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And I, when I go ahead, when I log into the app

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and I hit the dropdown, I don't have access

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to the edge training.

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I only have the inner circle.

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Oh, okay.

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That's easy to fix.

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And we can just add you to that quickly.

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So, but if you go into the edge,

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you'll see there's now nine modules.

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And those nine modules are the,

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they're designed to roughly run one month each, right?

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So that you can run them.

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We moved the training around

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from the way you actually experienced it originally.

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And Bruce is gonna add you there, Ben.

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So thanks for doing that, Bruce.

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Jumping in to help me with, looks like, yeah.

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So you guys sort that out on the email addresses.

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You have to use the same email and so on.

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But the idea is that as you go through

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each of these modules, module one, we'll start again

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because I wanted to add a different turn on this.

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So module one is all about, you know, the journey to prime.

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The building a culture of trust and purpose

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and the whole triple bottom line thing.

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So as we go through that process,

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I wanna, I don't wanna go through, you know the topic.

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So for each one in that month, there are four topics.

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The first one is called moving from success to prime.

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This idea that we're having some success,

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but how do we get it to that optimum place?

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And so what I wanna do is just talk briefly

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about what would be the power hack?

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What would be the leader's power hack here

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to make that functional in your business?

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So step one is make sure that you're still having

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a regular weekly training time.

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I can't emphasize this enough.

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And the reason is you need an anchor point.

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You need an anchor point on which to build culture.

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And that anchor point is something that, you know,

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I know it's inconvenient.

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I know there are times that, you know,

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we have to move it around and so on.

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But for the most, for the most part,

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if you can set a time and keep the time as much as possible.

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And then the idea here is that two things

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that are coming from you that makes this work.

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One is that you give it value, the training, the content,

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and two is you give permission.

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Those two things are the primary methods

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because when you say we value this

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and we give you permission to do whatever

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the thing it's asking for.

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So when I think of the power hacks around, you know,

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moving to prime, you know, we use an analogy there

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in one of the talks about the firefighter's net.

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And the firefighter's net is who gets

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to have their hands on the net, right?

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And creating that right tension.

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If there's no tension in the net,

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you don't have a healthy organization.

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Most of us think that tension is a sign of a bad thing.

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Tension is a sign of health, right?

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Because if we're all just agreeing,

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think of firefighters standing around a net

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and we're all just agreeing and we're standing next to each

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other, the net is on the floor.

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This is not going to help the person jumping

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out of the burning building.

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It's not going to support the business.

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Or the other extreme, if somebody comes to the net,

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grabs it and rips it out of the hands of everyone.

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And because they're such an overpowering leader,

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then you don't have a team.

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It's just, you're just the leader.

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That's it.

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And a lot of EAs, it's just you

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and a lot of executive assistants.

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That's effectively what it is.

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I had a friend who used to call it,

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all you are is Captain Kirk and the Klingons.

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Everyone's clinging on and you're the captain.

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There's no one else.

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There's nothing else going on, right?

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So, but the idea, so a couple of key questions

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on the firefighter's net.

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Who in your team needs to have their hand on the net?

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Who needs to be able to pull for their side, right?

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So you want somebody who's always pulling for their side.

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I'm pulling for customer service.

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I'm pulling for sales.

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I'm pulling for, you know, the HR for our team.

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You got to have people pulling.

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And even if you're a very tiny team,

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you still need to have people on the net.

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Secondly, who needs to not have their hands on the net

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and who keeps reaching for the net?

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I find a light tap on the palm will solve that problem.

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It's like enough, stop.

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You know, it's that there are people

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who grab for authority, not responsibility.

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People who grab for authority are dangerous people.

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People who are ambitious, great.

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People who are driven, great.

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Give people who are driven,

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but people who always want to be on the inner circle,

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they feel they have a right to say something,

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but when they're there,

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they just pull the net out of everyone's hands.

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They're not helpful.

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So the question is, you have to be the referee

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as the leader.

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You're the referee of the tension.

