Craig Groeschel

So I want to just slow it down because I want people to hear what you just said, that if you've got someone that's not the right fit, then letting them go is you set a favor to them as well as yourself. And that's actually really, really true. And like, we're both people of faith.

So I want to just slow it down because I want people to hear what you just said, that if you've got someone that's not the right fit, then letting them go is you set a favor to them as well as yourself. And that's actually really, really true. And like, we're both people of faith.

And so, we might even say if the person isn't where God would want them to be, and we leave them there, then that's really not being fair to them, not being obedient. And so, I think I'm just, I want to highlight that because what I know right now, there's a lot of people that are listening that would have someone. And

And so, we might even say if the person isn't where God would want them to be, and we leave them there, then that's really not being fair to them, not being obedient. And so, I think I'm just, I want to highlight that because what I know right now, there's a lot of people that are listening that would have someone. And

And so, we might even say if the person isn't where God would want them to be, and we leave them there, then that's really not being fair to them, not being obedient. And so, I think I'm just, I want to highlight that because what I know right now, there's a lot of people that are listening that would have someone. And

They're tolerating what is maybe underperformance or a bad attitude, a bad mindset. And not only does it hurt the organization, but it's going to hurt the other people that see you tolerating it. And ultimately, it actually does hurt the person that you're not being fair to. And so... You said it quickly, but I just wanted to highlight it because it took me a while to learn that.

They're tolerating what is maybe underperformance or a bad attitude, a bad mindset. And not only does it hurt the organization, but it's going to hurt the other people that see you tolerating it. And ultimately, it actually does hurt the person that you're not being fair to. And so... You said it quickly, but I just wanted to highlight it because it took me a while to learn that.

They're tolerating what is maybe underperformance or a bad attitude, a bad mindset. And not only does it hurt the organization, but it's going to hurt the other people that see you tolerating it. And ultimately, it actually does hurt the person that you're not being fair to. And so... You said it quickly, but I just wanted to highlight it because it took me a while to learn that.

Early on, you had to do some things right, maybe intuitively, maybe accidentally. What were some of the things that in the early years of building what's now so many stores across the country, what were the big pieces that you got right that helped create a foundation to build on?

Early on, you had to do some things right, maybe intuitively, maybe accidentally. What were some of the things that in the early years of building what's now so many stores across the country, what were the big pieces that you got right that helped create a foundation to build on?

Early on, you had to do some things right, maybe intuitively, maybe accidentally. What were some of the things that in the early years of building what's now so many stores across the country, what were the big pieces that you got right that helped create a foundation to build on?

Talk to me about the learning part. Um, Where do you go? What helps you to continue to grow? Even years later, to this day, we can't meet. If we met once a week, every week you'd come in with a new theory, with a new something you're working on. Tell me about what goes into your personal growth strategy.

Talk to me about the learning part. Um, Where do you go? What helps you to continue to grow? Even years later, to this day, we can't meet. If we met once a week, every week you'd come in with a new theory, with a new something you're working on. Tell me about what goes into your personal growth strategy.

Talk to me about the learning part. Um, Where do you go? What helps you to continue to grow? Even years later, to this day, we can't meet. If we met once a week, every week you'd come in with a new theory, with a new something you're working on. Tell me about what goes into your personal growth strategy.

And what about today? When you are... you're at the top of your game in many fields. And we're going to talk about some of the different fields because you started in retail and you scaled that up and went through different seasons from starting to whitewater through sustaining, recreating, keeping it fresh. And then you branched out from there.

And what about today? When you are... you're at the top of your game in many fields. And we're going to talk about some of the different fields because you started in retail and you scaled that up and went through different seasons from starting to whitewater through sustaining, recreating, keeping it fresh. And then you branched out from there.

And what about today? When you are... you're at the top of your game in many fields. And we're going to talk about some of the different fields because you started in retail and you scaled that up and went through different seasons from starting to whitewater through sustaining, recreating, keeping it fresh. And then you branched out from there.

But in the meantime, now today, all these years later, at the top of many different fields, what is your growth strategy to look like to keep sharpening yourself?

But in the meantime, now today, all these years later, at the top of many different fields, what is your growth strategy to look like to keep sharpening yourself?

But in the meantime, now today, all these years later, at the top of many different fields, what is your growth strategy to look like to keep sharpening yourself?