Craig Groeschel

The book, Learning to be Loved, The Everyday Believer's Guide to a Rich Relationship with God, There are so many people that think, okay, Mark Green, you've built like ministry, empires, business, whatever. Aren't you going to write about that? And yet you're not. Tell me the story behind the book.

The book, Learning to be Loved, The Everyday Believer's Guide to a Rich Relationship with God, There are so many people that think, okay, Mark Green, you've built like ministry, empires, business, whatever. Aren't you going to write about that? And yet you're not. Tell me the story behind the book.

I want to do one of those books where I write 20%.

I want to do one of those books where I write 20%.

I want to do one of those books where I write 20%.

So is there a story that you wrote about that kind of stands out as something that's super meaningful to you?

So is there a story that you wrote about that kind of stands out as something that's super meaningful to you?

So is there a story that you wrote about that kind of stands out as something that's super meaningful to you?

What's interesting is I see that in you, meaning you are a fixer. But to this day, you do seem to leave a safe space for people to express emotions. So I think you've grown in it.

What's interesting is I see that in you, meaning you are a fixer. But to this day, you do seem to leave a safe space for people to express emotions. So I think you've grown in it.

What's interesting is I see that in you, meaning you are a fixer. But to this day, you do seem to leave a safe space for people to express emotions. So I think you've grown in it.

So we could spend hours talking about that in marriage because that's a real important issue, but there are other podcasts that do that. So I'm going to bring it back to organizational leadership. One of the biggest problems is the more successful you become, the harder it is to have a realistic view of how you come across, right? You lose self-awareness.

So we could spend hours talking about that in marriage because that's a real important issue, but there are other podcasts that do that. So I'm going to bring it back to organizational leadership. One of the biggest problems is the more successful you become, the harder it is to have a realistic view of how you come across, right? You lose self-awareness.

So we could spend hours talking about that in marriage because that's a real important issue, but there are other podcasts that do that. So I'm going to bring it back to organizational leadership. One of the biggest problems is the more successful you become, the harder it is to have a realistic view of how you come across, right? You lose self-awareness.

Talk to me about how you've grown in that way. When people see you now, you're just so well-respected, revered, almost like a legend. And so people, when they walk in, they might be really nervous. How do you do to emotionally connect when people might be even hesitant to be themselves?

Talk to me about how you've grown in that way. When people see you now, you're just so well-respected, revered, almost like a legend. And so people, when they walk in, they might be really nervous. How do you do to emotionally connect when people might be even hesitant to be themselves?

Talk to me about how you've grown in that way. When people see you now, you're just so well-respected, revered, almost like a legend. And so people, when they walk in, they might be really nervous. How do you do to emotionally connect when people might be even hesitant to be themselves?

It's interesting because I think most leaders, if you ask them, they would probably say you do poorly. set the tone, you go first. And there are definitely times you do that. But I think you're right, especially the more you want to empower people and the more collaborative you want to be, the more you have to intentionally work to not speak first. And then let me ask you about this too.

It's interesting because I think most leaders, if you ask them, they would probably say you do poorly. set the tone, you go first. And there are definitely times you do that. But I think you're right, especially the more you want to empower people and the more collaborative you want to be, the more you have to intentionally work to not speak first. And then let me ask you about this too.

It's interesting because I think most leaders, if you ask them, they would probably say you do poorly. set the tone, you go first. And there are definitely times you do that. But I think you're right, especially the more you want to empower people and the more collaborative you want to be, the more you have to intentionally work to not speak first. And then let me ask you about this too.