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Okay, you're pulling too hard now.

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Slow down there.

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We heard you, we got it.

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Hey, why I noticed in the meeting,

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you didn't pull for your side.

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What was that?

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Well, everybody was.

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I didn't get a chance. No, you need to speak up. We need you. We need your voice. We need you to say,

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had we known this was going to be a problem for customer service, we wouldn't have done this.

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Now we've had a whole meeting, made a decision and found out we have to reverse the decision

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because you weren't pulling on the net. You didn't raise the flag and say, this is going to be a mess

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for customer service. Right? So we need people. So your job is who should be on the net, who

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needs to leave, who needs to be added, and then are they pulling hard or too soft?

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Just take that second with your own team and think about, do I need more people? Because

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more people around the net and that more healthy tension takes a lot of load off you.

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Remember, the goal here is for you to create a team of leaders to free you up to do what you love,

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because your biggest contribution to your organization is when you do what you love,

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right? We all know this. So the issue comes back to, you know, there's a passion you carry,

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but as the leader, it's your job to be more the conductor of the orchestra,

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not play all the instruments, because that would be quite hilarious to watch running from one

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instrument to the other for an orchestra with a one person orchestra, right? So don't be the

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one person orchestra because it looks ridiculous and it'll exhaust you. And you can be, you know,

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often the conductor of an orchestra, as we know, is the most proficient musician there. They often

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are the best musician in the room, but they're the musician not making any sound. Be the leader

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that doesn't do any leading other than coaching leaders. That's ultimately where you're trying

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to get to. Become a great leadership coach. Take all the stuff you've learned from us and anywhere

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else and use that stuff for your team. Use it shamelessly as your own. Okay, second, the second

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thing is we go through the question then is, so that was moving to Prime, the Firefighters Net.

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The second talk we go through, what on earth are we doing? And remember that was, what are we doing?

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Why are we doing it? How do I fit in? Right? And so there, the power hack for you as a leader

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is come up with a phrase everyone has memorized. Quick test, walk around your organization and ask

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people, what do we do here? And if they start talking for three minutes, they haven't got a clue.

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If they don't know the phrase, bam, and got it. If they're going to talk and talk, well, we do this

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and we do that and we're, oh, and they just keep talking. They don't know. So get it down, get it

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clear. That clarity, clarity drives speed. We know that clarity drives simplicity. Simplicity

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drives speed. They need this clarity. We do this one thing. It's got to get it down, particularly

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a phrase, if you get it down to a phrase. So that'd be huge. Then the question of why we're

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doing it talks to the passion of what you're doing. And it's good that they can articulate

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that. We do this, and this is why we do this. And then how do I fit in? It's great if you can

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give everyone a one-line job description. More specifically, one phrase would be better.

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And a one phrase job description, it tells people, it tells your team this, this is the clarity of

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what are we doing. Here's the passion behind why we're doing it. And by the way, if you don't do

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anything else, but you do this one thing, this one thing, the organization moves forward.

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That's what you want for them. And that, by the way, is constant. You will do it. And six

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months later, those definitions are gone. So what we did last year, yeah, I bet you they're all out

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of date or partially out of date. So you've got to be doing this at least once a year,

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where you're refocusing it. And if somebody moves to a new job or you've reorganized it,

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redo the one-line job description. Let it be clear, not just to them, but now everybody knows

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what they do. Now we all know what each other, because we can all see what the one-line job

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description is. And on our, we use Notion for everything. So on our Notion page, we actually

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have everybody's one-line job description. You say, well, the more executive they are,

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the less they need it. Not true. The reason Graham and I work so well together is because

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we got that clear between us early on. I run the business. He's responsible for theology. In fact,

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his number one job is John 5, to do what the father's doing and make sure we don't get ahead

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of the father. That's his actual job. That's actually his one-line job description. So

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that's all he has to do, right? So, and he has slowed us down at times and said, we're not ready

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for this. We're not ready for that. And I'm like, let's do it now. And sometimes he's right. And

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sometimes I'm right, but that's the tension we need. Exactly that. All right. The third thing

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we're going to get into is the.

