid it because we don't want to hurt anybody's feelings or we don't want people to not like us.

Or instead of taking risks, we play it safe because we don't want to fail or we don't want to disappoint people. And we tend to think, wrongly so, but we think by hiding our insecurities, we're actually creating better dynamics. And we have no idea that whatever we're hiding, we're actually losing opportunities to build genuine trust and deep connection.

Or instead of taking risks, we play it safe because we don't want to fail or we don't want to disappoint people. And we tend to think, wrongly so, but we think by hiding our insecurities, we're actually creating better dynamics. And we have no idea that whatever we're hiding, we're actually losing opportunities to build genuine trust and deep connection.

Or instead of taking risks, we play it safe because we don't want to fail or we don't want to disappoint people. And we tend to think, wrongly so, but we think by hiding our insecurities, we're actually creating better dynamics. And we have no idea that whatever we're hiding, we're actually losing opportunities to build genuine trust and deep connection.

This is so important because great leadership always starts with trust and connection. We have to truly care about people, be engaged, and connect. So if you're hiding, you feel like you can't bring the real you, what's the downside of the habit of hiding? We'll talk about three things, and these are so important. Number one, when you stop being real, you stop being relatable.

This is so important because great leadership always starts with trust and connection. We have to truly care about people, be engaged, and connect. So if you're hiding, you feel like you can't bring the real you, what's the downside of the habit of hiding? We'll talk about three things, and these are so important. Number one, when you stop being real, you stop being relatable.

This is so important because great leadership always starts with trust and connection. We have to truly care about people, be engaged, and connect. So if you're hiding, you feel like you can't bring the real you, what's the downside of the habit of hiding? We'll talk about three things, and these are so important. Number one, when you stop being real, you stop being relatable.