March 12, 2025 • 28 mins
Matt Walton shares his passion for marketplace discipleship and human development as the foundation of Kingdom business. He reveals how focusing on developing people holistically while they work creates organizations that benefit everyone who touches them.
• Moving from pursuit of followers to pursuit of value and Kingdom impact
• Using the Great Commission as the foundation for business operations
• Understanding that profit is essential but not the ultimate purpose
• Developing a six-level leadership delegation framework that empowers employees
• Creating a "Dream Team" mentorship program to help employees achieve personal goals
• Implementing discipleship programs instead of performance improvement plans
• Conducting regular prayer meetings, daily team meetings, and monthly serve days
• Hiring top-down leaders who align with company values
• Building training programs that prevent bringing "cancer" into the business
• Moving toward incentive-based pay systems
• Consulting God as the CEO of your business
Make God your CEO. You're a steward and managing partner alongside Him because He wants to partner with you in your business.
Where we WORK | WORSHIP | SERVE
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
What's up guys?
This is Matt with Avoda Talk,or the real Matt Walton.
This is your hub for all thingsKingdom Business Business.
As Ministry Business Strategy,my goal is to provide as much
value, minute by minute, eachpodcast that you listen to.
So let's get to it.
So a little disclaimer beforethis podcast starts is you're
(00:21):
going to hear me say JohnMacArthur at the very beginning,
before I correct myself, andwhat I mean is John Maxwell.
So just want you guys to knowthat I love y'all.
Thank you so much for tuning in.
What's up guys?
Matt Walton here with the VotedTalk, or the real Matt Walton,
depending on how you found me.
And first off, thank you somuch for tuning in.
We just passed a big milestone,if you ask me, and it was over
(00:43):
100 downloads for my podcast.
We have about, I think, six orseven episodes that are out
right now, so I'm just gratefulfor every single one of you.
This isn't so much forfollowers although I would love
to have a lot of them it is moreabout value and adding as much
value as I possibly can, minuteby minute.
I moved out of the pursuit offollowers and into just the
(01:07):
pursuit of adding value andkingdom impact last year and
it's one of the most freeingthings in the world.
So whenever we hit thesemilestones, it just is icing on
the cake.
So I want to say thank you forthat.
But, man, what a week.
And today is Thursday and I amreally dialing things in.
I know I talk about this everytime but, like my weekends are
just going extremely well.
I started golfing again,spending more time with my
(01:29):
family and just more presenttime with my family, being
really disciplined on exercisingand how I'm eating, and going
to the next level on everything,with cold plunges, red light
therapy, saunas.
That is coming, that is what'scoming next, and the reason for
that is I really want to stewardmy temple and steward the body
that God had given me in themind that God has given me, and
(01:51):
what I recognize is that whenI'm eating right, sleeping right
, doing these things that I knowI need to be doing, my mind is
top notch, my creativity is topnotch, my energy is through the
roof, and so hopefully, thisencourages you guys, because
when we start taking that expertownership, it's really awesome
and building up thosedisciplines and sticking with
(02:11):
these disciplines.
I've been doing it for aboutsix months, which is brand new
for me.
I only stuck to things beforethat were not good things for my
life, and now that I'm reallysticking to these things and
building up these disciplines,it's really, really cool.
So today I want to talk abouthuman development and something
that is really near and dear tomy heart.
(02:32):
If you follow my businesses ormy business or my personal
channels, you will see kingdomimpact over income, people over
profits, marketplacediscipleship, human development
those are all four things that Iwould say are the same thing,
but I am really big onmarketplace discipleship.
So when you see any of thoseother things I just mentioned,
(02:52):
that is what it boils down tofor me, and it is something that
God has called me to do.
It is something that God hasput on my heart to disciple
people while they are on theclock, because it is not so much
what these guys and what we alldo during the day, while we're
working or operating ourbusinesses, that is taking away
from us having the life that weknow that we're meant to have.
(03:15):
It's what we're doing afterthat, and so what I do with my
guys is I focus on theirdevelopment as human beings and
I really pour into them on that,which I'll get into here in a
minute of what exactly thatlooks like.
But first I wanna anchor thisepisode in scripture, as we
always do, and it's the GreatCommission.
It's Matthew 28, 16 through 20.
And this is what just thisthing gets me going whenever I
(03:37):
read this, because this is adirect command from Jesus for us
to do.
And it says we make disciplesof all nations.
And that includes where you'reat right, here, right now, all
of your people, all of yourvendors, everybody that's
working alongside of you.
What are you doing to help themnot just accomplish what you're
trying to accomplish, but getout of that mentality Like how
(04:00):
are you helping them accomplishtheir goals and their dreams?
Matthew 28, 16 through 20 saysthis, but the eleven disciples
proceeded to Galilee, to themountain which Jesus had
designated.
When they saw him, theyworshipped him, but some were
doubtful.
And Jesus came up and spoke tothem, saying All authority has
been given to me, in heaven andon earth.
Go, therefore, and makedisciples of all nations,
(04:22):
baptizing them in the name ofthe Father and of the Son and
the Holy Spirit, teaching themto observe all that I have
commanded you and, lo, I am withyou always, even to the end of
age.
So that right there is veryprofound to me and I love how
Jesus backs that up with.
I am with you and that's aquestion I have like is your
(04:42):
business like, guided by theHoly Spirit, guided by God?
Are you consulting with Jesuson everything?
And if you're not, just want toencourage you to do that,
because when we do that it takesthe pressure off of us.
And then when we put pressureon ourselves, we really feel it
and we know why we have thatpressure on ourselves.
It's because we haven'tsurrendered something over to
Jesus.
So let's hop into it, and Iwant to.
(05:03):
I know we're talking aboutpeople over profits or kingdom
impact over income, but I wantto get this out of the way.
Your business, if you're notprofitable, if you're not making
money, then, like, that is theoxygen to your business.
So it is very important.
I am in no way stretch of theimagination saying that that
does not need to be a focus,because it absolutely does.
(05:24):
That is how we make an impact.
That is how we spread ourterritory to make an impact.
That is what affords us theability to do a lot of things
that we do.
So that profit is extremely,extremely important.
So I want to get that out of theway before I get into this, and
I want to explain just my heartas we talk about human
development.
(05:44):
God has called me to businessand I know God has called all of
you that are listening tobusiness as well in any shape,
form or fashion, and he hasgiven me a heart to help people
that are coming off the streetsor that are in prison,
specifically.
But it doesn't just stop withthem.
I mean this expands to any andeverybody that I come in contact
with.
That's a vendor, somebody thatI hired, that's kind of like a
(06:06):
third party, if you will.
That doesn't work directly forme, but that we work together.
That's doing something.
My heart is to help themaccomplish their goals and their
dreams.
Simultaneously, they arehelping me and my company
further its vision andaccomplish its goals and its
dreams.
