Unlock the Secret to an Open Workplace

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Episode Transcript

Speaker 1 (00:01):
Well, welcome to today's broadcast.
We're really glad that youtuned in today.
We're going to be talking todayabout building an environment
of openness and trust.
You know, it seems that youcan't even open a newspaper
today or watch a 10 o'clock newswithout hearing about the
latest poll or survey about thelack of trust the American

(00:22):
people have with Congress andgovernment leaders.
You know, in fact, a recent PewResearch Council survey shows
that almost 80 percent of theUnited States do not trust
Congress.
Congress does not even trustitself.
You know, political parties inCongress do not trust one
another.
There's government branches anddepartments that don't trust

(00:46):
each other.
In fact, the 9-11 Commissionreport that was published back
in July of 2004,.
You know they stated that theattacks may have been thwarted
that we experienced on that dayif there had been some
interagency, collaboration andcommunication.
Instead, the FBI was notsharing intelligence with the

(01:06):
CIA and vice versa.
The NSA didn't shareinformation with anyone.
No one was sharing informationwith the local law enforcement.
So you know we have a lack oftransparency, communication and
openness, you know, with theAmerican people and within our
own country.
You add on top of that all ofthe scandals that we've read

(01:29):
about concerning this senator orthat congressman.
You know politicians are beingvideotaped participating in or
masterminding illegal backroomdeals, taking bribes, having
affairs.
You know the American peoplehave been lied to and taken
advantage of by not just thefederal government, state
government or local politicians.

(01:50):
You know they make publicpromises and then they don't
keep them.
They say one thing and doanother and then they act like
we're just being naive becausewe're expecting them to be
honest.
And that's why one of thereasons that I have this true
heart for Christian business,because God needs Christian

(02:11):
businesses in this world today.
You know, we see the same thingnot just in politics, but we
see the same thing mirrored inbusinesses, both small and great
, both secular and nonprofit.
Actually, there was a recentGallup poll that shows that only
22% of the Americans haveconfidence in the news media.

(02:32):
So trust and openness is, inshort, demand today.
We don't trust our schoolsystems, we don't trust our
doctors, we don't trust ourhospitals, we don't trust the
bank, we don't trust ourneighbors, we don't trust our
hospitals, we don't trust thebank, we don't trust our
neighbors, we don't trust ourspouses and, in some cases, we
don't even trust ourselves.

(02:59):
I mean, more importantly,there's a growing consensus
report that came out Wall StreetJournal and they analyzed
thousands of reviews from jobsand career websites and you know
those like Glassdoor or Indeedand once they completed all that

(03:19):
information and they analyzedeverything, they compiled a list
of 11 companies with the lowestratings and worst companies to
work for.
And in at number one is acompany called Book A Million,
where there was only 22% of theemployees that gave the CEO a
favorable rating and only 14% ofthe employees said they would

(03:41):
recommend working for thatcompany to a friend.
Percent of the employees saidthey would recommend working for
that company to a friend.
Express Scripts is number twoon the list and their CEO has a
favorable rating of 28 percent,and the employee reviews show
that having absolutely no workand personal life balance is one
of the biggest issues.
So there's a lot of companiesthat are demanding a lot out of

(04:04):
their employees, but they're notgetting that transparency and
open communication that theyshould have and do deserve.
So many of the others said thatmanagement thought supplying
reports was more important thanfixing customer problems.
So this lack of trust andtransparency is holding
companies and employees backfrom opportunities and potential

(04:28):
success.
I mean, fortunately there aresome companies who are bucking
the trend.
You know they understand that alack of openness and trust has
a negative effect on performanceand productivity and
profitability.
But let me give you a wisdomseed.
Can I do that?
Here's a great wisdom seed.
People trust those who aretrusted by God and you're going

(04:50):
to see that throughout thepodcast today.
So let's look at a couple ofscriptures.
So in Proverbs, chapter 22 andverse 1, it says a good name is
rather to be chosen than greatriches, and loving favor rather
than silver and gold.
Proverbs 11 and 1 says a falsebalance is an abomination to the

(05:13):
Lord, but a just weight is hisdelight.
Proverbs 28 and 6 says betteris the poor that walks in his
uprightness or another word forthat is integrity than he that
is perverse in his ways, thoughhe be rich.
Proverbs 6, 16 through 19 saysthese six things does the Lord

(05:37):
hate yea seven are anabomination unto him A proud
look, a lying tongue, hands thatshed innocent blood, a heart
that devises wicked imaginations, feet that be swift in running
to mischief, a false witnessthat speaks lies and he that
sows discord among the brethren.

