Craig Groeschel

That's gotta be painful. You wanna keep your kid talking. You wanna keep the lines of communication open. And then once they tell you something, a really good question to ask is, well, what would you suggest that your friend does? what would you suggest they do?

That's gotta be painful. You wanna keep your kid talking. You wanna keep the lines of communication open. And then once they tell you something, a really good question to ask is, well, what would you suggest that your friend does? what would you suggest they do?

That's gotta be painful. You wanna keep your kid talking. You wanna keep the lines of communication open. And then once they tell you something, a really good question to ask is, well, what would you suggest that your friend does? what would you suggest they do?

And what you're doing is you're helping train your child to both be honest and to think critically about a situation they may face one day and they may be facing now. So you're just asking open-ended questions, you're getting the conversation going, and then you're teaching your child to think. That was a parenting side note. Back to your team. This is really valuable to do with your team members.

And what you're doing is you're helping train your child to both be honest and to think critically about a situation they may face one day and they may be facing now. So you're just asking open-ended questions, you're getting the conversation going, and then you're teaching your child to think. That was a parenting side note. Back to your team. This is really valuable to do with your team members.

And what you're doing is you're helping train your child to both be honest and to think critically about a situation they may face one day and they may be facing now. So you're just asking open-ended questions, you're getting the conversation going, and then you're teaching your child to think. That was a parenting side note. Back to your team. This is really valuable to do with your team members.

Whenever you're asking questions, one of the things you want to recognize you're doing is you're shifting the focus. You as a leader, so many things are about you. Like you walk in the room, you're the most important person in the room, you're gonna do the talking. When you ask a question, you shift the focus from you to them, and this matters so much.

Whenever you're asking questions, one of the things you want to recognize you're doing is you're shifting the focus. You as a leader, so many things are about you. Like you walk in the room, you're the most important person in the room, you're gonna do the talking. When you ask a question, you shift the focus from you to them, and this matters so much.

Whenever you're asking questions, one of the things you want to recognize you're doing is you're shifting the focus. You as a leader, so many things are about you. Like you walk in the room, you're the most important person in the room, you're gonna do the talking. When you ask a question, you shift the focus from you to them, and this matters so much.

Then the next level is the right questions eventually shifts the focus from you to them, and then it shifts the focus from them to us.

Then the next level is the right questions eventually shifts the focus from you to them, and then it shifts the focus from them to us.

Then the next level is the right questions eventually shifts the focus from you to them, and then it shifts the focus from them to us.

What you're doing is you're asking questions to bring everybody on the same side of the table, and then together you're going like, okay, we're solving problems together, we're seizing opportunities together, and so you're asking questions that bring this unifying force of agreed vision and strategy, and this can be a game changer organizationally.

What you're doing is you're asking questions to bring everybody on the same side of the table, and then together you're going like, okay, we're solving problems together, we're seizing opportunities together, and so you're asking questions that bring this unifying force of agreed vision and strategy, and this can be a game changer organizationally.

What you're doing is you're asking questions to bring everybody on the same side of the table, and then together you're going like, okay, we're solving problems together, we're seizing opportunities together, and so you're asking questions that bring this unifying force of agreed vision and strategy, and this can be a game changer organizationally.

A word of caution, and I promise you this is a risk. The higher you rise in leadership, in other words, you get promoted or you do it longer or you're the goat, you're the one everybody listens to, whatever, the higher you rise in leadership, the harder you have to work to ask sincere, others-focused questions.

A word of caution, and I promise you this is a risk. The higher you rise in leadership, in other words, you get promoted or you do it longer or you're the goat, you're the one everybody listens to, whatever, the higher you rise in leadership, the harder you have to work to ask sincere, others-focused questions.

A word of caution, and I promise you this is a risk. The higher you rise in leadership, in other words, you get promoted or you do it longer or you're the goat, you're the one everybody listens to, whatever, the higher you rise in leadership, the harder you have to work to ask sincere, others-focused questions.

You have to work at it because people are going to defer to you and you're going to start thinking you know more and you don't. And first of all, if you're more important than everybody thinks you are, you start to think you know more than you do. And it's stupid, but you don't know. You're always a student.

You have to work at it because people are going to defer to you and you're going to start thinking you know more and you don't. And first of all, if you're more important than everybody thinks you are, you start to think you know more than you do. And it's stupid, but you don't know. You're always a student.