So I posted something the otherday that said I am building an
organization that benefits everysingle person that comes in
(06:26):
contact with it and contributesto their success.
This is a growth and leadershipfocused organization.
So that is my heart boiled downto a sentence, and there's a
quote that I heard.
This is from Peter Drucker.
If you don't know who PeterDrucker is, look him up.
He is an awesome on likesystems and leadership, but what
he talks about is is my desireis he asked a question to I
(06:49):
believe this was John MacArthurlike who is succeeding you and
who is going to take your place?
And that last year actuallybefore last year started to be a
desire of my heart wasdelegation, because I recognize
that if I don't learn how todelegate, then the company is
capped off and I am the lid tothe company.
So who is succeeding you?
And my desire is to besucceeded instead of needed.
(07:10):
So again, who is succeeding you?
And when I think about like mydevelopment, like why we develop
human beings, like so manypeople are going to come back
with, this is a lot of work.
When we focus our days on howwe can develop our people, it
moves our focus from systems andprocesses and hiring and just
(07:30):
building jobs and getting thejobs done right, marketing,
sales and, yes, all those thingsare very, very, very important,
but it adds another element toit.
That is a lot of work.
Depends on what level you wantto go to, but I want it all and
I want to go towards success.
I don't want there to be anyceiling for any of my people or
my thoughts when it comes to howI will develop or how I will
(07:51):
have a hand in developing thesehuman beings God has called us.
I believe this is a key pointfor kingdom businesses that we
need to focus on humandevelopment and focus on how we
are helping those that we comein contact with.
For me, it's about beingobedient and participating in
the calling that God has on mylife.
The Great Commission has calledus to make disciples of all
nations, and that doesn't stopin the calling that God has on
my life.
The Great Commission has calledus to make disciples of all
(08:12):
nations, and that doesn't stopin the marketplace.
I am seeing salvationshappening at my shop, and I will
be doing baptisms as wellwhenever I build pools and so
manufacture pools for one of mybusinesses.
So whenever I water test a poolthe next one that I do I'm
going to open it up for baptismsand we're going to start not
only seeing salvations butbaptisms on the marketplace and
(08:34):
on the clock.
This isn't before or after theyget off, this is on the clock
and this is how important it isto me.
So so you're like there's aquestion.
I feel like a lot of people askthe question and say these
things in your mind.
Like you're saying, I don'tjust need to show them the job
and teach them how to performthe task and but rather focus on
their development and theirhuman development and what
(08:56):
they're doing, teach them andcoach them on things not to do,
and absolutely that is the toppriority for me.
I want to hire, for if we alignin values, if I see something
in you, rather than you beingthe most skilled, this is how we
change the world.
I believe that this is how wechange cities, states, nations,
(09:16):
and it is all for God's glory.
It is only through his gracethat we have the opportunity to
do that.
And, like there's a questionthat comes up what is the
benefit of this?
And I want to move away fromthinking about the benefit of
the company, although that isvery important.
And I want to move away fromthinking about the benefit of
the company, although that isvery important, and I want to
focus on the benefit of theindividual, and that is where my
heart is first, like how can Ibenefit these men and women
(09:37):
first, rather than what is thisgoing to do to benefit myself
and my company?
And most of my meetings?
Like I do, we do morningmeetings with the guys and I
have a leader within my businessthat does morning meetings with
my guys.
We do serve days.
I do prayer and, like when I doprayer with my guys, I always
go through and ask, like, whatare prayer requests or praise
(09:58):
reports?
And that opens the door for meto have a short message that
usually is five to 10 minutesand is heavily focused on
developing them as a human being.
And like here's some tactics ofhow you can get better, start
walking, start eating better,start reading books, listen to
podcasts.
Like there's a number of thingsthat I go over with them and I
encourage them with questionssuch as, like, what is that one
(10:19):
thing that if you stop doing orstarted doing, will roll into 10
or 20 other things you know, orthat would be in alignment with
the vision that you have foryour life or that God has given
you?
And so that is where my focusis with my people is developing
them, and instead of we need tofocus on the task at hand.
(10:39):
Or let me rephrase that we needto focus on developing your
skills first rather thandeveloping the human first.
So it's human first and thenwe'll get those skills.
Those skills will naturallyrise and what I have noticed is
that when we're focused on thehuman, that they are more
accepting to criticism or toconstructive criticism, because
(11:00):
they understand that.
Things that I have on my notes.
There's six things of how itlooks with most businesses, and
the idea here is I'm going to goin like an order, like we want
to get away from the first fourthings and get to the last two
things, and what they are islike in how we develop human
(11:23):
beings, most of the time is weask them, so like ask our
workers.
Let's just say maybe you have amanufacturing business like
myself, or maybe you're inmarketing and you have somebody
that is new that you justbrought on.
So what they do is they'regoing to look into or maybe
they're gonna bring to you aproblem and they're gonna report
that to you.
So they're gonna look into it,report it to you and then I, as
(11:45):
the boss or their boss, whoeveris their direct supervisor, is
going to decide when they'll doit.
The next thing this is numbertwo is you look into it.
Talking about the worker.
Report back to me alternativesthis is where a lot of people
get stuck at Number two andnumber three report back to me
alternatives with pros and cons,with recommendations, and again
(12:07):
I'll decide what happens.
The next level this is numberthree is hey, you look into it,
you let me know what you intendto do with your alternatives and
give me pros and cons with yourrecommendations and again I
will decide what's going tohappen.
And this is where most peopleget capped off.
I hear people all the timetalking about yeah, like my
leadership philosophy is, I'mgoing to have my guys or girls
(12:29):
report to me, give me two orthree solutions to the problem,
and then I'll tell you what todo, or I'll ask you what do you
think is the best thing to do,and then I'll empower them to do
it.
And no, there's nothing wrongwith that.
Like, this is a strategy that Iuse as well, and I think a lot
of times that's where it stops,because we don't do the human
development side of things.
But when you do and you focuson the human development side of
(12:51):
things, this is where numberfour through six open up.
And I want to park on five andsix here in a minute.
But number four is you lookinto it, you let me know what
you intend to do and you do itunless I say no.
So this is like an entry pointinto human development, when you
start really developing leaders, underleaders.
The next thing and these are twoareas that I am striving and I
(13:13):
am at in some areas and otherareas I'm working to get to Take
action.
Notice, the verbiage isdifferent Take action and let me
know what you did.
You have to really trust theindividual to a great degree.
There's a proven track recordthat needs to happen.
But number six is really whereI want to be and I just hired.
Well, six, eight months ago Ibrought on a guy that handles
(13:35):
all of my operations and hereports directly to me.
We communicate every single dayon things that need to be done.
He understands what needs tohappen very well and so he takes
action, and a lot of timesthere's no further contact that
is needed because I trust himand empower him to do so.
So where are you at on that?
Next I want to move to there's aquestion like how can I equip
someone to be most successful?
(13:57):
And this is where the art ofdelegation comes in, and I'm
going to go through these really, really quickly because it goes
with what?