(05:59):
I remember back 20-some yearsago when I lived in Florida and
I was pastoring, I had done aneditorial in the local newspaper
and one of the things that Iput in there was this passage
and I talked about how thatthere were these six things that
the Lord hated.
And you would not believe theamount of phone calls and emails
or not emails at the time, butactually letters that I received

(06:22):
that said you know that Ididn't understand God, that God
doesn't hate anything, and I'mlike I'm sharing the scripture
with you.
I didn't say that.
I said God said this in hisword, but yet people didn't want
to see that and I think todaywe don't want to see it either.
But there is definitely anenvironment of mistrust in our

(06:45):
world today and I believe itneeds to start changing, and it
needs to start changing withbusinesses.
In Titus, chapter 2 and verse 7in the Amplified Bible, it says
and all things show yourself tobe an example of good works,
with purity and doctrine, havingthe strictest regard for

(07:05):
integrity and truth, and to bedignified.
So trust in the workplace isthe result of making conscious
decisions, conscious words,thoughts, deeds.
And you know, as we look atthis and look at what really

(07:28):
having a lack of openness andtrust in a business will cost
you, whether it be in a businessor a church, but it's going to
cost you employees.
If you're a business, it'llcost you sales.
It'll cost you vendors.
You know I've dealt withcompanies.
They treat their vendorshorribly Well.

(07:48):
Without your vendors you can'tdo business.
So if you run all your vendorsoff and I'll be honest with you,
we're vendors you know mycompany that I work for is
vendors for a lot of companiesand I got to tell you there are
times that we actually fire thecustomer.
You know, because they're sounreasonable you can't trust
them.
There are times that weactually fire the customer, you
know, because they're sounreasonable you can't trust
them.
There's no openness and theyjust treat us so horribly.

(08:11):
We just decide, you know what.
You go find somebody else tosupply what you need.
We'll find another customer,and so you know it'll cost you
vendors, it'll cost youcredibility.
It'll cost you credibility.

(08:40):
It'll cost you respect.
It costs you openness.
It creates a low morale withinthe company.
It'll cost you backbiting.
You'll hear gossip There'll be,and this is a big one.
You know if you're in businessyou'll get a lack of effort.
You know if you have low morale, your efficiency goes down and
you know that affects everybody,that affects your bottom line.
But this lack of trust andopenness also creates at times

(09:01):
where there is disobedience ofcompany directives.
In other words, you havecompany directives out there and
people just don't do it.
The other thing that it cancreate is a or when that happens
, I should say, a lot of timesthere's no vision, and a

(09:23):
business has to have a vision.
You'll create a high employeeturnover rate.
I mean, within our company, welook at departments and we see
the turnover high rates ofturnover within a certain
department that we have toinvestigate and try to determine
why there's so many peopleleaving that person's department
, and a lot of times, what wefind is there's a lack of trust
and openness, there's a lack ofloyalty and there's employee

(09:45):
stagnation.
I mean, according to researchpublished by a Harvard Business
Review and if you don't get that, you ought to, but it's got
great information in there butstress levels, 76% greater

(10:10):
engagement and 50% moreproductivity.
Now, those are some statisticsthat I think every business
ought to be looking for.
I mean, if you take the time tolook at the 2014 fortunes top
100 places to work, you're goingto find a reoccurring theme

(10:31):
Each of these companies havepurposely set out to build a
culture of openness and trust.
Now what I want to do is sharewith you today the 23 do's and
don'ts of creating trust andopenness in your business.
All right, so let's just kindof jump in right now.
So first, do have open channelsof communication.

(10:57):
This is one of the most crucialareas in creating openness and
trust.
You've got to establishguidelines for effective
communication.
That goes both ways.
It just can't come to you.
You've got to actuallycommunicate back as well.
Next, do be open to others'opinions and ideas.

(11:18):
Can I just tell you somethingfor a minute?
You ain't all that in a bag ofchips.
Can I just say that you knoweverybody has opinions.
Everybody has ideas.
Yours is not the only ideas andopinions that you should go
after.
You should be open to hear whatother people's opinions and
ideas are.
In most cases, the best idea isborn through the discussion of

(11:42):
a lot of good and bad ideas fromdifferent people.
Let's go to the next one.
Don't make false accusations.
People in general are quick tomake judgments and accusations
without first checking with thefacts.
You know the owner of ourbusiness, our prior owner to
this business.

