October 22, 2024 • 34 mins
What if we told you that true leadership is rooted in character, not just charisma? In this episode of the Biblical Leadership Show, we kick things off with some hearty laughs courtesy of Dr. Dean Posey. Then, alongside Tim Lansford, we dive into the leadership lessons nestled in the books of 1 and 2 Samuel. We encourage our listeners to catch up on our 52-week biblical journey, starting from Genesis.
We explore pivotal leadership qualities through the lives of Samuel, Saul, and David. Using Saul's tragic fall from grace as a cautionary tale, we emphasize the perils of letting pride overshadow humility. In stark contrast, David's flawed yet repentant nature offers a powerful lesson on accountability in leadership. By examining these biblical figures, we underline the importance of maintaining strong moral foundations, showcasing that authentic leadership is defined by character, not just charisma.
Finally, we discuss the dynamics of teamwork and the importance of embracing our strengths while collaborating with those who complement our weaknesses. Laughter remains a central theme as we share more dad jokes, from neck decorating contests to skillet therapy. We wrap up by inviting listeners to contribute their favorite dad jokes and teasing our next episode, where we'll unravel the challenging topic of kings just in time for Halloween. Join us for a unique blend of biblical wisdom, humor, and practical leadership insights.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:11):
uh-huh now, yeah, uh-huh, yeah, come on, come on.
(00:34):
This is for Dr Posey, becausehe says he has some really good
dad jokes today, so we arelooking forward to that.
Speaker 2 (00:43):
Hey, welcome welcome, welcome.
Speaker 1 (00:43):
Welcome to another exciting episode of the Biblical
Leadership Show.
My name is Tim Lansford, andwith me is Dr P.
Speaker 2 (00:50):
Yes, how are you doing?
Speaker 1 (00:51):
Tim Dr Dean Posey.
Yes, how are we?
Speaker 2 (00:53):
doing, I'm doing good , I'm doing really good.
A little spectacular, yes.
Speaker 1 (00:58):
Glad to have you hanging out with us today, right
?
Speaker 2 (01:01):
Yeah, it's fantastic to be here in the studio.
Speaker 1 (01:02):
It's really really good you know, another week went
by and we're doing our thing,so yeah, exactly right.
Speaker 2 (01:10):
So today we're going to talk about Samuel, the
leadership principles in thebook of Samuel.
Before we do that, though, wegot to get some dad jokes in
right away, okay.
Speaker 1 (01:21):
Just going to go ahead and give ahead of time.
Speaker 2 (01:23):
So years ago I had a boss, you know, and I was young
in the work.
And so he said, okay, you needto dress.
Remember the old book Dress forSuccess?
Yes, Okay, so I read that.
I followed that along.
Great book.
The dress codes now are verydifferent than they were back,
you know, in the 80s when Istarted.
(01:44):
But the boss said you need todress for the job you want, not
for the job you have.
So I went in as Batman.
Speaker 1 (01:55):
Nice, Did you get the job yeah?
Speaker 2 (01:59):
it was a night job.
Speaker 1 (02:02):
Did it pay well.
Speaker 2 (02:04):
Oh, no, no, Okay, here's another one.
Here's another one.
I like it there, you do, okay.
What do you call a sheep whocan sing and dance?
Speaker 1 (02:17):
What do you call a sheep that can sing and dance,
I'm thinking, but I got nothing.
Lady Baba, all right, I'll giveyou a half and half on that one
.
So I just was expectingsomething totally different than
that.
Speaker 2 (02:35):
One threw me off.
What do you call a French manwho wears sandals?
Speaker 1 (02:40):
Oh, French man.
Speaker 2 (02:41):
Yeah, french man that wears sandals.
I think we have some peoplelisten to us out of the Paris
area.
So you know, be careful.
Okay, just checking so I don'twant to turn off our A Frenchman
that wears sandals.
His name is Felipe Filape.
Speaker 1 (02:54):
All right.
Speaker 2 (02:55):
I give you that one.
I give you that one.
Oh, wow, I might even throw anair horn in that one.
Oh, okay, one more before weget to the.
I sort of like that one.
Yeah, you like that one.
Flippy floppy, Flippy floppy.
Okay, One more before it's yourturn.
Speaker 1 (03:12):
All right?
No, no, I don't have any.
Well, I'll save mine untillater.