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the third week in that module is the triple bottom line.

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How much money did we make?

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How many people do we help?

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How alive is the team?

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Shiny eyes.

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And again, the power hack here for you

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is when it comes to how many customers did we have,

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make sure that we start with a customer,

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start with the customer first and work backwards.

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Don't start with what have we got that we can sell,

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start with what serves the customer.

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Who do we need to partner with to serve the customer better?

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Do we need other partners together

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that can serve the customer?

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Start with the customer.

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The reason that's such a powerful question

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for you as a leader is it gets you out of,

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oh, we had 3,000 new customers or 50 new customers.

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Well, did you though?

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Did you really help 50 people

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or did 50 people write you a check?

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That's not the same thing.

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Did we improve their lives?

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Did we bring them something?

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Did we do more than just deliver what they paid us to do?

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What difference did we make?

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That's the key.

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And you say, well, we sell a service, we sell this.

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Yes, but there's more to it

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when you start with a customer's actual need.

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And it's great to ask your team this.

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And by the way, your customer service people,

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these are your best people in your team

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to answer this question

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because they deal with the complaints every single day.

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They deal with customers, ask them.

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They know.

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We definitely value our customer service people.

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And then the next, the other thing is,

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I think from a sort of the customer work backwards

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is if you can make your dashboard available

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on the member of the rule of three,

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where you just put the three big numbers,

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you don't have to put your expenses in there

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and you don't have to put your profits in there,

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but at least put the kind of things

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where the team can see the scoreboard.

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Because a lot of us would want to go to a game

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with no scoreboard.

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And it's left everyone's memory

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and all everybody just guessing,

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are they winning?

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Are we winning?

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Who's winning?

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So at least have a basic scoreboard.

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And then the last question,

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the last one was creating a culture of trust.

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Here's the power hack.

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You have to create that circle of safety.

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We've all heard Simon Sinek's talk on this,

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you have to feel secure.

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Here's the biggest thing I've learned,

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trying to teach leaders to create a circle of safety,

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the number one thing.

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There's this very worldly perspective that says,

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people have to earn my trust,

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then I will trust them.

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The kingdom works on,

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I give trust first,

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I sow to trust and then teach them

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how not to break my trust.

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And that is a different approach

246
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because that says,

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I'm taking the risk of trust with you.

248
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Here's how you don't break my trust.

249
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Bad news travels faster than good news.

250
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You screwed up, tell me first.

251
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Don't let me learn this from someone else

252
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that you messed up,

253
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you tell me first,

254
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I wanna hear from you first.

255
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And two, just because you make mistakes,

256
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that's not a break of trust.

257
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That's just you learning.

258
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But if I discovered that you did something wrong

259
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and I had to come to you and you go,

260
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oh, well, you know,

261
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I have to admit I did it.

262
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Then you're messing with my trust.

263
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Now I'm gonna, you know,

264
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and you can say, I'm gonna choose again.

265
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So you can show a little grace,

266
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but if this becomes a habit,

267
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we have a bigger problems.

268
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We have bigger problems.

269
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And there are 10 habits I threw into the training

270
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back then on what build trust,

271
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you know, they're all there and they're all practical.

272
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But the main thing is,

273
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people must never put your team member

274
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in a position where they don't know their future with you.

275
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Number one.

276
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Number two, never put them in a,

277
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never lead in a way they can't follow.

278
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What I mean by that is,

279
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don't be so vague in your leadership.

280
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They don't know what it means to be, to support you.

281
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Tell them exactly what you want,

282
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exactly what it means.

283
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I need you this, I need you to own this.

284
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I need you to take this,

285
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this is your one-line job description.

286
00:14:08.360 --> 00:14:10.800
I need you to grow this and I need this to become good.

287
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This is what done means for me.

288
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And that's a great conversation.