(12:02):
The one thing that he taught meover the years was if you don't
have a command of the facts,keep your mouth shut.
And I think that really taughtme a lot, because it was hard
for me in the beginning to keepmy mouth shut even though I
didn't know all the facts.
So don't make false accusations.

(12:24):
There's been people's careersruined by false accusations
Career of both the falselyaccused and the accuser.
So don't make false accusations.
Do encourage risk-taking.
Innovation in any organizationis key to future and present

(12:44):
success.
Without risk-taking there is noinnovation.
You've got to be willing totake the risk, john McMahon said
one time.
He said, yes, risk-taking isinherently failure-prone,
otherwise it would be calledsure-thing-taking.
Well, we're not talking about asure thing, we're talking about
taking risk.
Make sure your employees knowthat they have your permission

(13:07):
to make mistakes.
Then realize if no mistakes arebeing made, they aren't trying
hard enough, they're not takingenough risk.
Listen, I remember the firsttime I hadn't been with a
company for a while.
I had a regional territory thatI covered and I went into a
distributor and I startedtalking to the distributor and

(13:27):
immediately he became combativeand you know I handled it.
You know I tried to handle itwith a little bit of humor and,
just you know, trying to peelthe onion back to get at what he
was upset with.
Trying to peel the onion backto get at what he was upset with
.
But when I left that day Iremember worrying that he was

(13:49):
going to call the home officeand then I was going to get in
trouble.
So I decided that I would bepreemptive and I called my boss
and I told him what had happenedand I'll never forget.
He said man, you just rang thebell.
And I said what do you mean?
I rang the bell.
He said no, you did a goodthing.
He said if you let yourcustomers walk all over you,
then they'll do that all thetime, and what you did is stood

(14:09):
up for them.
So I congratulate you on that.
I'm not upset with that.
You took a risk of running thecustomer off, but in so doing
that you establish what therules were for moving forward
with him being a customer.
He said so great job.
So don't stifle your employeesfrom taking risk.

(14:30):
I tell my employees all thetime look, don't call me if
you're in the middle of a bignegotiation to get my permission
for something, and these areseasoned employees.
I say make the deal, then cometo me and I'll just tell you If
it was a bad deal.
I'll tell you it was a bad dealand why.
But I would rather you take therisk.

(14:52):
I'd rather you have theopportunity to make mistakes.
So do encourage risk-taking.
Okay, don't be over-critical.
Constructive criticism is basedon facts and a desire to help
that person that you'recommunicating with.
Non-constructive criticism isbased on opinion and a desire to

(15:14):
help yourself look good.
I want to say that againConstructive criticism is based
on facts and a desire to helpthe person you are communicating
with.
Of criticism is based on factsand a desire to help the person
you are communicating with, notbased on opinion and a desire to
help yourself look good.
So don't be overcritical.
Step back.
If you can't keep yourself frombeing overcritical in a

(15:38):
situation, then let somebodyelse handle it or take some time
before you actually addresswhatever that issue is.
Before you actually addresswhatever that issue is, okay, do
resolve conflicts.
Unresolved conflicts can resultin one or more of the following
things you can get a decrease inyour productivity, you get
higher than normal employeeturnover and you get divisions
among departments and oremployees.
I have experience with thecompany that I work with.

(16:01):
This goes back several yearsbefore it was ever dealt with,
but our prior owner there weretimes that he allowed conflict.
He thought it was a good thing.
And I just want you to knowconflict is never a good thing.
It's not a good thing if it'snot being addressed.
I'm not saying that there can'tbe conflict.
Sometimes conflict is a part ofmoving forward.
Conflict is a part ofinnovation.

(16:21):
You have it, but you can't beconflict.
Sometimes conflict is a part ofmoving forward.
Conflict is a part ofinnovation.
You have it, but you can't letit fester.
You have to deal with it.
You got to be verystraightforward and you've got
to deal with it.
All right, don't beclosed-minded.
Don't be closed-minded.
Being closed-minded will keepyou from having a broader
horizon.
It'll limit yourproblem-solving skills.