Those six things that I justmentioned.
And this is really whenever youstart to empower somebody.
So I'll give the example of theguy that I just brought on to
handle my operations, and beforeI was able to bring him on, I
had to do it.
I had.
There was that competency phase,and this is what John MacArthur
(14:17):
talks about as competency, andso this is the work that happens
before you make the hire, andthis allows for you to move to
number two I do it and you'rewith me, you're shadowing me.
This is kind of one of thefirst levels of delegation and
this is where you demonstratewhat needs to happen.
The third is you do it.
Now you've somewhat started todelegate that out.
You do it, but I'm going to bewith you.
(14:38):
So this is where you coach them.
The next thing this is numberfour you do it, and this is
where you just empower them todo it.
You want them to fall and makemistakes.
That way they can improve andclimb that level of confidence
much quicker than if youcontinue to hold their hands
through the coaching phase.
The fifth and final one is youdo it and someone is with you.
(14:58):
So this is where I'm at with myoperations guy is I am
mentoring the next leader that'sgoing to come underneath him.
So is my operations guy.
He's mentoring and coaching himas well and he's coming
alongside him in a lot of areas.
And this is where operationsguy he's mentoring and coaching
him as well and he's comingalongside him in a lot of areas.
And this is where reproductionbegins.
And this is where I was at withmy operations guy was.
I was reproducing myselfthrough my operations guy and it
(15:20):
is working well.
How you can measure whether ornot you delegated or advocated
is when you step away, does itget better or does it start to
crumble?
And that's a great way to knowwhen you have reproduced
yourself well.
The next thing is well, I wantto talk about how it looks in my
business right now and there'skind of some phases.
(15:42):
Again, this goes with those 11points now that I mentioned up
above.
But there's the developmentphase and this is where you give
somebody an opportunity.
This is like the developmentphase and this is where you give
somebody an opportunity.
This is like the hiring point.
You give somebody anopportunity, and I'm talking
more of like.
This goes with high level hires.
This also goes with bottom uphires.
You hire them and then youbring them on, you train them
(16:03):
and then they gain a position,whether if that's like for me
they work through.
What I'm about to roll out is a60 to 75 day training process
and assuming they meet all theparameters in place there, then
they will gain a position withinmy company.
Once they gain a position, thenthey will have opportunities to
lead.
So now my operations guy haspeople leading for two weeks at
(16:25):
a time and they have a task listof about 10 things that they
have to do on a day-to-day basisso that we can step back and
analyze how they're leading.
And we also have meetings withthem.
I mentioned this earlier, butwe also have morning meetings
with them and we allow for thetwo-week lead to lead those
meetings a lot of times, and sowhat that does is that empowers
(16:47):
them, it gives them a voice.
They can handle it however theywant to handle.
My only stipulation is we startevery single meeting with
prayer, and so as long asthey're doing that, then they're
coming in, they're leading themeeting, they're encouraging the
guys, they're lining the guysout for the day, but they're
also for two weeks.
They have to do those 10 to 15things that are on their list.
Then, once we recognize whothose leaders are within the
(17:10):
business, we move more into thathuman development at the high
level phase.
So, like if you listen to JohnMacArthur and you listen to a
number of other leading peopleout there that focus on
leadership, they talk aboutpouring into your top 20%.
There's like top 20%, middle60% and bottom 20%.
So I would lump in those 60 and20% to 80% just for this
(17:34):
purpose right here.
But my main guy, such as myoperations guy, he is pouring
into the bottom 80%, if you will, and we are focused on not
kicking them to the curb by anystretch of the imagination.
We're focused on developingthem so that they can become
better human beings, not justhere at work but at home, to the
wives, whoever it is that theycome in contact with.
And what I do is I focus on mytop 20% leaders.
(17:56):
Right now I'm meeting with themonce every three weeks and we
do a one hour meeting.
That's for discipleship,mentorship, and I'm really
teaching him how to be a leaderso that, if things continue to
go the way that they're going.
He will be the next guyunderneath my operations guy.
That will allow my operationsguy to move up in the company
and focus more high level onsome admin stuff and also on
(18:18):
some operations stuff.
And that's how we promote fromwithin and rather than bringing
in the experts from the outside,although there's nothing wrong
with that.
And I just recognized, by theway, I've been saying John
MacArthur and I'm saying I meanto say John Maxwell.
So John MacArthur isdramatically different.
John Maxwell is who I'm talkingabout.
So thank you to Leslie for that.
(18:40):
But yeah, I John MacArthur.
John Maxwell, excuse me, iswhenever, as I've started to
study, leadership has really,really it's like really cool
because there's all theseinstitutes for leadership that
will put you on to a number ofthings and a lot of them are
based off of the teachings thatJohn Maxwell teaches.
So let me continue goingraising.
This guy's pouring to the 80%.
(19:01):
I'm pouring into the top 20%.
We have to reward and we rewardin a number of different ways,
whether that's positional raisesor, excuse me, positional
opportunities that are in adifferent position to where they
were at.
That may be more of an elevatedposition All the time it's more
(19:22):
of an elevated position orpraise or pay.
So I spend a lot of timepraising my guys when they do
good things.
But as a leader, we can fallinto falsely praising our people
, and I have caught myself attimes falsely praising my people
.
And so just a little note, likeif you catch yourself doing
that, start to be wise to thatand get away from that, because
(19:44):
we need to hold peopleaccountable and praise where
it's needed and then reward whenwe can.
So once they do the above, theyget access to and really any of
the above they get access tothe way that my business
operates.
And this is I'm about to tellyou about 11 different things
that I do that is really focusedon developing the humans.
And I'm going to tell you about11 different things that I do
that is really focused ondeveloping the humans, and I'm
going to go through these fairlyquickly and I'm going to talk
(20:06):
about, like, how it used to look.
So I used to do a processcalled PPF.
This is what I got from CardoneVentures.
They had put me onto this wayof pouring into my people.
I've since moved away from thatNot that there's anything wrong
with that, but this is what Goddoes within kingdom businesses
is he helps you, gives you anidea and helps you recreate it
and tailor it so that it'skingdom and that it's yours and
(20:27):
fits your organization, betterthan implementing something from
outside that may have beengreat for their organization.
Ppf was the thing personal,professional and financial.
That was great.
I did that a little bit over ayear ago.
I brought in my guys and startedfiguring out their one, three,
five-year goals.
I share with them the businessgoals for one, three and five
years and specifically personal,professional and financial.
(20:49):
I helped them develop plans ofhow they were going to
accomplish that.
But what I recognized with thatwas I left that into their
hands and after I met with themtwo or three times and I said,
okay, now you have homework tocome back to me.
We met with them two or threetimes and I said, okay, now you
have homework to come back to me, we'll meet again at this time,
but you need to let me knowthat you completed this.
