Craig Groeschel

And she listed several things that when I heard her say, I'm like, it made a lot of sense to me. And so I'm like, why didn't you tell us? And what do you think she said? Well, she said, you know, I tried to tell you, but you know, you all already had your minds made up. So what she was doing is she was too respectful to say it, but essentially what she was saying is you weren't listening.

Okay, that's a horrible problem, and it's actually a common problem in a lot of organizations. I made a very, very important discovery, but you're not likely to discover that level of truth when you're just asking one or two questions. And so let's just kind of analyze this story and talk about what we learned and the different levels of lesson. Level one lesson, we learned this.

Okay, that's a horrible problem, and it's actually a common problem in a lot of organizations. I made a very, very important discovery, but you're not likely to discover that level of truth when you're just asking one or two questions. And so let's just kind of analyze this story and talk about what we learned and the different levels of lesson. Level one lesson, we learned this.

Okay, that's a horrible problem, and it's actually a common problem in a lot of organizations. I made a very, very important discovery, but you're not likely to discover that level of truth when you're just asking one or two questions. And so let's just kind of analyze this story and talk about what we learned and the different levels of lesson. Level one lesson, we learned this.

We weren't really prepared and we didn't have a great presentation. We learned that with one question. Level two learning was the presentation wasn't a problem, the plan was a problem. That's a big learning. Level three learning was that those of us at the top were not listening to the people on the front lines. That's a level three learning that's so important to the future of the organization.

We weren't really prepared and we didn't have a great presentation. We learned that with one question. Level two learning was the presentation wasn't a problem, the plan was a problem. That's a big learning. Level three learning was that those of us at the top were not listening to the people on the front lines. That's a level three learning that's so important to the future of the organization.

We weren't really prepared and we didn't have a great presentation. We learned that with one question. Level two learning was the presentation wasn't a problem, the plan was a problem. That's a big learning. Level three learning was that those of us at the top were not listening to the people on the front lines. That's a level three learning that's so important to the future of the organization.

And I wanna say this, and I hope you'll listen to it, I hope you'll memorize it, I hope that this will become a part of your leadership. You won't get level three learnings with level one questions. Let me say it again. You won't get level three learnings with level one questions. Most of us, we ask a question, we hear an answer, we move on. Ask the second question, ask the third question.

And I wanna say this, and I hope you'll listen to it, I hope you'll memorize it, I hope that this will become a part of your leadership. You won't get level three learnings with level one questions. Let me say it again. You won't get level three learnings with level one questions. Most of us, we ask a question, we hear an answer, we move on. Ask the second question, ask the third question.

And I wanna say this, and I hope you'll listen to it, I hope you'll memorize it, I hope that this will become a part of your leadership. You won't get level three learnings with level one questions. Let me say it again. You won't get level three learnings with level one questions. Most of us, we ask a question, we hear an answer, we move on. Ask the second question, ask the third question.

Keep digging deeper. I've learned to do this in social conversations and like interpersonally with people. And in the early years of our church, I personally recruited a lot of the staff members. We had seven people on the staff and I'd recruit the eighth and I'd recruit the 11th or whatever.

Keep digging deeper. I've learned to do this in social conversations and like interpersonally with people. And in the early years of our church, I personally recruited a lot of the staff members. We had seven people on the staff and I'd recruit the eighth and I'd recruit the 11th or whatever.

Keep digging deeper. I've learned to do this in social conversations and like interpersonally with people. And in the early years of our church, I personally recruited a lot of the staff members. We had seven people on the staff and I'd recruit the eighth and I'd recruit the 11th or whatever.

And I didn't go out and recruit seminary students because a lot of times in seminary, you're just taught to think. I actually recruited what I call spiritually grounded business leaders that were getting it done and had a real heart for God and the church. And so where did I find them?

And I didn't go out and recruit seminary students because a lot of times in seminary, you're just taught to think. I actually recruited what I call spiritually grounded business leaders that were getting it done and had a real heart for God and the church. And so where did I find them?

And I didn't go out and recruit seminary students because a lot of times in seminary, you're just taught to think. I actually recruited what I call spiritually grounded business leaders that were getting it done and had a real heart for God and the church. And so where did I find them?

Well, every weekend, I'd be out in the lobby talking to church members that are business leaders and that love the church because they understand the culture. And if you can raise people up from within, that's a great thing. So here's how I would dig for potential staff members. And I would do it real intentionally.

Well, every weekend, I'd be out in the lobby talking to church members that are business leaders and that love the church because they understand the culture. And if you can raise people up from within, that's a great thing. So here's how I would dig for potential staff members. And I would do it real intentionally.

Well, every weekend, I'd be out in the lobby talking to church members that are business leaders and that love the church because they understand the culture. And if you can raise people up from within, that's a great thing. So here's how I would dig for potential staff members. And I would do it real intentionally.

Yes, I'm trying to love the person, but I'm actually, in every conversation, I've got a couple of priorities. Minister the person, find out more, help them get involved. Could they be a staff member? And so instead of asking the obvious question, which most people do, like, so tell me what you do for a living. I would always ask something like this.