Speaker 2 (03:16):
So, all of us have a honey-do list at the house.
Things to do, whatever it maybe fix the fence, mow the grass,
whatever.
So I hired a handyman and gavehim a list of things to do.
You know, there was like eightthings on the list, but he only
did jobs one, three and five.
Speaker 1 (03:36):
Turns out he only does odd jobs.
Speaker 2 (03:38):
I got that one.
Speaker 1 (03:40):
See, you got in my industry.
Speaker 2 (03:42):
There you go.
Speaker 1 (03:43):
I bet you, I know this one.
Yeah, I bet you did in myindustry.
Speaker 2 (03:44):
I bet you, I know this one.
Speaker 1 (03:45):
Yeah, I bet you did All right.
So if you're just joining us,you know sorry, you know we
actually had some good dad jokestoday.
Just, you should listen to ourpast episodes where we had less
than good ones.
So, hey, now we're doing aseries of every book of the
Bible, 52 week series, and thisweek is Samuel.
So we'd love for you to listento the show, but, if nothing
(04:06):
else, go back to Genesis andcatch up with us, right Cause I
mean you know here.
Here's the thing that I lovethis series and I think it's
great.
I'm learning stuff through thisseries that we were talking
about and going through.
Like I didn't spend, you know,120 years in the church like you
, and that's just in your youth.
(04:28):
But it's one of those thingsthat I really enjoyed this
series and hopefully you guysare enjoying it out there.
I know we've got a big listenergroup out there listening to
this, so we're excited to behere with you again today.
Speaker 2 (04:43):
Yes, and like I have said many times before, is that
one of the number one questionsI've had in my ministry was how
does the Bible apply to my lifetoday?
And we are trying to addressthat.
I think we do a good jobaddressing that every week in
this series on leadershipprinciples from every book in
(05:07):
the Bible.
Now, in the book of Samuel, youhave Samuel, you have Saul, you
have David.
So it's hard to talk about eachperson in the time commitment
that we have, because we onlyhave 30, 35 minutes every week.
So you could talk about eachperson and the strengths and
weaknesses of each person.
That's going to be hard to doin 30 minutes.
Speaker 1 (05:30):
So we have to fix it.
This was a very long one.
They actually split it into twodifferent books.
Yeah, it used to be one bookyears ago but they split into
two.
Speaker 2 (05:37):
So you have 1 Samuel, 2 Samuel, and it starts out
with the birth of Samuel withHannah, his mother, and it
starts out with the birth ofSamuel with Hannah, his mother,
and then she commits him to Godand he raises up and he becomes
an amazing prophet and just hischaracter.
So I really think that's one ofthe main things we're going to
(05:57):
focus on is character andleadership and why that is so
important, and you teachleadership principles around the
country on a regular basis andso why don't you just jump in
and talk about character and whythat is so important?
I know we had a good discussionbefore we went on the air, so
(06:18):
you know just character inwhatever you're leading,
whatever group you might beleading organization, nonprofit,
a softball team, a scout troopwhatever group you might be
leading organization, nonprofit,a softball team, a scout troop,
whatever character is soimportant.
Speaker 1 (06:30):
Yeah, I think character is one of those things
that I think the biggest thingthat I get with.
When you're talking aboutleaderships and companies, when
you're talking about characterand, like I say, I've worked for
some great leaders that hadgreat character and then I've
had some that you know I've I Ididn't work there very long
because just didn't fit, and Ithink we've had that
conversation on.
Both of us have been beenthrough there but I think that
(06:52):
one of the biggest things youget is trust.
People want to work for people.
They trust the people, theythey believe you know, and you
know if somebody's saying, oh,do this, do this, this is what
we stand for, and then as soonas the doors close, they go do
this, this and this, and it'sabsolutely the opposite
direction, well, you're sendingout mixed signals, you know, and
you're never going to be ableto trust that person and I think
(07:15):
that's one of those things thatties back into you know, the
character is the biggest one forme is to be able to trust and
you know on who you are and yourmorals and your beliefs and if
you're leading us in that rightdirection.
Speaker 2 (07:30):
Correct, and so I just talk about how that applies
to this particular book,because in this book of Samuel 1
and 2 Samuel, we see, I guess,two things that are important.