289
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But people, even when we had, you know,

290
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a tough conversation recently with an employee,

291
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one of the first things I said is,

292
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your job is not at risk yet.

293
00:14:22.280 --> 00:14:24.960
If it were at risk, you would know that.

294
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And we'd be on a 30 day clock.

295
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Are we on a 30 day clock right now?

296
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No, your job is not at risk.

297
00:14:31.800 --> 00:14:33.280
Okay, good.

298
00:14:33.280 --> 00:14:37.000
You gotta make people secure in that circle of safety.

299
00:14:37.000 --> 00:14:37.840
Absolutely.

300
00:14:38.840 --> 00:14:42.640
Any questions and thoughts about those four pillars?

301
00:14:42.640 --> 00:14:45.080
And you say, well, we've done all this material before.

302
00:14:45.080 --> 00:14:48.800
Hint, it'll take three to four passes through this material.

303
00:14:48.840 --> 00:14:49.920
And some of it every year,

304
00:14:49.920 --> 00:14:51.960
no matter how many times they've done it.

305
00:14:53.200 --> 00:14:56.520
So Jenny, how many times have you done this?

306
00:14:56.520 --> 00:14:57.720
Four, four times?

307
00:14:58.600 --> 00:15:00.080
I think at least.

308
00:15:00.000 --> 00:15:05.280
like 40. It feels, well, I mean, it's, I'm looking forward to going through it again,

309
00:15:05.280 --> 00:15:08.240
because I'm going to get something new each time. That's the thing, you know,

310
00:15:08.240 --> 00:15:13.600
as you get something different, we're new each time. So, yeah. Yeah.

311
00:15:14.960 --> 00:15:19.520
By the way, the biggest value of the weekly training is the conversations it generates.

312
00:15:20.640 --> 00:15:28.000
It gives you, it gives you a, a ship to steer or a car to steer. It gives you a vehicle to steer

313
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and you need those conversations to keep flushing out, keep people growing, keep that moving.

314
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Don't see it as an add-on, a little side thing you do, see it as the core thing that you do,

315
00:15:39.040 --> 00:15:44.320
because the training make, creates conversations about the business and you start to work on the

316
00:15:44.320 --> 00:15:49.600
business for a minute and not just always in it. And that's the way you do that, is that one hour,

317
00:15:49.600 --> 00:15:56.000
it's the best return on investment. You get, you get all sorts of ideas out of people,

318
00:15:56.000 --> 00:16:00.320
you get the conversation going and here's also you, you start to set culture.

319
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And as we said before, culture is created one degree per week, turning up the temperature on

320
00:16:08.240 --> 00:16:12.400
the ice block until it, it will melt by itself. And then it will turn to steam by itself. Well,

321
00:16:12.400 --> 00:16:17.920
I want this kind of culture. Yeah. Aiming at it doesn't do anything. What helps is the process,

322
00:16:18.720 --> 00:16:24.640
the conversations, the constant coaching, and you're going to have to be like a stack record.

323
00:16:24.640 --> 00:16:30.480
Don't get tired of your own voice. I'm so tired of saying that's our vision. I thought you knew

324
00:16:30.480 --> 00:16:36.480
it by now. Don't get, don't get tired of your own voice. Just keep, keep saying it, keep doing it

325
00:16:36.480 --> 00:16:44.560
over and over relentlessly. I know these are intensely practical and simple ideas, but they

326
00:16:44.560 --> 00:16:53.920
are the ones that work, I found. So your permission is everything. You know, a lot of us

327
00:16:53.920 --> 00:16:58.960
as leaders, a lot of times we don't see ourselves in that way because we're, you know, we're humble

328
00:16:58.960 --> 00:17:07.440
leaders. We don't think about how loud our voice is. So don't shout into the mic, you know, just

329
00:17:07.440 --> 00:17:14.000
speak your, your, your, who you are will amplify what you say. You don't have to shout into the

330
00:17:14.000 --> 00:17:25.760
mic. Cool. Yep. Everyone's watching. Good point. Very good. Okay. I'm going to give everybody a

331
00:17:25.760 --> 00:17:29.840
last comment. What are some of your takeaways? You already talked about the upstairs takeaways.