And what I recognized in thatwas the gentlemen that I rolled
that out to weren't theappropriate gentlemen to roll
(21:11):
that out to.
I needed to go through anotheryear of business and a year of
figuring some things out beforeI rolled it out the way that I'm
now rolling it out.
So now what I'm doing is I'mrolling out like a dream team
type of a deal to where I willfigure out again their goals,
their dreams, their vision fortheir life, and I've developed a
questionnaire that's going tobe rolled out to them.
(21:33):
And then I am going to I'mgrowing my mentor list and I'm
going to have people tied tothem that are going to be
empowering and encouraging themand meeting with them for a year
long program that are going tobe empowering and encouraging
them and meeting with them for ayear long program that is going
to help them accomplishwhatever goal that they want to
accomplish buying a house,saving this money, getting out
of debt, whatever it may be andso that's what I'm working on.
(21:54):
Got to put that on my heart veryrecently.
Actually, I do these thingscalled serve days and I stop my
production, go serve thecommunity and just really teach
my guys that service is morethan like glitz and glam and
we're showing people what we'redoing.
There's no cameras around Notthat there's anything wrong with
that, like if that's where yourheart's at or if your heart's
(22:15):
in the right place, because Imay do some of that down the
road once I get approval fromthe Lord to do that.
But what God had put on myheart, instead of doing a serve
day, is do a day where I servemy people and I have them fill
out the questionnaire.
I then will meet with them tofigure out exactly how they want
their life to look and whatmakes them tick and what's
(22:35):
holding them back and all ofthat, and then they will be a
part of this year long program.
They'll be tied to a mentorthat will dream team guy, that
will help them accomplish theirgoals and will stay on top of
them for accountability purposes.
So you know, within that youcreate a personal development
development plan and create adream plan for them.
I do a discipleship program aswell.
(22:56):
So like this was more in lieuof like a performance
improvement plan, like I can'tstand performance improvement
plans, especially because theyget this negative.
They have this negative energyabout them because they have
been abused within companies tolet people go and put them on
this and give them excuse, tolet people go rather than
developing the human being, andso that's where my heart's at.
(23:17):
So I call it a discipleshipprogram and I have these tiered
phases to it with coaching andmentoring that's mixed into that
, which I can do another podcaston that down the road.
But I hire top-down leaders whocan do this stuff.
While I'm not around, I doprayer.
I do prayer weekly and this isa Monday morning deal where I
stop production for about 30minutes.
I bring my guys in prayer,request praise reports and then
(23:37):
I have a short message that'sfocused on based out of
something in scripture, buthuman development and how, how,
how they can improve their lives, and I give them tactics of how
they can do that whileencouraging them.
And it has been awesome, likethe, the feedback that I get
from my guys.
We do daily meetings.
So I have my operations guy dodaily meetings with the whole
entire team and then I have theleaders the two week leads going
(24:00):
back to what I said earlierlead some of those meetings.
We do serve days.
Again, I've already went intodetail of that, but those have
been vital.
That's once a month.
Stop production, go serve thecommunity and go serve those
that really don't get served orgo serve really cool
organizations that do a lot ofserving Mentorship.
I mentioned this earlier, but Icreated I'm creating a
directory of really good leadersbecause there's strengths that
(24:21):
I have, there's strengths thatmy operations guy have, there's
strengths that other people havewithin my organization that I
don't have, and so when I'mmentoring somebody and I
recognize that they need thisover here, rather than what I
have to offer, I then have themgo over and talk to whoever it
is and really get some insighton that individual strength so
that they can pour into them.
I think that's huge because alot of times, we and I fall into
(24:43):
this as well, like we want tobe the one that tells them
everything and we put them ontoeverything and when, in reality,
we can find ourselves givingthem poor advice on some of
these areas over here, when wegave them great advice over here
because of our egos got in theway and there's no place for ego
within leadership.
There's no place for your prideand ego.
So we need to, as leaders, ridourselves of that.
Coaching and my discipleshipprogram I think I mentioned that
(25:05):
earlier, but coaching is a bigpart of my discipleship program
and also is a big part of mydays, not to say an everyday
thing, but if I recognize one ofmy guys is down.
This is where the dream teamwill come into place.
If I know that you tick off ofhey, I want to go on a vacation
with my family at the end of theyear and you're really
struggling today, you know, thenthat's some of the ways that
will encourage and empower youto do those things.
(25:27):
Lastly, I want to encourageeverybody to man, if God has put
something on your heart, tostart developing your people.
Maybe you don't have anyemployees and maybe you have
vendors or people that you workwith, or maybe you're somebody
that comes alongside of abusiness.
There's still things that youcan apply within this.
I think a lot of those isleading by example and, like
(25:50):
have lunch with them.
Go have lunch with them, figureout what makes them tick,
figure out those differentthings so that you can, like,
come alongside them andencourage them and just whatever
it is that that, however, it isthat that looks within your
circle, but you don't have tohave employees to do some
version of this, and I believethat this is how we can convert
one of the many ways that we canconvert our businesses from
(26:11):
just being transactionalbusinesses to being kingdom
businesses.
There's a lot of things rightnow that I am like super excited
about and that this dream teamand this human development will
help me accomplish, and that islike incentive-based pay.
I'm really working towardsincentive-based pay and this is
the first level of that is thathuman development aspect.
(26:32):
And then I'm strategizing andpraying through how exactly I'm
going to roll outincentive-based pay, especially
as my business get busier andmakes it easier to incorporate
incorporate something like that,because we know the targets we
have to hit.
There's no lag time, and sothat is really, really excited
about that.
In developing leaders within totake places of other leaders,
that is something I'm alsoexcited about.
(26:53):
Hiring top down rather thanjust bottom up that is something
I'm very excited about.
I had experience with that thislast year and it is working out
very, very well.
I give God all the glory forthat, because that was like it's
an instance of like recruitingrather than hiring, and so if
you have the opportunity to andyou do when you restructure some
things to recruit people ratherthan hire people, I encourage
(27:14):
you to start moving in thatdirection.
The program, my developmentalprograms, my dream team program
that I was just going through,my training program, are also
things that I'm very, veryexcited about.
I'll say this my trainingprogram, what that's going to do
as I bring in guys from prisonand off the streets, as I
evangelize and do a number ofdifferent things that is what is
going to ensure that I'm notbringing on cancer into the
(27:35):
business, because there is.
I don't care if you're hiringoff Indeed or Monstercom.
You run the risk of bringing insomebody that can drag your
business down and be a cancer toyour business.
And so if you create thistraining program and these
parameters around, add atimeframe around it, these KPIs
that they have to meet withinthat, this has far better
chances of you bringing on theright person so that they're not
(27:57):
dragging down your team, andit'll be exposed during that 60,
75 day period or whatever it isthat you do within your
business.
So, man, that's it for today.
I hope everybody is absolutelykilling it out there.
I love this stuff.
Business is what gets me goingand, specifically, kingdom
business is what gets me going.