(16:42):
It'll inhibit you from having abroader horizon.
It'll limit yourproblem-solving skills.
It'll inhibit you from havingthat creative thinking you know.
It also keeps you from makinggood decisions.
Being open-minded means beingwilling to change your opinion
or ideas every once in a while.
Hello, you hear that.
You know, while people who areclosed-minded are going around
telling everyone why they areright, they miss the fact that

(17:05):
someone else has the betteranswer.
So don't be that person.
Don't be closed-minded.
Do be inclusive.
A quick way to lose somebody'strust is to exclude them from
discussions or specialassignments or meetings or
conversations.
I see it all the time.
Don't look for this person tospeak or share any

(17:27):
problem-solving ideas if you'realways excluding them.
If you're excluding a personbecause of this person's lack of
skills or abilities, then makethe effort to either overcome
this with additional training orreplace them.
But you need to be inclusive.
Don't say one thing but doanother.
I mean I've told my kids thisgrowing up.

(17:48):
I tell employees, action speakslouder than words.
I know we talk about it, we'vesaid it forever, but it's true.
I mean, how many times have youbeen disappointed in someone
who speaks or says one thing butthen their actions communicate
the exact opposite?
You know, one of the menresponsible for America's

(18:08):
Industrial Revolution is AndrewCarnegie and he said later in
his life he said as I grow older, I pay less attention to what
men say.
I just watch what they do.
Benjamin Franklin, who's one ofmy favorite characters in our
history of our country, he saidone time well done is better

(18:29):
than well said.
That's one of my favoritequotes Well done is better than
well said.
What's the next thing?
Well, you do need to givefeedback.
So give feedback.
Without feedback, a company andorganization will have a hard
time with employee growth andimprovement.
I mean feedback ideally shouldflow in all directions and

(18:52):
include from you and from othersto you.
You should not only be willingto use feedback to help others
improve their performance, butyou also really need to be
willing to use feedback toimprove your performance.
Right?
Because, as John Maxwell says,everything rises and falls on

(19:13):
leadership.
So you've got to be willing toimprove your performance.
That happens through feedback.
All right, okay, don't complaindown.
So if you're a departmentmanager, a regional manager, the
owner, you know it's naturalsometimes to want to blow off
steam from time to time and tocomplain to employees.

(19:35):
But let me just tell you, whenyou complain down, it makes you
look unprofessional and petty.
Keep in mind that when youcomplain down, you also may
inadvertently be underminingyour colleagues or your boss.
It also causes a negativeattitude among your employees.
So don't complain down.

(19:56):
You know I tell my employeesall the time don't complain down
to your people.
You want to complain?
You come to me.
You complain up not down.
Do acknowledge employees' work.
Be sure to take time toacknowledge the commitments and
the efforts of your employees.
Make sure that you see whatthey're doing.

(20:17):
You know there's a great bookthat was written years ago
called Management by WanderingAround.
So you manage your business bywandering around your company
and watch what people do.
You learn a lot from it.
I mean, you learn a whole lotfrom it.
You learn good things and badthings, and let me say this this
is a wisdom seed that I havelived by in my life what gets

(20:38):
inspected gets done.
Let me say it again what getsinspected gets done.
You're looking and inspectingtheir work and make sure you
acknowledge it.
Make sure you acknowledge it.
In our company, in thecorporate office in Oklahoma

(21:01):
City, we have a cafeteria and sothe managers within the company
have tokens they may be $2tokens, $5 tokens, whatever and
if they see an employee dosomething really good, they'll
walk over and give them a tokenand that token's good for food
in the cafeteria.

(21:21):
It's just a great way torecognize and acknowledge
people's work.
Okay, don't overpraise.
So some bosses think thatgiving praise to employee is a
way to develop loyalty.
There are benefits to givingtimely and legitimate praise,
but it really should only bedone when it's, you know,
dictated by really high levelsof performance.

(21:44):
Praising employees atinappropriate times will
eventually result in praiselosing any positive benefits
among employees.
Now, I've worked for both typesof people.
I've actually worked for peoplewho never give employee praise
and just do it all the time.
You just don't pay attention toit and it really loses its
effectiveness.
So don't overpraise.