One is character, one ischarisma, and so many times we
look at a leader with thecharisma and we don't
(07:51):
necessarily focus on thecharacter, and this book talks
about the importance of both.
But when it comes to which oneis the most important for
long-term leadership andintegrity, it has to be
character.
Every time Charisma isn't good.
You know you need to encourageyour people.
(08:12):
You need to.
You know, carry the marchingbanner forward and move the
troops forward, or whatever,your employees or whatever.
But if you have character flawsthat are so obvious, or you
don't walk your talk or you arenot a role model for your people
, however big or small thatorganization is, it's going to
(08:36):
catch up with you.
And that's what we actually seewith Saul and David Great
charisma and David greatcharisma.
But their character flawsreally got them at the end.
And that happens so frequentlyin organizations, it happens in
business, it happens in churches, it happens in all kinds of
things, happens in families,unfortunately.
(08:58):
So character is really a keyfactor in leadership.
Speaker 1 (09:03):
Yeah, and I think in this lesson, I think both of
them had their miscomings, youknow as far as where they went
down, but Saul really had a.
They're a little bit different,right.
You know, Saul had this raisingup as a leader, as a king, and
everything.
And then he had, you know, bighead, I guess right, and things
(09:25):
got to him.
He started to live a differentlife compared to what he got his
throne, his power on.
Is that a good estimation, agood summary of where it was and
how it sort of turned around?
So there's a turning point inthrough that whole story.
Speaker 2 (09:42):
Yes, he started out a very humble person, a very
humble man.
He was a big person, I mean asfar as size, physical size.
He was a big person, but overtime his pride got to him and it
really was the beginning of hisdownfall.
He was jealous of David.
(10:03):
He tried to hunt and kill David.
He was not successful, but hewas so prideful, thinking that
he had done all of this byhimself.
And that really was hisweakness.
You know, the crack in hisarmor was his pride and
eventually that led to hisdownfall and his death.
And then you have the rise ofDavid, and so that was his
(10:27):
character flaw.
That really was the downfallfor Saul.
Speaker 1 (10:32):
Yeah, and you know you said the thing he was
hunting David.
I mean, david was on his side,he was helping, he was a general
, he was out, going out andfighting and conquering and
doing all this stuff for him andhe just felt threatened.
You know, so many times peoplefeel threatened and we talked a
little bit about pre-show.
You know, as leaders, sometimesthey have somebody that rises
(10:53):
up and then they feel threatened.
And I've had this and throughpersonal coaching and all this,
I'm like, hey, surround yourself, I surround myself with people
better than me.
I'm totally okay with that.
But there's a certain point thata lot of people can't do that.
You know they haven't elevatedthat point and spend enough time
.
I guess if I was younger, thatwould have really been a
threatening thing to me, but atthis age I'm like, hey, I want
(11:15):
smarter people, I want you guysto figure it out, right, you
don't, I don't, you don't needme Go, go do it, because that's
empowerment that helps me runmultiple companies and and be
able to sit here and podcastwith you, you know, and all that
while people are out theredoing things.
So I think there's a thingwhere you know that you have to
look at that, even though youhave character, you know.
Are you feeling threatened bystrong personalities, strong
(11:37):
leaders that are around you?
Or are you helping them rise upor are you trying to?
You know, throw daggers at them, hunt them down?
Speaker 2 (11:44):
you know, Correct.
So the question would be do youwant your, the people that work
with you, for you or under you,however your structure is do
you want them to be assuccessful as possible?
Well, at the beginning, whenDavid killed Goliath, Saul was
all over that.
It was fantastic.
But then, as David's popularitybegan to increase, then Saul's
(12:09):
pride and jealousy began toincrease as well, and so,
instead of encouraging David andembracing that victory and
seeing him as a mighty warriorand all that kind of stuff, he
went out to try to kill him andhe was jealous.
And then you get Saul's sonJonathan, and David and Jonathan
were like best friends, and sothen it started being a problem
(12:33):
with Saul and his son Jonathan,and so it was just a big
jealousy thing and it was allbecause of the flaw of pride
there.
And so the question would befor leaders is do you want your
people to really be as good asthey can be in whatever?
Are you jealous or envious, orare you uncomfortable or
(12:56):
insecure if one of your peoplethat works with you or for you
is better at something than you?
I've had people that were farbetter at computers.
It's like no, I need someonethat does the computer stuff.