Being obedient, recognizing,like man, I took that into my
(28:19):
own hand.
I need to surrender this overto the Lord now and just waiting
and hearing from the Lord, andGod is so faithful to give you
ideas, bring the right people in, and one God idea is better
than a thousand mad ideas.
So I encourage everybody toconsult with the Lord.
Make God your CEO.
Make God the owner of yourbusiness.
You're a steward and a managingpartner alongside him, because
(28:41):
he wants to partner with you inyour business.
So, god,
What's up guys?
This is Matt with Avoda Talk,or the real Matt Walton.
This is your hub for all thingsKingdom Business Business.
As Ministry Business Strategy,my goal is to provide as much
value, minute by minute, eachpodcast that you listen to.
So let's get to it.
So a little disclaimer beforethis podcast starts is you're
(00:21):
going to hear me say JohnMacArthur at the very beginning,
before I correct myself, andwhat I mean is John Maxwell.
So just want you guys to knowthat I love y'all.
Thank you so much for tuning in.
What's up guys?
Matt Walton here with the VotedTalk, or the real Matt Walton,
depending on how you found me.
And first off, thank you somuch for tuning in.
We just passed a big milestone,if you ask me, and it was over
(00:43):
100 downloads for my podcast.
We have about, I think, six orseven episodes that are out
right now, so I'm just gratefulfor every single one of you.
This isn't so much forfollowers although I would love
to have a lot of them it is moreabout value and adding as much
value as I possibly can, minuteby minute.
I moved out of the pursuit offollowers and into just the
(01:07):
pursuit of adding value andkingdom impact last year and
it's one of the most freeingthings in the world.
So whenever we hit thesemilestones, it just is icing on
the cake.
So I want to say thank you forthat.
But, man, what a week.
And today is Thursday and I amreally dialing things in.
I know I talk about this everytime but, like my weekends are
just going extremely well.
I started golfing again,spending more time with my
(01:29):
family and just more presenttime with my family, being
really disciplined on exercisingand how I'm eating, and going
to the next level on everything,with cold plunges, red light
therapy, saunas.
That is coming, that is what'scoming next, and the reason for
that is I really want to stewardmy temple and steward the body
that God had given me in themind that God has given me, and
(01:51):
what I recognize is that whenI'm eating right, sleeping right
, doing these things that I knowI need to be doing, my mind is
top notch, my creativity is topnotch, my energy is through the
roof, and so hopefully, thisencourages you guys, because
when we start taking that expertownership, it's really awesome
and building up thosedisciplines and sticking with
(02:11):
these disciplines.
I've been doing it for aboutsix months, which is brand new
for me.
I only stuck to things beforethat were not good things for my
life, and now that I'm reallysticking to these things and
building up these disciplines,it's really, really cool.
So today I want to talk abouthuman development and something
that is really near and dear tomy heart.
(02:32):
If you follow my businesses ormy business or my personal
channels, you will see kingdomimpact over income, people over
profits, marketplacediscipleship, human development
those are all four things that Iwould say are the same thing,
but I am really big onmarketplace discipleship.
So when you see any of thoseother things I just mentioned,
(02:52):
that is what it boils down tofor me, and it is something that
God has called me to do.
It is something that God hasput on my heart to disciple
people while they are on theclock, because it is not so much
what these guys and what we alldo during the day, while we're
working or operating ourbusinesses, that is taking away
from us having the life that weknow that we're meant to have.
(03:15):
It's what we're doing afterthat, and so what I do with my
guys is I focus on theirdevelopment as human beings and
I really pour into them on that,which I'll get into here in a
minute of what exactly thatlooks like.
But first I wanna anchor thisepisode in scripture, as we
always do, and it's the GreatCommission.
It's Matthew 28, 16 through 20.
And this is what just thisthing gets me going whenever I
(03:37):
read this, because this is adirect command from Jesus for us
to do.
And it says we make disciplesof all nations.
And that includes where you'reat right, here, right now, all
of your people, all of yourvendors, everybody that's
working alongside of you.
What are you doing to help themnot just accomplish what you're
trying to accomplish, but getout of that mentality Like how
(04:00):
are you helping them accomplishtheir goals and their dreams?
Matthew 28, 16 through 20 saysthis, but the eleven disciples
proceeded to Galilee, to themountain which Jesus had
designated.
When they saw him, theyworshipped him, but some were
doubtful.
And Jesus came up and spoke tothem, saying All authority has
been given to me, in heaven andon earth.
Go, therefore, and makedisciples of all nations,
(04:22):
baptizing them in the name ofthe Father and of the Son and
the Holy Spirit, teaching themto observe all that I have
commanded you and, lo, I am withyou always, even to the end of
age.
So that right there is veryprofound to me and I love how
Jesus backs that up with.
I am with you and that's aquestion I have like is your
(04:42):
business like, guided by theHoly Spirit, guided by God?
Are you consulting with Jesuson everything?
And if you're not, just want toencourage you to do that,
because when we do that it takesthe pressure off of us.
And then when we put pressureon ourselves, we really feel it
and we know why we have thatpressure on ourselves.
It's because we haven'tsurrendered something over to
Jesus.
So let's hop into it, and Iwant to.
(05:03):
I know we're talking aboutpeople over profits or kingdom
impact over income, but I wantto get this out of the way.
Your business, if you're notprofitable, if you're not making
money, then, like, that is theoxygen to your business.
So it is very important.
I am in no way stretch of theimagination saying that that
does not need to be a focus,because it absolutely does.
(05:24):
That is how we make an impact.
That is how we spread ourterritory to make an impact.
That is what affords us theability to do a lot of things
that we do.
So that profit is extremely,extremely important.
So I want to get that out of theway before I get into this, and
I want to explain just my heartas we talk about human
development.
(05:44):
God has called me to businessand I know God has called all of
you that are listening tobusiness as well in any shape,
form or fashion, and he hasgiven me a heart to help people
that are coming off the streetsor that are in prison,
specifically.
But it doesn't just stop withthem.
I mean this expands to any andeverybody that I come in contact
with.
That's a vendor, somebody thatI hired, that's kind of like a
(06:06):
third party, if you will.
That doesn't work directly forme, but that we work together.
That's doing something.
My heart is to help themaccomplish their goals and their
dreams.
Simultaneously, they arehelping me and my company
further its vision andaccomplish its goals and its
dreams.
So I posted something the otherday that said I am building an
organization that benefits everysingle person that comes in
(06:26):
contact with it and contributesto their success.
This is a growth and leadershipfocused organization.
So that is my heart boiled downto a sentence, and there's a
quote that I heard.
This is from Peter Drucker.
If you don't know who PeterDrucker is, look him up.
He is an awesome on likesystems and leadership, but what
he talks about is is my desireis he asked a question to I
(06:49):
believe this was John MacArthurlike who is succeeding you and
who is going to take your place?
