Craig Groeschel

You have a conversation like that, And they're going to feel some heat. And so in the meeting, you want to lower the temperature. So I'll start sometimes and say, hey, what I want you to know right now is you're not in trouble. No one's losing their job today. We're here because I value you. I believe in you. I believe there's more in you.

You have a conversation like that, And they're going to feel some heat. And so in the meeting, you want to lower the temperature. So I'll start sometimes and say, hey, what I want you to know right now is you're not in trouble. No one's losing their job today. We're here because I value you. I believe in you. I believe there's more in you.

So I'm going to ask you some questions to help you get better. What we're doing is we're creating like, oh, okay. Then they can kind of breathe and they can hear it. Or If you're not having a hard conversation, you're just having a conversation, you still need to work to help them feel at ease. And because, like, think about this. Maybe you have a boss now, or think about your last boss.

So I'm going to ask you some questions to help you get better. What we're doing is we're creating like, oh, okay. Then they can kind of breathe and they can hear it. Or If you're not having a hard conversation, you're just having a conversation, you still need to work to help them feel at ease. And because, like, think about this. Maybe you have a boss now, or think about your last boss.

So I'm going to ask you some questions to help you get better. What we're doing is we're creating like, oh, okay. Then they can kind of breathe and they can hear it. Or If you're not having a hard conversation, you're just having a conversation, you still need to work to help them feel at ease. And because, like, think about this. Maybe you have a boss now, or think about your last boss.

Do you remember how nervous you often felt around a boss? they feel the same way around you. I mean, you think you're nice and likable, but they see they're nervous around you. And so you might set up the conversation and say something like this, like, hey, I mean, you have such valuable insight. Could you help me today by teaching me what you see and how you think?

Do you remember how nervous you often felt around a boss? they feel the same way around you. I mean, you think you're nice and likable, but they see they're nervous around you. And so you might set up the conversation and say something like this, like, hey, I mean, you have such valuable insight. Could you help me today by teaching me what you see and how you think?

Do you remember how nervous you often felt around a boss? they feel the same way around you. I mean, you think you're nice and likable, but they see they're nervous around you. And so you might set up the conversation and say something like this, like, hey, I mean, you have such valuable insight. Could you help me today by teaching me what you see and how you think?

And what you're doing is like you're creating trust and you're giving them permission to speak freely. So before you ask the questions, you're kind of setting up an environment that helps them speak more truthfully. If you're new in a leadership role, and some of you are, you're going to get promoted or you're going to start something, you're going to go to a new company.

And what you're doing is like you're creating trust and you're giving them permission to speak freely. So before you ask the questions, you're kind of setting up an environment that helps them speak more truthfully. If you're new in a leadership role, and some of you are, you're going to get promoted or you're going to start something, you're going to go to a new company.

And what you're doing is like you're creating trust and you're giving them permission to speak freely. So before you ask the questions, you're kind of setting up an environment that helps them speak more truthfully. If you're new in a leadership role, and some of you are, you're going to get promoted or you're going to start something, you're going to go to a new company.

I want to encourage you to go on what's been called a listening tour. It's not my language, someone else said it. Sint Marshall, brilliant. She's the CEO of the Dallas Mavericks. She talked about this in episode 136, if you want to listen to it, and we'll link to that in the leader guide. But what you want to do is you want to meet everyone on your team in a kind of a relaxed time

I want to encourage you to go on what's been called a listening tour. It's not my language, someone else said it. Sint Marshall, brilliant. She's the CEO of the Dallas Mavericks. She talked about this in episode 136, if you want to listen to it, and we'll link to that in the leader guide. But what you want to do is you want to meet everyone on your team in a kind of a relaxed time

I want to encourage you to go on what's been called a listening tour. It's not my language, someone else said it. Sint Marshall, brilliant. She's the CEO of the Dallas Mavericks. She talked about this in episode 136, if you want to listen to it, and we'll link to that in the leader guide. But what you want to do is you want to meet everyone on your team in a kind of a relaxed time

and you are not talking about yourself, do not do that. Most leaders come in there, let me tell you about me, and here's my goal, and here's what we're gonna do, do not do that. Your goal is solely to get to know the people on your team, and not just professionally, but also personally. And Sint would say, I don't wanna just know about your job, tell me about your life.

and you are not talking about yourself, do not do that. Most leaders come in there, let me tell you about me, and here's my goal, and here's what we're gonna do, do not do that. Your goal is solely to get to know the people on your team, and not just professionally, but also personally. And Sint would say, I don't wanna just know about your job, tell me about your life.

and you are not talking about yourself, do not do that. Most leaders come in there, let me tell you about me, and here's my goal, and here's what we're gonna do, do not do that. Your goal is solely to get to know the people on your team, and not just professionally, but also personally. And Sint would say, I don't wanna just know about your job, tell me about your life.

Do you have dreams, do you have hopes? What's your childhood like? And when you do that, it does two things. It helps the people around you. It helps you get to know the people around you. And then secondly, it helps them to know that you care. And this matters so much. You generally need to know them and they need to know that you care. Why?

Do you have dreams, do you have hopes? What's your childhood like? And when you do that, it does two things. It helps the people around you. It helps you get to know the people around you. And then secondly, it helps them to know that you care. And this matters so much. You generally need to know them and they need to know that you care. Why?

Do you have dreams, do you have hopes? What's your childhood like? And when you do that, it does two things. It helps the people around you. It helps you get to know the people around you. And then secondly, it helps them to know that you care. And this matters so much. You generally need to know them and they need to know that you care. Why?