I mean, you do all our stuffaround here You're the computer
guru, right, I can't even hitthe buttons, but it's like.
(13:17):
Well, he had people, I had tohire people I took it away from
him.
Speaker 1 (13:19):
I don't want him anywhere close to all the
buttons over here on those soundboards I can't even reach it.
Speaker 2 (13:26):
Got a big table but I had to have people that were
really good at what they did,whether that was audio video,
whether it's computer, whetherit was marketing, whatever it
was.
You know, I had my job.
My main job was supervising thestaff and preaching.
That was my thing.
But I had to have people thatwere just really good at other
(13:48):
things and so.
But I had to have people thatwere just really good at other
things and far better than me.
And so the question is areleaders comfortable when someone
on your team is far better thanyou at a particular task?
And that was not true with Saul, and that led to his downfall.
So I think that is one of thethings, and it's really we go
(14:09):
back to character versuscharisma.
As a leader, which one are youreally relying upon?
Character is going to last alot longer than charisma.
I think charisma is important,but character wins the day every
time.
Speaker 1 (14:30):
Yeah, and you just got to think of it.
As you know, do you have thatgrowth mindset?
You know I'm always trying toexpand my employees, you know,
to grow, to build on throughlessons.
You know I've let them fail,knowing that they were going to
fail, as long as it wasn't goingto cost me too much money.
I used it as a learning lessonwhere I let them fail and then
they go oh, did you know thatwas not going to work out.
Speaker 2 (14:51):
I'm like yeah, I knew about a week ago.
Speaker 1 (14:53):
They're like why didn't you tell me?
I'm like I was hoping you'dfigure it out, but you're
probably not going to do thatever again, right, and he goes.
No, no no, no.
But I mean, that's one of thethings and that's that's that
growth mindset.
If I fix all the problems, thenthey're always going to be oh,
give me a glass of juice, giveme a glass, you know, and if you
(15:18):
say, all right, well, there's arefrigerator, then you go do it
, then it's a growth mindset.
It's empowering your people tomake the decisions and move
forward.
And I think that if you focuson building those leadership
qualities in each of youremployees, it's ultimately it's
going to make you a betterleader and a lot of people they
can't grasp that thought.
You know, in the culture ofcorporate, you know, if you can,
(15:39):
you can, you can empower, youcan delegate and get good at
delegating.
You know, just because you'renot, you're not giving all your
power away, you're justincreasing your team and man,
that's going to make you look alot better.
Speaker 2 (15:52):
And that's exactly what we see in David.
Because he had his mighty men,he empowered them.
They were incredible fighterswe won't get into that part of
the story but he empowered hispeople, he encouraged them, he
was right with them.
He was right with them inbattle until he made his bad
mistake with Bathsheba.
(16:12):
You know, it says when thekings were out in the spring of
the year, when the kings wereout at war and he was in
Jerusalem.
So he should have been out withhis people, and when he was not
doing that is when he made hismistake.
But his pride got to the pointwhere he was thinking you know,
rules don't apply to me, there'sno boundaries, I can do
whatever I want.
And that was really thebeginning of his downfall.
(16:36):
So it's the same basic issue aswith Saul.
And that was pride, and he justfelt that he could do anything
he wanted.
Sometimes we get the big headas leaders that rules don't
apply to us, we can do anythingwe want.
And that is the beginning ofthe downfall Maybe not
immediately, but over time, aswe see with David when he began
(17:00):
to cross that line of moralityand that showed the weaknesses
in his character.
That was the beginning, andthen it was just all kinds of
problems with his familyfighting and it just ended up
being just a real problem withthe kingdom in the future.
Right, yeah.
Speaker 1 (17:18):
Well, there you go.
Speaker 2 (17:18):
There we go.
Speaker 1 (17:19):
Anything?
Yeah, all right.
Well, that's good, I gotnothing more.
Speaker 2 (17:24):
You got nothing more.
Speaker 1 (17:26):
No, here's the thing about that.
And know, and if you look atthis, this story, I think
there's a lot of stuff that youcan, that you can get out of it.
And the one thing I liked aboutDavid and we talked a little
bit about it his he, he did ownup.
You know he did own up and Ithink that's that goes a long
ways in leadership.
You know he finished out hisjob.
(17:46):
He was broken, he was, you know, different and all that stuff.