332
00:17:29.840 --> 00:17:33.360
What are your downstairs takeaway? What are some of the thoughts that you're walking away with?

333
00:17:33.360 --> 00:17:37.840
So I'd love you to leave with one upstairs thing and one downstairs thing. That'll make me feel

334
00:17:37.840 --> 00:17:43.840
like we was two hours worth investing in. So I'll give everybody a turn. We'll run around the group

335
00:17:43.840 --> 00:17:47.200
everybody get a shot at this. I think everybody gets about a minute.

336
00:17:49.680 --> 00:17:55.680
All right. I'll do it real quick. Go for it. Yeah. Obviously what I said was one of my permissions

337
00:17:55.680 --> 00:18:03.040
would be the the upstairs thing and downstairs in my mind, I'm just trying to practically say

338
00:18:04.800 --> 00:18:12.640
how do we go through the 40 weeks that we did before again, without them saying, oh, we already

339
00:18:12.640 --> 00:18:21.440
did that. Why do we have to do that again? Because it's not, it's because you don't know it,

340
00:18:21.440 --> 00:18:26.560
you haven't become it. You've just know about it. So you can use the same language.

341
00:18:27.840 --> 00:18:33.600
Yeah. And it's the same and it's, it dwindles over time. I mean, you might've been doing deep

342
00:18:33.600 --> 00:18:39.360
work at one point, or you might've been doing the Q book. Are you doing it now? Are you doing it? So

343
00:18:40.240 --> 00:18:44.000
those are the kinds of conversations that are going on in my mind. There you go.

344
00:18:48.880 --> 00:18:57.440
I'll go next. So for me, the, just the abiding in the upstairs, staying in that place of intimacy

345
00:18:57.440 --> 00:19:02.960
with Jesus and letting him carry his way. I carry my way, but we're in this place of unity

346
00:19:02.960 --> 00:19:09.440
and purpose and in our company and what we're doing applies on down. But you said something

347
00:19:09.440 --> 00:19:14.560
that was also a really good reminder as I'm kind of restructuring our company is the importance of

348
00:19:14.560 --> 00:19:19.440
the weekly meeting and letting our people know the impact that they're having. How many people

349
00:19:19.440 --> 00:19:24.240
did we get to serve this week? How many new or how many renewed, or, you know, what is the dollar

350
00:19:24.240 --> 00:19:30.080
amount we got to enjoy this last month? So that kind of information, I got another habit of that

351
00:19:30.080 --> 00:19:33.360
because I wasn't running the company, but I think it's great to step back into that again. So

352
00:19:33.920 --> 00:19:37.600
I appreciate that as a practical thing to do. Excellent.

353
00:19:40.960 --> 00:19:48.320
Bridget. Well, I'm here with my hat on for the church and I'm working on small groups and I'll

354
00:19:48.320 --> 00:19:54.080
think just keeping as much information going with the groups and remind them what we're here for

355
00:19:54.080 --> 00:19:59.280
and giving them good feedback, you know, to keep the out there, the leaders and the facilitators

356
00:19:59.280 --> 00:20:00.240
and the shiniers.

357
00:20:00.000 --> 00:20:03.200
eyes and kind of taking some of this and applying. It's a little

358
00:20:03.200 --> 00:20:06.960
different when you're working with volunteers, because you

359
00:20:06.960 --> 00:20:09.920
can't really keep showing them the dollar amount. But to me,

360
00:20:09.920 --> 00:20:12.880
what the dollar amount equivalent is, is what we're

361
00:20:12.880 --> 00:20:15.320
doing for the kingdom and reminding them of why we're

362
00:20:15.320 --> 00:20:18.520
here and remind them of the stories and, you know, keeping

363
00:20:18.520 --> 00:20:21.240
them focused on the positive and not getting discouraged with

364
00:20:21.240 --> 00:20:24.880
numbers of lack of attendance and things like that. So, but

365
00:20:24.880 --> 00:20:26.880
also to know that I'm in partnership with the Holy

366
00:20:26.880 --> 00:20:29.640
Spirit. So he's got a way to meet these people moving

367
00:20:29.640 --> 00:20:30.920
forward. So yeah,

368
00:20:31.240 --> 00:20:34.800
one line job descriptions for the small groups is a great

369
00:20:34.800 --> 00:20:40.040
idea. Okay, Ben.