(22:05):
Do be an active listener.
Good listening skills areimportant in our effectiveness
as a leader and a boss.
Good listening skills help youavoid conflicts and
misunderstandings.
It keeps you from takingadvantage of employees.
Taking advantage of employeesby overworking them, taking them

(22:26):
for granted or not giving themcredit for their work.
It creates a lot of resentmentand it's one of the biggest
reasons for employee turnover.
How you overcome that a lot oftimes is just being a good
active listener.
You may hear them, but you'renot listening.
Listen, take the time to listento what your employees are
saying.
Okay, do make importantinformation and resources

(22:49):
available.
Make sure that you makecritical information that's
needed to complete a taskavailable to your employees.
Withholding resources needed tofunction in a specific position
is a really good way to limitthe success of your employees
and yourself, for that matter,all right.

(23:10):
Next, don't allow your ego to bein charge.
Listen, everybody's got ego weall do but you've got to keep it
in check.
Unhealthy egos keep people fromseeing their blind spots.
I experienced that in my ownpersonal life.
I'll admit that to you.
I'll confess that I've had thathappen.
You know it keeps you fromreceiving advice that otherwise

(23:36):
might be really helpful, but youdon't get it because of your
ego.
Now, healthy egos provideconfidence and self-esteem, and
that's important.
But an unhealthy ego can becomereally entangled with emotions
and then, before long, yourego's in control.
A person's ego can be an assetor it can be a liability, and

(23:58):
that person including you and me, we're in charge of making sure
which one it's going to be.
If it's going to be an asset orliability, all right.
Next, do be transparent whenmaking decisions.
Nobody likes to be kept in thedark when it comes to making
decisions.
Everybody hates that.
Those involved.

(24:20):
They want to know the peoplethey're dealing with are being
genuine, are sharing their truethoughts and have pure motives.
I mean, a person who's notwilling to be transparent is you
know.
It just makes them feel likeyou've got something to hide,
and people that have somethingto hide people don't trust those
people when they're around them.

(24:40):
So just be transparent whenyou're making decisions.
Now, there's some things thatare trade secrets or what have
you and you can't, but try to betransparent when you're making
decisions, all right.
Next, don't blame others.
The blame game doesn't work ingovernment, corporations,
non-profit organizations or evenindividual lives.
Several research studies haveshown that people who place

(25:03):
blame on others for their ownmistakes, they create a big loss
of respect and creativity, much, much lower productivity and
lower employee development andthat's not what you want, all
right.
Next, employee development.
And that's not what you want,all right.
Next, do show supportSupporting employees' efforts
and suggestions, coupled withmaking training and learning
opportunities available.
Of course, you got to have thatthose things.

(25:25):
When you put them together,they inspire and motivate people
to perform well beyond whatthey even think they're capable
of what they even think they'recapable of.
So make sure you show support.
Next, don't be unreliable.
Employees need a boss that theycan depend on and rely on, so

(25:50):
you need to consistently showthat you're reliable, especially
when things are tough.
The people that you supervisethey need you to meet those
deadlines if at all possible.
If not communicate, why Followthrough on what you're going to
say, you're going to do, and bedependable and dedicated.
Get organized, but be reliable.
All right, do stay away frommanagement fads, and I'll just

(26:14):
say this I mean followingmanagement.
Fads can sometimes make bosseslose credibility, makes you look
superficial, uncommitted, youcan cause employees to become
cynical.
Not all management fads are bad, but you know some have value
in increasing performance andgrowing employees.
So I think you got to be atleast open to evaluate fads.

(26:37):
But you know, when you look atthese fads and even buzzwords
when they present themselves,you know, just be cautious.
Make sure that you completely,are completely knowledgeable and
ready to launch any kind of newmanagement tool or methodology,
but just try to stay away fromthe fads.

(26:59):
Don't withhold an apology whenone's needed.
One of the reasons bosses todaydo not want to apologize for
mistakes or a lack of goodjudgment is that they think
employees will see that as asign of weakness.
And I'm just here to tell youthat's not true.
In reality.
A boss who's unwilling toapologize when everybody else
sees I mean you may be the onethat don't want to recognize it,

(27:21):
but everybody sees you're atfault and when you do that,
you're not seen as strong,you're seen as weak, dishonest
and just disingenuous.
And I think that a timely andan appropriate apology it'll
garner a lot of respect fromyour employees.
It'll establish and affirm yourleadership, and that's what you

(27:42):
want.
So don't withhold an apologyNow.
Don't go around apologizing foreverything.
That's not what I'm saying, butI do believe that you do have
to make those apologies whenneeded.
All right, do trust others.
Now think about the early 80s.
There was a new leader in theUSSR.
His name was Mikhail Gorbachev.
It was through his reforms thatcommunism fell and a new Soviet