But but I mean, you knowthere's a lot of things, cause I
know leaders there's been a lotof leaders in the world in high
profile cases, little ones thatthat ended up owning it and it
actually, um, you know it's,it's not a good thing but at the
same time, it could have been alot worse, right, Correct.
Speaker 2 (18:08):
And so that was one of the big differences between
Saul and David was that Saulnever owned up to his mistakes.
David did own up to hismistakes and he repented, but he
still had to suffer theconsequences of that.
(18:28):
And so we've said this on theshow more than once.
You know, we can do whatever wewant.
We can't just always choose theconsequences.
And so that was true in David'slife.
Perfect example, with David andBathsheba.
And he chose to do what hewanted to do.
He slept with another man'swife and then he had that man
(18:49):
killed in battle, and so thatwas huge, just huge sin in the
eyes of God.
He owned up to it, but hecouldn't erase the consequences
that had started.
So it was like the dominoeffect he started that one
domino and he couldn't stop it.
And so what happened at the endwas, you know, his own son
(19:10):
tried to take over the kingdom.
His son was killed.
There was just all kinds oftragedy that happened because of
that character flaw of Davidand wanting to do whatever he
wanted regardless, because hethought he was the king.
And so that goes back to thatcharacter issue that is so
important in whatever you knowwe, whatever we lead, you know.
(19:34):
So let's just talk aboutcharacter.
How is that?
How is our character displayed?
Well, I think it's in ouractions.
Do our actions match our words,our language?
I think is important about thewords that we use and the words
we don't use reveal ourcharacter.
How we treat other people.
Do we treat them, you know?
Do we look down upon them?
(19:55):
Do we talk to other people withrespect and dignity?
When we greet someone, do wejust look in their eyes and
shake their hand and greet themwith respect, or do we?
You know how do we treat otherpeople?
And so people can see that.
And if you're a leader in anorganization, you should be
(20:18):
aware that your people arewatching you all the time and
what we?
It's so true that we alwaysfind what we're looking for.
So if your people are lookingfor flaws in you, they will
always find it.
But, if they're looking forsomething good, they will always
find it, and the same thing istrue as a leader.
When we're looking forsomething good in our people, we
(20:39):
will always find it.
There might be some negativethings there and we can
encourage them to get better orsomething, and we want them to
be the best they can be in theirfield, but it really is.
How we treat other people is abig indication of the character
that we have.
Speaker 1 (21:02):
Yeah, 100%.
So what you know, a thing Ifound interesting about Samuel 1
and Samuel 2 is the bookdoesn't talk that much about
Samuel, and it does, but itdoesn't in a way right, and is
there, you know what roles youknow?
Let's expand on it for thepeople.
I thought that was veryinteresting because it really
follows the two lives and he was.
Well, I'll let you explain it,because you can probably explain
it better than me, right?
Well, no, samuel at thebeginning.
Speaker 2 (21:22):
Hannah.
His mother was not able to havea child and finally she has a
child, able to have a child, andfinally she has a child.
She dedicates Samuel to God, helives with the priest and he
grows up as a young boy.
God speaks to him.
It's a fascinating story.
I'd encourage people to readthe first couple of chapters of
(21:44):
1 Samuel.
Hannah's prayer there in 1Samuel 2 is just an amazing
prayer, basically a prophecyover time.
And so Samuel grows up and hebecomes like the spokesperson of
God for the people.
And then what we see is thatover time, the people come to
(22:07):
Samuel and say, hey, we want aking.
Like the other nations aroundus, we want a king.
Well, samuel's not really infavor of that, but he talks to
God and God says, okay, givethem what they want.
Favor of that.
But he talks to God and Godsays, okay, give them what they
want, even though Samuel saidyou know, I don't really want to
do this, but God said no, givethem a king.
So he finds Saul and that's aunique story as well and so he
(22:33):
anoints Saul as the king, and soat the beginning, samuel is a
huge part of it.
But then, as Saul becomes aking and begins to elevate in
prominence in the book, samuelgets less and less in the back,
even though he's still veryimportant.
He becomes less and lessbecause now they have a king and
(22:55):
then Saul does some thingsthat's disobedient to God and
those kind of things and thatbegins his downfall.