370
00:20:45.320 --> 00:20:46.520
Good to be with you guys.

371
00:20:48.720 --> 00:20:52.640
Sorry, Ben and Glenn, I apologize. I'm doing it again.

372
00:20:52.640 --> 00:20:54.360
I'm doing it again, Ben.

373
00:21:00.840 --> 00:21:10.760
So I think the upstairs is just the invitation to stay in that

374
00:21:10.760 --> 00:21:17.720
place of staying in alignment, allowing him to do it. You

375
00:21:17.720 --> 00:21:21.800
know, I, I love the Isaiah 41. I'm going to dig into that and

376
00:21:21.800 --> 00:21:31.120
spend some time there. Um, I think it's, uh, I, I, I found

377
00:21:31.120 --> 00:21:37.640
that I much enjoy staying in that place. And I, I'm not sure

378
00:21:37.640 --> 00:21:40.600
why I ever leave it. But I do find myself just pulling back

379
00:21:40.600 --> 00:21:42.520
and trying to do it on my own at times.

380
00:21:42.520 --> 00:21:44.120
Old habits, old habits.

381
00:21:45.080 --> 00:21:51.640
So, so thank you for that. And then I think downstairs, um,

382
00:21:52.080 --> 00:21:55.600
I've been, I've been looking forward to this, the Edge

383
00:21:55.600 --> 00:21:59.800
training. I wasn't, you know, I missed last month. So I, I

384
00:21:59.800 --> 00:22:03.840
wasn't sure if you were going to fire back up live or what. So

385
00:22:03.840 --> 00:22:06.760
I'm excited to have access and, you know, looking forward to

386
00:22:06.760 --> 00:22:10.960
scheduling our time. And really, we've got some new pieces that

387
00:22:11.000 --> 00:22:14.000
are in place. And I think it's going to be really good to get,

388
00:22:14.000 --> 00:22:18.560
uh, you know, spend time weekly, uh, working on the company. And

389
00:22:18.560 --> 00:22:22.280
I think, you know, one of the things that, uh, stuck out to

390
00:22:22.280 --> 00:22:25.920
me was the idea that I need to be really clear about giving

391
00:22:25.920 --> 00:22:31.520
people permission to, uh, to grow meaning look, you know, to

392
00:22:31.520 --> 00:22:38.280
make time in their week to grow and invest in, you know, learning

393
00:22:38.280 --> 00:22:42.000
new things, but also, you know, don't, don't push so hard that

394
00:22:42.000 --> 00:22:46.280
we're not taking time to sharpen the sword and, and get, you

395
00:22:46.280 --> 00:22:48.160
know, to, to become more efficient.

396
00:22:49.560 --> 00:22:51.400
Thanks. Give them the tools, Bruce.

397
00:22:53.560 --> 00:22:57.240
Yeah, I think the partnering is like the, um, maybe it's my

398
00:22:57.240 --> 00:23:00.240
upstairs and, and a practical thing. Cause I think there's,

399
00:23:00.760 --> 00:23:04.400
there's downstairs problems that we encounter. And so we try to

400
00:23:04.400 --> 00:23:06.520
solve them in a lot of different ways. But I think to me, it's

401
00:23:06.520 --> 00:23:09.400
that it's kind of changing the modes and the upstairs of having

402
00:23:09.400 --> 00:23:13.280
like, okay, if this is, if we're, it's not my business, it's

403
00:23:13.280 --> 00:23:15.960
and the other extreme is it's not just the Lord's business.

