Craig Groeschel

Well, we're 20 minutes in and you're spitting fire. So that's a good sign. And I'd like – if you could get personal, it would mean a lot to me because you're like – you're a smaller version of corporate America. You've got your team that you work with. And I'll give our community an example that they would not see.

Well, we're 20 minutes in and you're spitting fire. So that's a good sign. And I'd like – if you could get personal, it would mean a lot to me because you're like – you're a smaller version of corporate America. You've got your team that you work with. And I'll give our community an example that they would not see.

Well, we're 20 minutes in and you're spitting fire. So that's a good sign. And I'd like – if you could get personal, it would mean a lot to me because you're like – you're a smaller version of corporate America. You've got your team that you work with. And I'll give our community an example that they would not see.

At the beginning of most podcasts, I'm going to ask our guests, what can I help promote for you? And I ask you that. And you're like, nothing. I'm here to serve you, you know, whatever serves you. And so you – that's a genuine other-centered approach. So I see that in you. I applaud that in you.

At the beginning of most podcasts, I'm going to ask our guests, what can I help promote for you? And I ask you that. And you're like, nothing. I'm here to serve you, you know, whatever serves you. And so you – that's a genuine other-centered approach. So I see that in you. I applaud that in you.

At the beginning of most podcasts, I'm going to ask our guests, what can I help promote for you? And I ask you that. And you're like, nothing. I'm here to serve you, you know, whatever serves you. And so you – that's a genuine other-centered approach. So I see that in you. I applaud that in you.

I'd love to know in your team and your sphere of influence, the people that you work with, what are other examples of how you are putting them first? Just in the team that you work with, just to give me some ideas, maybe so I could do it better. What's something maybe this year you've done that's different or something that your team would say, I love it when our leader cares for us in this way.

I'd love to know in your team and your sphere of influence, the people that you work with, what are other examples of how you are putting them first? Just in the team that you work with, just to give me some ideas, maybe so I could do it better. What's something maybe this year you've done that's different or something that your team would say, I love it when our leader cares for us in this way.

I'd love to know in your team and your sphere of influence, the people that you work with, what are other examples of how you are putting them first? Just in the team that you work with, just to give me some ideas, maybe so I could do it better. What's something maybe this year you've done that's different or something that your team would say, I love it when our leader cares for us in this way.

So you're gonna care for them, not just by giving them benefits, but you're gonna care by addressing problems, being transparent, be willing to push through conflict.

So you're gonna care for them, not just by giving them benefits, but you're gonna care by addressing problems, being transparent, be willing to push through conflict.

So you're gonna care for them, not just by giving them benefits, but you're gonna care by addressing problems, being transparent, be willing to push through conflict.

I'd love to know about the soft skills that you see that are necessary for today in leadership. And something that seems a little bit unique with you is you're almost prophetic in your kind of public keynotes and – Very, very clear, very, very strong.

I'd love to know about the soft skills that you see that are necessary for today in leadership. And something that seems a little bit unique with you is you're almost prophetic in your kind of public keynotes and – Very, very clear, very, very strong.

I'd love to know about the soft skills that you see that are necessary for today in leadership. And something that seems a little bit unique with you is you're almost prophetic in your kind of public keynotes and – Very, very clear, very, very strong.

And then when you interview someone on your podcast, you're in this whole different gear that you are so present in the moment, maybe more present than almost any interviewer that I've heard, that it's almost like you have no plan in the podcast except for to be with the person and then follow wherever it goes, which is risky unless you can really do that.

And then when you interview someone on your podcast, you're in this whole different gear that you are so present in the moment, maybe more present than almost any interviewer that I've heard, that it's almost like you have no plan in the podcast except for to be with the person and then follow wherever it goes, which is risky unless you can really do that.

And then when you interview someone on your podcast, you're in this whole different gear that you are so present in the moment, maybe more present than almost any interviewer that I've heard, that it's almost like you have no plan in the podcast except for to be with the person and then follow wherever it goes, which is risky unless you can really do that.

Tell me how you think about personal interactions because you seem to approach them with a little bit different finesse than most people.

Tell me how you think about personal interactions because you seem to approach them with a little bit different finesse than most people.