(28:04):
Union was born.
The first and foremost of thesereforms was his policy of
glasnost, which in Russian itmeant openness and transparency,
and this was a complete changein the thinking of most people,
if not all, especially of thePolitburo.
You know, gorbachev knew thatthis glass nose was the only

(28:28):
thing that was going to save thecountry, and in order to
accomplish it, he implementedanother reform called
perestroika, which literallymeans to restructure.
So he understood that to makehis strategy work, he had to
restructure the government inorder to support his reform of
openness and transparency and,of course, the strategy worked I

(28:50):
mean part of it worked becausethe Cold War was over.
Now, during the same period,our president at that time,
ronald Reagan.
He has his own philosophy insupport of Mikhail Gorbachev,
and his policy was one that Ican't pronounce it in Russian,
but the English interpretationis trust but verify.

(29:13):
So the combination ofGorbachev's restructuring, for
all the openness andtransparency, and then Reagan's
policy of trust but verify itchanged our incomplete and total
world for the better and forgenerations to come.
So the lesson we need to takeaway from history is a boss or a
leader should be willing toallow a trust but verify

(29:36):
attitude when trying to createthis environment of trust and
openness.
You know, one of the thingsthat I learned early on in my
management career was that whatgets inspected, gets done.
We talked about that.
While we are bosses and leadersand we place trust in others,
there's still a need to inspectthe assignments and the work

(29:56):
that we're trusting them to do.
I'm not saying to spy onemployees, as this, then, would
communicate the fact that yousay you trust them, but your
actions are telling them thatyou don't trust them.
So that's not what I'm saying,but be sure to let the employee
know that when the assignment isgiven to them, that you're
going to be checking in withthem to see how they're doing,

(30:18):
see if they need anything, seeif they have any questions or if
they need any tools or anythingto help them get the task done
or if they're having anydifficulties in carrying out the
work.
So a company or organizationthat has an environment of trust
and openness will be happier,have more productive employees

(30:40):
and will be a more productiveand profitable company.
Booker T Washington said onetime Few things help an
individual more than to placeresponsibility upon him and to
let him know that you trust him.
You know there was a man wholived on Long Island and one day

(31:01):
he had this lifelong ambitionby purchasing for himself a very
nice, high-end barometer veryexpensive and when the
instrument arrived at his homehe was extremely disappointed to
find that the indicating needleon this barometer appeared to
be stuck and it was pointing tothe sector on this dial and it

(31:24):
was marked hurricane.
So after shaking the barometeryou know he shook it real hard a
bunch of times and he just satdown.
He wrote this horrible letterto the store from which he'd
purchased this barometer, andthe following morning, on his
way to the office in New York,he mailed the letter.
Well, guess what?
That evening he returned toLong Island to find not only the

(31:47):
barometer was missing, but hiswhole house was missing, because
that barometer's needle hadbeen right.
There was a hurricane on theway and he just simply refused
to trust the product he hadvalued enough to spend all that
money on.
So a company or an organizationthat wants to create a level of
success that has never been seenbefore will come to see that

(32:11):
you've got to have that power tocreate this atmosphere of trust
and openness.
Trust starts with you.
You've got to set that power tocreate this atmosphere of trust
and openness.
Trust starts with you.
You've got to set the stage.
Wouldn't you want to create thesame environment of trust in
your business or church thatJesus has created with us?
We can trust him.
Can he trust others?
Can he trust you?

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Peter Drucker said one time andhe's a great leadership guy and
I read a lot from Peter Druckerbut he says the leaders who work
most effectively, it seems tome, never say I.
And that's not because theyhave trained themselves not to
say I.
They don't think I, they thinkwe, they think team, they

(32:55):
understand their job to make theteam function better, they
accept responsibility and don'tsidestep it.
But we gets the credit.
This is what creates trust,what enables you to get the task
done.
That's just a great insight, solet me pray with you today,
lord.
I thank you for those who'vechosen to listen to today's

(33:18):
podcast.
Lord, I proclaim that they willlearn to truly trust in you and
I proclaim that their business,their church, will become a
place of openness and trust inJesus' name.
Hey, thanks for tuning in tothis week's podcast and remember
Jesus is Lord and he wants youblessed.