And that last year actuallybefore last year started to be a
desire of my heart wasdelegation, because I recognize
that if I don't learn how todelegate, then the company is
capped off and I am the lid tothe company.
So who is succeeding you?
And my desire is to besucceeded instead of needed.
(07:10):
So again, who is succeeding you?
And when I think about like mydevelopment, like why we develop
human beings, like so manypeople are going to come back
with, this is a lot of work.
When we focus our days on howwe can develop our people, it
moves our focus from systems andprocesses and hiring and just
(07:30):
building jobs and getting thejobs done right, marketing,
sales and, yes, all those thingsare very, very, very important,
but it adds another element toit.
That is a lot of work.
Depends on what level you wantto go to, but I want it all and
I want to go towards success.
I don't want there to be anyceiling for any of my people or
my thoughts when it comes to howI will develop or how I will
(07:51):
have a hand in developing thesehuman beings God has called us.
I believe this is a key pointfor kingdom businesses that we
need to focus on humandevelopment and focus on how we
are helping those that we comein contact with.
For me, it's about beingobedient and participating in
the calling that God has on mylife.
The Great Commission has calledus to make disciples of all
nations, and that doesn't stopin the calling that God has on
my life.
The Great Commission has calledus to make disciples of all
(08:12):
nations, and that doesn't stopin the marketplace.
I am seeing salvationshappening at my shop, and I will
be doing baptisms as wellwhenever I build pools and so
manufacture pools for one of mybusinesses.
So whenever I water test a poolthe next one that I do I'm
going to open it up for baptismsand we're going to start not
only seeing salvations butbaptisms on the marketplace and
(08:34):
on the clock.
This isn't before or after theyget off, this is on the clock
and this is how important it isto me.
So so you're like there's aquestion.
I feel like a lot of people askthe question and say these
things in your mind.
Like you're saying, I don'tjust need to show them the job
and teach them how to performthe task and but rather focus on
their development and theirhuman development and what
(08:56):
they're doing, teach them andcoach them on things not to do,
and absolutely that is the toppriority for me.
I want to hire, for if we alignin values, if I see something
in you, rather than you beingthe most skilled, this is how we
change the world.
I believe that this is how wechange cities, states, nations,
(09:16):
and it is all for God's glory.
It is only through his gracethat we have the opportunity to
do that.
And, like there's a questionthat comes up what is the
benefit of this?
And I want to move away fromthinking about the benefit of
the company, although that isvery important.
And I want to move away fromthinking about the benefit of
the company, although that isvery important, and I want to
focus on the benefit of theindividual, and that is where my
heart is first, like how can Ibenefit these men and women
(09:37):
first, rather than what is thisgoing to do to benefit myself
and my company?
And most of my meetings?
Like I do, we do morningmeetings with the guys and I
have a leader within my businessthat does morning meetings with
my guys.
We do serve days.
I do prayer and, like when I doprayer with my guys, I always
go through and ask, like, whatare prayer requests or praise
(09:58):
reports?
And that opens the door for meto have a short message that
usually is five to 10 minutesand is heavily focused on
developing them as a human being.
And like here's some tactics ofhow you can get better, start
walking, start eating better,start reading books, listen to
podcasts.
Like there's a number of thingsthat I go over with them and I
encourage them with questionssuch as, like, what is that one
(10:19):
thing that if you stop doing orstarted doing, will roll into 10
or 20 other things you know, orthat would be in alignment with
the vision that you have foryour life or that God has given
you?
And so that is where my focusis with my people is developing
them, and instead of we need tofocus on the task at hand.
(10:39):
Or let me rephrase that we needto focus on developing your
skills first rather thandeveloping the human first.
So it's human first and thenwe'll get those skills.
Those skills will naturallyrise and what I have noticed is
that when we're focused on thehuman, that they are more
accepting to criticism or toconstructive criticism, because
(11:00):
they understand that.
Things that I have on my notes.
There's six things of how itlooks with most businesses, and
the idea here is I'm going to goin like an order, like we want
to get away from the first fourthings and get to the last two
things, and what they are islike in how we develop human
(11:23):
beings, most of the time is weask them, so like ask our
workers.
Let's just say maybe you have amanufacturing business like
myself, or maybe you're inmarketing and you have somebody
that is new that you justbrought on.
So what they do is they'regoing to look into or maybe
they're gonna bring to you aproblem and they're gonna report
that to you.
So they're gonna look into it,report it to you and then I, as
(11:45):
the boss or their boss, whoeveris their direct supervisor, is
going to decide when they'll doit.
The next thing this is numbertwo is you look into it.
Talking about the worker.
Report back to me alternativesthis is where a lot of people
get stuck at Number two andnumber three report back to me
alternatives with pros and cons,with recommendations, and again
(12:07):
I'll decide what happens.
The next level this is numberthree is hey, you look into it,
you let me know what you intendto do with your alternatives and
give me pros and cons with yourrecommendations and again I
will decide what's going tohappen.
And this is where most peopleget capped off.
I hear people all the timetalking about yeah, like my
leadership philosophy is, I'mgoing to have my guys or girls
(12:29):
report to me, give me two orthree solutions to the problem,
and then I'll tell you what todo, or I'll ask you what do you
think is the best thing to do,and then I'll empower them to do
it.
And no, there's nothing wrongwith that.
Like, this is a strategy that Iuse as well, and I think a lot
of times that's where it stops,because we don't do the human
development side of things.
But when you do and you focuson the human development side of
(12:51):
things, this is where numberfour through six open up.
And I want to park on five andsix here in a minute.
But number four is you lookinto it, you let me know what
you intend to do and you do itunless I say no.
So this is like an entry pointinto human development, when you
start really developing leaders, underleaders.
The next thing and these are twoareas that I am striving and I
(13:13):
am at in some areas and otherareas I'm working to get to Take
action.
Notice, the verbiage isdifferent Take action and let me
know what you did.
You have to really trust theindividual to a great degree.
There's a proven track recordthat needs to happen.
But number six is really whereI want to be and I just hired.
Well, six, eight months ago Ibrought on a guy that handles
(13:35):
all of my operations and hereports directly to me.
We communicate every single dayon things that need to be done.
He understands what needs tohappen very well and so he takes
action, and a lot of timesthere's no further contact that
is needed because I trust himand empower him to do so.
So where are you at on that?
Next I want to move to there's aquestion like how can I equip
someone to be most successful?
(13:57):
And this is where the art ofdelegation comes in, and I'm
going to go through these really, really quickly because it goes
with what?
Those six things that I justmentioned.
And this is really whenever youstart to empower somebody.
So I'll give the example of theguy that I just brought on to
handle my operations, and beforeI was able to bring him on, I
had to do it.
I had.
There was that competency phase,and this is what John MacArthur
(14:17):
talks about as competency, andso this is the work that happens
before you make the hire, andthis allows for you to move to
number two I do it and you'rewith me, you're shadowing me.