404
00:23:15.960 --> 00:23:18.720
Like it's like us doing it together. Um, so that's, that

405
00:23:18.720 --> 00:23:21.600
was, that's sweet. And that's definitely like a good posture

406
00:23:21.600 --> 00:23:22.520
to take. I think

407
00:23:23.920 --> 00:23:27.880
change your mode to change your methods. Yeah. I love it. Jenny.

408
00:23:29.760 --> 00:23:33.200
Uh, yes. So upstairs, it was the in partnership, the inner

409
00:23:33.640 --> 00:23:37.040
internal territory first, and then the out outer territory

410
00:23:37.040 --> 00:23:40.880
second. And then, um, so this is the proof that you need to go

411
00:23:40.880 --> 00:23:44.440
through it more than once, because I have, I promise you

412
00:23:44.440 --> 00:23:46.800
probably have said it, but this is the first time that I've

413
00:23:46.800 --> 00:23:49.280
heard you say that there are some people who shouldn't have

414
00:23:49.280 --> 00:23:51.440
their hands on the net when we're pulling like that

415
00:23:51.440 --> 00:23:55.000
fireman's net. That's the first time I've heard you, uh, say

416
00:23:55.000 --> 00:24:00.120
that. And so how that all plays into being a conductor as well.

417
00:24:00.400 --> 00:24:04.480
And there's just an ebb and a flow, um, in the leadership and

418
00:24:04.480 --> 00:24:08.080
knowing when to step in and when to step back. So that's my

419
00:24:08.120 --> 00:24:10.640
downstairs. That's great. Rich.

420
00:24:15.880 --> 00:24:20.120
Yeah. Uh, Jenny had mine on the head was, uh, knowing when to

421
00:24:20.120 --> 00:24:23.760
step in. Cause that was a part of my, my initial question to

422
00:24:23.760 --> 00:24:29.240
the group. Um, I guess, uh, that's, that's my downstairs.

423
00:24:29.680 --> 00:24:35.920
And, um, as far as the upstairs goes, uh, I guess on my part

424
00:24:35.920 --> 00:24:42.080
for being more proactive, um, and having some open

425
00:24:42.080 --> 00:24:43.920
conversations with people one-on-one.

426
00:24:45.560 --> 00:24:48.320
That's great. Yep. Jeremy.

427
00:24:48.480 --> 00:24:52.560
All righty. So I like some people, if you have to go

428
00:24:52.560 --> 00:24:54.560
because you have a hard stop right now, you're welcome to

429
00:24:54.560 --> 00:24:56.080
drop off. Sorry, Jeremy to interrupt.

430
00:25:00.000 --> 00:25:10.760
Yeah, I like the kind but blunt is a really good takeaway and reminder, you know, and

431
00:25:10.760 --> 00:25:18.880
I love the four levels and just how, when we do things in this, you know, well, just

432
00:25:18.880 --> 00:25:23.360
how the Lord, you know, is bringing us level to level, glory to glory, and then ultimately

433
00:25:23.360 --> 00:25:27.440
he just, you know, takes it away.

434
00:25:27.440 --> 00:25:29.080
That's so cool.

435
00:25:29.080 --> 00:25:30.800
Very encouraging.

436
00:25:30.800 --> 00:25:35.160
And this has given me a lot of good food for thought for just some conversations, I feel

437
00:25:35.160 --> 00:25:42.940
like it's a good reminder of how, if we're not diligent, and, you know, take cutting

438
00:25:42.940 --> 00:25:48.280
things off at the pass, and sometimes things can kind of go, you know, further than they

439
00:25:48.280 --> 00:25:50.720
should, and we got to reel them back in.

440
00:25:50.720 --> 00:25:55.760
And it's, it's, it's a little more challenging, and, you know, it could potentially be more

441
00:25:55.760 --> 00:25:59.000
messy, or just, I don't know, there's always learning opportunities.

