Craig Groeschel

But I want to be totally engaged in the conversation. And again, I'm going to tell you a little bit of strategy. I usually ask, The first question is like, tell me when you first saw yourself as a leader. What I'm doing is I'm getting them to tell a story because even the best are nervous. And so that kind of helps them feel more comfortable. And they like to tell a story and stories are engaging.

And then anytime I get to something that's interesting, like a lot of times they'll talk for two minutes, three minutes, four minutes, and there'll be like a sentence that's pure gold. And I'll hear it, and they don't even know how brilliant it is because it's just intuitive to them. I write that thing down. And then I'll say, when they're thrilled, I'll repeat it back. Hey, you said this thing.

And then anytime I get to something that's interesting, like a lot of times they'll talk for two minutes, three minutes, four minutes, and there'll be like a sentence that's pure gold. And I'll hear it, and they don't even know how brilliant it is because it's just intuitive to them. I write that thing down. And then I'll say, when they're thrilled, I'll repeat it back. Hey, you said this thing.

And then anytime I get to something that's interesting, like a lot of times they'll talk for two minutes, three minutes, four minutes, and there'll be like a sentence that's pure gold. And I'll hear it, and they don't even know how brilliant it is because it's just intuitive to them. I write that thing down. And then I'll say, when they're thrilled, I'll repeat it back. Hey, you said this thing.

I want to, and I'll draw attention to it. I may actually even summarize it. And I help. the listener to know how brilliant it is what they said. And then I'll just say like, hey, tell me more about that. And that's how I can bring people, bring the best out of them. And you can do this with a team member. You're talking to somebody and you're listening at a deeper level.

I want to, and I'll draw attention to it. I may actually even summarize it. And I help. the listener to know how brilliant it is what they said. And then I'll just say like, hey, tell me more about that. And that's how I can bring people, bring the best out of them. And you can do this with a team member. You're talking to somebody and you're listening at a deeper level.

I want to, and I'll draw attention to it. I may actually even summarize it. And I help. the listener to know how brilliant it is what they said. And then I'll just say like, hey, tell me more about that. And that's how I can bring people, bring the best out of them. And you can do this with a team member. You're talking to somebody and you're listening at a deeper level.

And you have to remember when you're asking them questions, like literally a team member, they might feel defensive. And so I said it before, but I wanna talk more about it. You wanna create a climate of like safety and trust and intimacy. And so sometimes you're gonna have a developmental conversation with someone.

And you have to remember when you're asking them questions, like literally a team member, they might feel defensive. And so I said it before, but I wanna talk more about it. You wanna create a climate of like safety and trust and intimacy. And so sometimes you're gonna have a developmental conversation with someone.

And you have to remember when you're asking them questions, like literally a team member, they might feel defensive. And so I said it before, but I wanna talk more about it. You wanna create a climate of like safety and trust and intimacy. And so sometimes you're gonna have a developmental conversation with someone.

They're not doing a great job, there's room for improvement, and you're gonna have a difficult developmental conversation. And so what I'll do in that is I'm gonna come in, I'm gonna ask them questions. I'm not gonna try to tell them, here's what you're doing wrong, but I'm trying to ask them questions to help them discover their own growth areas. And so here's what's gonna happen.

They're not doing a great job, there's room for improvement, and you're gonna have a difficult developmental conversation. And so what I'll do in that is I'm gonna come in, I'm gonna ask them questions. I'm not gonna try to tell them, here's what you're doing wrong, but I'm trying to ask them questions to help them discover their own growth areas. And so here's what's gonna happen.

They're not doing a great job, there's room for improvement, and you're gonna have a difficult developmental conversation. And so what I'll do in that is I'm gonna come in, I'm gonna ask them questions. I'm not gonna try to tell them, here's what you're doing wrong, but I'm trying to ask them questions to help them discover their own growth areas. And so here's what's gonna happen.

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.

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?