5 Most Challenging Lessons I Learned in Leadership | 10-Year Anniversary Edition
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What are the key milestones celebrated in this 10-year anniversary episode?
Hey, it's awesome to have you back for another episode of the Craig Groeschel Leadership Podcast. If you're new with us, we drop a brand new episode on the first Thursday of each month. This is a bonus episode. We're celebrating 10 years of podcasts this very month. And if you are new to our community, you're gonna wanna get the leader guide. Go to cglp.com and we will click on the link. We'll send you a leader guide with the release of every single episode. There's gonna be additional content, discussion questions for you and for your team. And hey, thank you for sharing on social media. When this is helpful to you, it means a lot to me to invite other people to be a part of our community. If you have not subscribed where you consume the content, hit subscribe now.
If you can like it, like it. If you wanna leave a comment, that would mean a lot to me. I'm gonna work hard to bring you content that helps you grow in your leadership. I'm asking you one thing. Help us grow the community, and so by liking, subscribing, commenting, or sharing, that will help us do just that. In the last episode, we're moving into a new year. We looked at five ideas that I got wrong about leadership. We're gonna go a little bit deeper in this episode, and we're gonna talk about five more ideas, but these are challenging lessons that I learned in the last decade, and I wanna go straight into that content to value your time. The first thing is this. I used to think, and it was painful to learn this personally, but I used to think that I had to be involved in almost everything organizationally.
And that was just naive. I learned, number one, is this very important lesson. You must discern what deserves altitude and what deserves attention. You have to look at your own leadership, your time, your organization, your people, and discern. And the answers may change over time. But what deserves altitude and what deserves attention? And the reason this is painful is because we as leaders want to believe that we're more important than we really are. And the truth is, you are important in your leadership. but you're often important for different reasons than you understand. And so to be really, really clear, whenever you're starting, you're launching an organization, you're in the early season, you want to be involved in the day-to-day details.
You have to be, because without you, things aren't going to work. But as your organization grows and matures, You don't wanna just be in the details. In fact, oftentimes you have to rise above the details and you actually have to stay out of them. So let's talk about altitude first. For our context, altitude means staying above the noise or staying out of the details, staying above the chaos, the smaller problems that are not mission critical. You're staying out of just the everyday activity. And it's important to maintain altitude often, not all the time. But if you can stay above it, what's going to happen is you're going to get a different perspective on it. And you're going to start to see trends that are forming.
You're going to see patterns that are emerging, either positive patterns or negative patterns. You're going to start to see opportunities that are coming. Leaders need to do this. You should be seeing things first. first and more often than most people. And the only way you do that is to get above it. In the book, it's an old book, if you haven't read it, please do. It's called The E-Myth Revisited by Michael Gerber. One of the many valuable principles, he talks about scaling and systems. He says, in your business or in your nonprofit, Most people just are working in it. But what you have to do is you want to work on it, not just in it. Work on it, not just in it. To work on it, you have to get above it.
And it's so important. And this is where I got it wrong. Early and in the maturing season, in the beginning years, I stayed too low for too long. this was a problem. I stayed too low for too long. I was overly involved in details that I should have been delegating and trusting others.
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Chapters
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