442
00:25:59.000 --> 00:26:05.200
But I feel like I've neglected a little bit on a couple of people that I feel like they've

443
00:26:05.200 --> 00:26:11.680
been, you know, I've been kind of seeing that they've not really been, you know, toe in

444
00:26:11.680 --> 00:26:12.680
the line.

445
00:26:12.680 --> 00:26:18.800
And I've kind of been, because I've been so busy, I've, I haven't turned a blind eye,

446
00:26:18.800 --> 00:26:24.560
but I've acted as such, just so that I almost like when your kids are doing something that,

447
00:26:24.560 --> 00:26:27.480
you know, they really shouldn't be doing, but in the moment, you just can't address

448
00:26:27.480 --> 00:26:28.480
it.

449
00:26:28.480 --> 00:26:32.720
So you act like you don't see it, so that they don't think that you're tolerating it.

450
00:26:32.720 --> 00:26:35.000
And I've got that going on.

451
00:26:35.000 --> 00:26:39.240
And it's like, man, I just I need to nip that in the bud there, you know, and reel that

452
00:26:39.240 --> 00:26:43.280
in and make it clear what my expectations are.

453
00:26:43.280 --> 00:26:44.280
Start holding people accountable.

454
00:26:44.280 --> 00:26:48.200
Again, it's just, I, my challenge is I'm spread so thin.

455
00:26:48.200 --> 00:26:49.200
Yeah.

456
00:26:49.200 --> 00:26:50.960
And you need more leaders.

457
00:26:50.960 --> 00:26:51.960
I need more leaders.

458
00:26:52.200 --> 00:26:54.200
So I'm on the right track.

459
00:26:54.200 --> 00:26:55.200
Yeah.

460
00:26:55.200 --> 00:26:56.200
No doubt.

461
00:26:56.200 --> 00:26:57.200
Tyler.

462
00:26:57.200 --> 00:26:58.200
I know you really said you're upstairs.

463
00:26:58.200 --> 00:26:59.200
If because we're out of time.

464
00:26:59.200 --> 00:27:00.200
Do you want to just say you're downstairs?

465
00:27:00.200 --> 00:27:01.200
Yeah.

466
00:27:01.200 --> 00:27:02.680
I don't know that I have a downstairs, man.

467
00:27:02.680 --> 00:27:05.120
I'm just really thankful for this group.

468
00:27:05.120 --> 00:27:09.440
And like, I mean, yeah, I feel like we know each other well, a little bit.

469
00:27:09.440 --> 00:27:14.640
I mean, we spend a lot of time and you know, our problems and all the things.

470
00:27:14.640 --> 00:27:21.280
So I'm just thankful to have the discussion and just be reminded, man, the, of the place

471
00:27:21.440 --> 00:27:22.440
that I want to lead from.

472
00:27:22.440 --> 00:27:23.440
That's great.

473
00:27:23.440 --> 00:27:24.440
So thank you, man.

474
00:27:24.440 --> 00:27:25.440
Yeah.

475
00:27:25.440 --> 00:27:26.440
You're most welcome, Glenn.

476
00:27:26.440 --> 00:27:27.440
We'll let you wrap it up.

477
00:27:27.440 --> 00:27:28.440
What are your downstairs takeaways?

478
00:27:28.440 --> 00:27:29.440
The downstairs takeaway would be small card.

479
00:27:29.440 --> 00:27:30.440
You know, just understanding how to measure in an effective way.

480
00:27:30.440 --> 00:27:31.440
Awesome.

481
00:27:31.440 --> 00:27:32.440
Thanks so much.

482
00:27:32.440 --> 00:27:33.440
Really appreciate it.

483
00:27:33.440 --> 00:27:34.440
Thanks for the extra two minutes.

484
00:27:34.440 --> 00:27:35.440
See you next month.

485
00:27:35.440 --> 00:27:36.440
Have a wonderful, wonderful month.

486
00:27:36.440 --> 00:27:37.440
Bless you.

487
00:27:37.440 --> 00:27:37.440