This is kind of one of thefirst levels of delegation and
this is where you demonstratewhat needs to happen.
The third is you do it.
Now you've somewhat started todelegate that out.
You do it, but I'm going to bewith you.
(14:38):
So this is where you coach them.
The next thing this is numberfour you do it, and this is
where you just empower them todo it.
You want them to fall and makemistakes.
That way they can improve andclimb that level of confidence
much quicker than if youcontinue to hold their hands
through the coaching phase.
The fifth and final one is youdo it and someone is with you.
(14:58):
So this is where I'm at with myoperations guy is I am
mentoring the next leader that'sgoing to come underneath him.
So is my operations guy.
He's mentoring and coaching himas well and he's coming
alongside him in a lot of areas.
And this is where operationsguy he's mentoring and coaching
him as well and he's comingalongside him in a lot of areas.
And this is where reproductionbegins.
And this is where I was at withmy operations guy was.
I was reproducing myselfthrough my operations guy and it
(15:20):
is working well.
How you can measure whether ornot you delegated or advocated
is when you step away, does itget better or does it start to
crumble?
And that's a great way to knowwhen you have reproduced
yourself well.
The next thing is well, I wantto talk about how it looks in my
business right now and there'skind of some phases.
(15:42):
Again, this goes with those 11points now that I mentioned up
above.
But there's the developmentphase and this is where you give
somebody an opportunity.
This is like the developmentphase and this is where you give
somebody an opportunity.
This is like the hiring point.
You give somebody anopportunity, and I'm talking
more of like.
This goes with high level hires.
This also goes with bottom uphires.
You hire them and then youbring them on, you train them
(16:03):
and then they gain a position,whether if that's like for me
they work through.
What I'm about to roll out is a60 to 75 day training process
and assuming they meet all theparameters in place there, then
they will gain a position withinmy company.
Once they gain a position, thenthey will have opportunities to
lead.
So now my operations guy haspeople leading for two weeks at
(16:25):
a time and they have a task listof about 10 things that they
have to do on a day-to-day basisso that we can step back and
analyze how they're leading.
And we also have meetings withthem.
I mentioned this earlier, butwe also have morning meetings
with them and we allow for thetwo-week lead to lead those
meetings a lot of times, and sowhat that does is that empowers
(16:47):
them, it gives them a voice.
They can handle it however theywant to handle.
My only stipulation is we startevery single meeting with
prayer, and so as long asthey're doing that, then they're
coming in, they're leading themeeting, they're encouraging the
guys, they're lining the guysout for the day, but they're
also for two weeks.
They have to do those 10 to 15things that are on their list.
Then, once we recognize whothose leaders are within the
(17:10):
business, we move more into thathuman development at the high
level phase.
So, like if you listen to JohnMacArthur and you listen to a
number of other leading peopleout there that focus on
leadership, they talk aboutpouring into your top 20%.
There's like top 20%, middle60% and bottom 20%.
So I would lump in those 60 and20% to 80% just for this
(17:34):
purpose right here.
But my main guy, such as myoperations guy, he is pouring
into the bottom 80%, if you will, and we are focused on not
kicking them to the curb by anystretch of the imagination.
We're focused on developingthem so that they can become
better human beings, not justhere at work but at home, to the
wives, whoever it is that theycome in contact with.
And what I do is I focus on mytop 20% leaders.
(17:56):
Right now I'm meeting with themonce every three weeks and we
do a one hour meeting.
That's for discipleship,mentorship, and I'm really
teaching him how to be a leaderso that, if things continue to
go the way that they're going.
He will be the next guyunderneath my operations guy.
That will allow my operationsguy to move up in the company
and focus more high level onsome admin stuff and also on
(18:18):
some operations stuff.
And that's how we promote fromwithin and rather than bringing
in the experts from the outside,although there's nothing wrong
with that.
And I just recognized, by theway, I've been saying John
MacArthur and I'm saying I meanto say John Maxwell.
So John MacArthur isdramatically different.
John Maxwell is who I'm talkingabout.
So thank you to Leslie for that.
(18:40):
But yeah, I John MacArthur.
John Maxwell, excuse me, iswhenever, as I've started to
study, leadership has really,really it's like really cool
because there's all theseinstitutes for leadership that
will put you on to a number ofthings and a lot of them are
based off of the teachings thatJohn Maxwell teaches.
So let me continue goingraising.
This guy's pouring to the 80%.
(19:01):
I'm pouring into the top 20%.
We have to reward and we rewardin a number of different ways,
whether that's positional raisesor, excuse me, positional
opportunities that are in adifferent position to where they
were at.
That may be more of an elevatedposition All the time it's more
(19:22):
of an elevated position orpraise or pay.
So I spend a lot of timepraising my guys when they do
good things.
But as a leader, we can fallinto falsely praising our people
, and I have caught myself attimes falsely praising my people
.
And so just a little note, likeif you catch yourself doing
that, start to be wise to thatand get away from that, because
(19:44):
we need to hold peopleaccountable and praise where
it's needed and then reward whenwe can.
So once they do the above, theyget access to and really any of
the above they get access tothe way that my business
operates.
And this is I'm about to tellyou about 11 different things
that I do that is really focusedon developing the humans.
And I'm going to tell you about11 different things that I do
that is really focused ondeveloping the humans, and I'm
going to go through these fairlyquickly and I'm going to talk
(20:06):
about, like, how it used to look.
So I used to do a processcalled PPF.
This is what I got from CardoneVentures.
They had put me onto this wayof pouring into my people.
I've since moved away from thatNot that there's anything wrong
with that, but this is what Goddoes within kingdom businesses
is he helps you, gives you anidea and helps you recreate it
and tailor it so that it'skingdom and that it's yours and
(20:27):
fits your organization, betterthan implementing something from
outside that may have beengreat for their organization.
Ppf was the thing personal,professional and financial.
That was great.
I did that a little bit over ayear ago.
I brought in my guys and startedfiguring out their one, three,
five-year goals.
I share with them the businessgoals for one, three and five
years and specifically personal,professional and financial.
(20:49):
I helped them develop plans ofhow they were going to
accomplish that.
But what I recognized with thatwas I left that into their
hands and after I met with themtwo or three times and I said,
okay, now you have homework tocome back to me.
We met with them two or threetimes and I said, okay, now you
have homework to come back to me, we'll meet again at this time,
but you need to let me knowthat you completed this.
And what I recognized in thatwas the gentlemen that I rolled
that out to weren't theappropriate gentlemen to roll
(21:11):
that out to.
I needed to go through anotheryear of business and a year of
figuring some things out beforeI rolled it out the way that I'm
now rolling it out.
So now what I'm doing is I'mrolling out like a dream team
type of a deal to where I willfigure out again their goals,
their dreams, their vision fortheir life, and I've developed a
questionnaire that's going tobe rolled out to them.
