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So your team's not who you hire and who you fire, your team, an organic team, an organic

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leadership team, is who's coming and who's going. Who comes early, who stays late.

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So when we're talking about building a team, I mentioned the first two aspects of building a

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team with organic leadership in the last episode. The first was model the vision. And again, let me

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emphasize the fact that you are the vision of whatever it is you're leading people to do. If

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you're, if you're not who you say you are, if you're not embodying what you're trying to get

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people to follow, nobody's going to follow you. And even if they do, they're going to drop off

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after a period of time. I was with a pastor recently, and he talked about all these ebbs

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and flows of his church. At one point, his church was way up high in the thousands. And then within

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the next year, it had dropped three times less. And then it's back up again, and it was down again.

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And I, he wasn't asking my opinion, so I did not give it. But in my, in my mind, I'm thinking, man,

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first of all, do you know what your vision is? But number two, are you embodying that vision?

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Because there seems to be a disconnect with your people about where the church is going. So the

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first is we model the vision. Second, cast the vision. So first we model it. Secondly, we talk

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about it. We, we encourage people toward what that vision is. Well, number three is really, really

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important. And that is we build the DNA, build the DNA. So what is DNA? So DNA are those strands

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within each of us that makes us replicate eye color, height, skin color, even our IQ comes from

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the DNA of our parents. And so DNA is important. You can't replicate a race. You can't replicate

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a person to another person that's come through birth without there being the DNA being transferred.

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When we're building organic leadership, we're building DNA. So this is the way I describe it

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in relation to a leadership culture. That is the temperature of the team. That's that aspect

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of your team. That's climate control. It's a climate control of your team. That's DNA.

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That's the atmosphere in which everybody's hanging out. And so if there is an atmosphere of shame,

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an atmosphere of guilt, an atmosphere of making fun of people or talking behind people's back,

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you are ruining your DNA. You are, you're killing your DNA. So the leader of any organization

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controls the building of the DNA. And the only way he can do that is to be involved with his people

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enough to control what's being talked about. He sets the thermostat. When I go into staff meetings

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with my team, I'm very aware that there's a thermostat on the wall. And oftentimes I look at

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that thermostat and I see it's usually set at 69 degrees. But I ask myself what kind of a thermostat

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am I going to turn on today at staff meeting? Because that's up to me. And so the temperature

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of the room, the DNA of the room pervades it off. Is it full of faith? Then that's the DNA of the team

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is to have faith, strong faith. Is it one of despair? Well, guess what? That comes out of me.

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And if I'm despairing, if I'm depressed, if all I can talk about is all the problems that we're having

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in our church or on our team, then that's going to start to become... I'm not talking about like

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one meeting or even two meetings, but I'm saying if that pervades everything we do, that's going to

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become the DNA of the team. So organic leadership is like a greenhouse and there is a temperature.

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We have a greenhouse out at our home and there is a temperature that we keep it at. And that

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temperature is the perfect atmosphere to grow tomatoes and cucumbers and collard greens and

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all the different things that we grow in that greenhouse. There's a certain temperature. And then

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when that temperature gets too hot, there's a flap that opens up at the top, which releases hot air

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and it cools it back down to that optimal temperature where the plants can grow. Well, that's

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a big part of organic leadership. It's like a greenhouse. What's the DNA that gives everyone

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on that team excitement about wanting to be a part of where the church is going or where

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the organization or the business is going?

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That's a big part of the leadership responsibility that that visionary leader

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carries. That's setting the DNA of the team.

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Thus, and I would just say this underneath that is that DNA sets values.

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So when values are being broken on the team, it's the leader's responsibility to

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call that out. Now, I'm not talking about call that out in front of the whole team.

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But if you need to go to an individual because some of the things that they're

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doing or the things that they're saying don't fit with the culture that you want

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to have, it's your responsibility as a leader to go and deal with that.

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And we have that all the time on our team, where I hear about someone who maybe said

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something about someone in a gossipy way.

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If it seems appropriate, it's either me or Ryan, my executive pastor or one of the

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others. We just sit down with the person and say, we heard that you said da da da.