(21:33):
And then I am going to I'mgrowing my mentor list and I'm
going to have people tied tothem that are going to be
empowering and encouraging themand meeting with them for a year
long program that are going tobe empowering and encouraging
them and meeting with them for ayear long program that is going
to help them accomplishwhatever goal that they want to
accomplish buying a house,saving this money, getting out
of debt, whatever it may be andso that's what I'm working on.
(21:54):
Got to put that on my heart veryrecently.
Actually, I do these thingscalled serve days and I stop my
production, go serve thecommunity and just really teach
my guys that service is morethan like glitz and glam and
we're showing people what we'redoing.
There's no cameras around Notthat there's anything wrong with
that, like if that's where yourheart's at or if your heart's
(22:15):
in the right place, because Imay do some of that down the
road once I get approval fromthe Lord to do that.
But what God had put on myheart, instead of doing a serve
day, is do a day where I servemy people and I have them fill
out the questionnaire.
I then will meet with them tofigure out exactly how they want
their life to look and whatmakes them tick and what's
(22:35):
holding them back and all ofthat, and then they will be a
part of this year long program.
They'll be tied to a mentorthat will dream team guy, that
will help them accomplish theirgoals and will stay on top of
them for accountability purposes.
So you know, within that youcreate a personal development
development plan and create adream plan for them.
I do a discipleship program aswell.
(22:56):
So like this was more in lieuof like a performance
improvement plan, like I can'tstand performance improvement
plans, especially because theyget this negative.
They have this negative energyabout them because they have
been abused within companies tolet people go and put them on
this and give them excuse, tolet people go rather than
developing the human being, andso that's where my heart's at.
(23:17):
So I call it a discipleshipprogram and I have these tiered
phases to it with coaching andmentoring that's mixed into that
, which I can do another podcaston that down the road.
But I hire top-down leaders whocan do this stuff.
While I'm not around, I doprayer.
I do prayer weekly and this isa Monday morning deal where I
stop production for about 30minutes.
I bring my guys in prayer,request praise reports and then
(23:37):
I have a short message that'sfocused on based out of
something in scripture, buthuman development and how, how,
how they can improve their lives, and I give them tactics of how
they can do that whileencouraging them.
And it has been awesome, likethe, the feedback that I get
from my guys.
We do daily meetings.
So I have my operations guy dodaily meetings with the whole
entire team and then I have theleaders the two week leads going
(24:00):
back to what I said earlierlead some of those meetings.
We do serve days.
Again, I've already went intodetail of that, but those have
been vital.
That's once a month.
Stop production, go serve thecommunity and go serve those
that really don't get served orgo serve really cool
organizations that do a lot ofserving Mentorship.
I mentioned this earlier, but Icreated I'm creating a
directory of really good leadersbecause there's strengths that
(24:21):
I have, there's strengths thatmy operations guy have, there's
strengths that other people havewithin my organization that I
don't have, and so when I'mmentoring somebody and I
recognize that they need thisover here, rather than what I
have to offer, I then have themgo over and talk to whoever it
is and really get some insighton that individual strength so
that they can pour into them.
I think that's huge because alot of times, we and I fall into
(24:43):
this as well, like we want tobe the one that tells them
everything and we put them ontoeverything and when, in reality,
we can find ourselves givingthem poor advice on some of
these areas over here, when wegave them great advice over here
because of our egos got in theway and there's no place for ego
within leadership.
There's no place for your prideand ego.
So we need to, as leaders, ridourselves of that.
Coaching and my discipleshipprogram I think I mentioned that
(25:05):
earlier, but coaching is a bigpart of my discipleship program
and also is a big part of mydays, not to say an everyday
thing, but if I recognize one ofmy guys is down.
This is where the dream teamwill come into place.
If I know that you tick off ofhey, I want to go on a vacation
with my family at the end of theyear and you're really
struggling today, you know, thenthat's some of the ways that
will encourage and empower youto do those things.
(25:27):
Lastly, I want to encourageeverybody to man, if God has put
something on your heart, tostart developing your people.
Maybe you don't have anyemployees and maybe you have
vendors or people that you workwith, or maybe you're somebody
that comes alongside of abusiness.
There's still things that youcan apply within this.
I think a lot of those isleading by example and, like
(25:50):
have lunch with them.
Go have lunch with them, figureout what makes them tick,
figure out those differentthings so that you can, like,
come alongside them andencourage them and just whatever
it is that that, however, it isthat that looks within your
circle, but you don't have tohave employees to do some
version of this, and I believethat this is how we can convert
one of the many ways that we canconvert our businesses from
(26:11):
just being transactionalbusinesses to being kingdom
businesses.
There's a lot of things rightnow that I am like super excited
about and that this dream teamand this human development will
help me accomplish, and that islike incentive-based pay.
I'm really working towardsincentive-based pay and this is
the first level of that is thathuman development aspect.
(26:32):
And then I'm strategizing andpraying through how exactly I'm
going to roll outincentive-based pay, especially
as my business get busier andmakes it easier to incorporate
incorporate something like that,because we know the targets we
have to hit.
There's no lag time, and sothat is really, really excited
about that.
In developing leaders within totake places of other leaders,
that is something I'm alsoexcited about.
(26:53):
Hiring top down rather thanjust bottom up that is something
I'm very excited about.
I had experience with that thislast year and it is working out
very, very well.
I give God all the glory forthat, because that was like it's
an instance of like recruitingrather than hiring, and so if
you have the opportunity to andyou do when you restructure some
things to recruit people ratherthan hire people, I encourage
(27:14):
you to start moving in thatdirection.
The program, my developmentalprograms, my dream team program
that I was just going through,my training program, are also
things that I'm very, veryexcited about.
I'll say this my trainingprogram, what that's going to do
as I bring in guys from prisonand off the streets, as I
evangelize and do a number ofdifferent things that is what is
going to ensure that I'm notbringing on cancer into the
(27:35):
business, because there is.
I don't care if you're hiringoff Indeed or Monstercom.
You run the risk of bringing insomebody that can drag your
business down and be a cancer toyour business.
And so if you create thistraining program and these
parameters around, add atimeframe around it, these KPIs
that they have to meet withinthat, this has far better
chances of you bringing on theright person so that they're not
(27:57):
dragging down your team, andit'll be exposed during that 60,
75 day period or whatever it isthat you do within your
business.
So, man, that's it for today.
I hope everybody is absolutelykilling it out there.
I love this stuff.
Business is what gets me goingand, specifically, kingdom
business is what gets me going.
Being obedient, recognizing,like man, I took that into my
(28:19):
own hand.
I need to surrender this overto the Lord now and just waiting
and hearing from the Lord, andGod is so faithful to give you
ideas, bring the right people in, and one God idea is better
than a thousand mad ideas.
So I encourage everybody toconsult with the Lord.
Make God your CEO.
Make God the owner of yourbusiness.
You're a steward and a managingpartner alongside him, because
(28:41):
he wants to partner with you inyour business.
So, god,
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