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Is that true? And then we start getting the facts.

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And that's not that's going against the culture of our team.

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That's going against the culture and the values of our DNA.

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So I'd like you to go back and apologize and take that back and work on that.

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We had to release two people in the last month because they were breaking the culture

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of our team. And I did not want that to feed in to the rest of the team.

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So DNA is really important.

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Number four, who's following you?

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That's your team. Who's following you?

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Question mark. That's your team.

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So your team's not who you hire and who you fire.

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Your team, an organic team, an organic leadership team, is who's coming and who's

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going, who comes early, who stays late.

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That's your team. Not looking at resumes and hiring people based on their gifting, as

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important as that is.

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And by the way, as the team gets bigger, you have to depend on that more.

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But I will say that organizations would be much healthier if they hired from within.

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And that's what we try to do here at The Road, is we try to hire from within.

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And most of the time, we're probably 90 percent of time, we're successful at that.

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Let's just take something like worship in the area of worship.

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You know, you got a lot of teams.

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I think we have four teams that make up our worship teams.

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And you ask, well, how do you get all these people you got and recruit them?

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No, you don't recruit them.

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We don't recruit teams.

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We just simply look around and see who's interested in worship, who comes early, who

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stays late, who's willing to help, who's willing to serve.

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That's your team. That's how I started all my churches.

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That's how I started all my ministries and organizations that I've done, is I start

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doing it by myself because there's nobody else.

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And I just do it by myself.

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And I started to look around who's interested in this vision.

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And then I recruit them in and invite them in.

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They're already in.

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But I officially say, why don't you come be on my team?

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I mean, Ryan Steyer, who is the executive pastor, executive leader of the road, was

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with me from the very, very beginning.

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He was a trust officer in a bank.

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And then God set it up where he became my first hire.

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And we were here all alone, just the two of us getting this church started.

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But he was here and he cared.

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He was already bought in to the vision.

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You build a team by looking around and asking yourself, well, who are my friends?

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Who are the people that like hanging out with me and I like hanging out with them?

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Well, there's your first team.

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So that's an organic leadership team.

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And then fifthly, slow and steady wins the race.

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Slow and steady wins the race.

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Huge gyrations in a leader.

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You know, he's really excited about this or that this week.

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And then next week, it's a whole nother thing.

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He's really excited about that or this next program that you're going to start.

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And then he changes gears and says, well, that program's not really working.

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We're going to do this program over here.

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That is horrible leadership.

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You're going to kill people.

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People are going to leave in droves with that kind of leadership in which you got

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all these sharp goes and then stops and then goes and then stops.

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Steady, slow wins the race.

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And what I mean is, you know, it's incremental.

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It's being a plotter.

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It's gradually taking ground, gradually taking ground and not being in a hurry,

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but building the right way.

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That's organic leadership is building the right way.

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You don't see cucumber plants in a greenhouse suddenly pop up in one day.

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No, it's step by step.

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It's day by day.

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It takes months for tomatoes to come.

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It takes months for cucumbers to come.

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And it's the same way with building an organization.

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It takes months and years to build.

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And so there's a slow and steady, I guess I would call it kind of turtle, be a

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turtle rather than a rabbit, just go slow and steady and hang in there.

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And if it's got.

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God's, if it's God's will, if it's God's kingdom way,

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I promise you it'll grow, steady growth.

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And when you have steady growth,

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you also don't have the gyrations of people leaving,

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things happening where sales drop off dramatically

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because you've been gradually building,

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usually two steps forward and one step back,

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two steps forward, one step back.

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That's good organic leadership.

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So I hope this is helpful to you.

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I think organic leadership is the way to lead

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because it comes out of your heart.

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It's natural.

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It's the kingdom way.

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If you haven't been leading that way,

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I wanna challenge you to change your leadership

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and adopt a more organic leadership style.

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You'll be more peaceful.

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You'll be more joyful.

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And I think you'll see supernatural growth

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that will just absolutely amaze you.