And Saul confronts him on itand he tries to make all kinds
of excuses and everything likethat, and so that was really the
beginning of the downfall, whenSaul just felt that he could
do—he's king, now he can dowhatever he wants and that was a
(23:17):
real big problem.
Speaker 1 (23:18):
Right, yeah, you have to have accountability you know
, accountability is so important.
You know, not only to your team,but to yourself.
You know, and to God right, youknow if you're going to do
things and you know, I justthought that was a power went to
the head.
I've seen it so much incorporate where somebody got a
(23:40):
title and once they got a titleof a manager or whatever, it
changed their whole thoughtprocess.
Now I can change it in a goodway.
I've, I've, I've known, I'veworked with companies before and
I had like a, a troublemakerthat literally was the
troublemaker of the group andthey had me in there coaching
him for, for you know,termination, you know doing
(24:03):
everything they can to terminate, and I said let's try something
different.
I said, why don't you make thisperson a manager?
They're like what are youtalking about?
Speaker 2 (24:12):
You're crazy.
They did Tim.
You are crazy and I'm like havewe pay you for this?
I know Right.
Speaker 1 (24:17):
And I said hear me out.
And I said this this person hasvery strong qualities, this
person has strong leadership.
Had this and I'd worked withthem a while and I could see
where they were in leadership.
I felt that they were just verybored in their job, very
underused, underutilized intheir job, and so they said all
(24:37):
right.
Luckily, I don't know how theysaid all right, but they did we
increased it up to a managementposition, a different title,
limited responsibilities, sothey could prove themselves, and
lo and behold, it was like aflip of a switch sometimes.
And that person just turned intoa lifer for the company after
that.
But I mean, you don'tunderstand.
They were a week away fromgetting fired and sometimes it's
(25:01):
just a flip of a switch.
It's a mentality of beingaccountable and figuring out
where you're at by giving them atitle that gave them the point
where they had to be moreaccountable for their actions.
Right, they didn't have to dothat and it changed their whole
mindset into a leadershipmindset of someone being a
follower.
Speaker 2 (25:19):
That just proves the point that we've said more than
once, and that is you don't justwant the right people on the
bus, you want the right peoplein the right seat on the bus.
And so once he got in the rightseat on the bus, then he was
able to thrive and the companywas able to thrive.
Now, sometimes you try that andit doesn't work, and you
haven't let someone go right.
We've all had to do that.
It's not an easy thing to do,but I think accountability is so
(25:44):
important.
Responsibility, you know.
Accountability how are theygoing to handle themselves in
this new role?
Sometimes people get inposition of authority and it
goes to their head and then theyget a big head.
And I think one of the thingsthat I've seen happen is when
people in authority makemistakes and they don't own up
(26:04):
to them or they shift the blame.
I think one of the great thingsabout someone with character
and leadership is they own theirown mistakes.
I used to tell the staff hey, Iwant to hear your opinion, but
I still have 51 percent of thevote.
And if I made a bad decision,I'd say hey, that was wrong, I
(26:27):
made a mistake, you all wereright, let's do this again and
we go forward.
So owning your mistakes, Ithink, is a sign of a good
leader and accountability.
Speaker 1 (26:36):
Yeah, I think back.
I mean I mentioned in the shows, you know, early, early, early
shows when it talks aboutcharacter and all this stuff,
and I think back of the timesthat I sort of didn't own it.
I put off and made excuses orsaid it wasn't me and all that
stuff.
Those things still annoy metoday.
I just want to find those people.
I think you know broke thisvacuum one time and me and my
(26:58):
roommate it was his fault, butwe said it was his fault.
But but we said I don't know.
We glued it back together andcalled it good.
Well, I broke off like 30seconds later after they got it
back to their apartment.
You know, I'm like, well, Idon't know what happened.
I'm like what a moron, right.
Speaker 2 (27:10):
You know like why didn't you just go buy another,
another?
Speaker 1 (27:14):
thing you know, own it.
Say, yeah, it's fine, I'll getyou another $100 vacuum.
It's not a big deal.
But we just didn't.
And it still is today.
If I knew who those people were, I'd go out and buy them a new
vacuum today and wouldn't eventhink twice of it.
But I guess that comes with thewisdom, with age, right.
Speaker 2 (27:31):
Well it does.
But also, Jesus said, those whocan be responsible in small
things can be responsible in bigthings.
And so it's those little smallthings.
A lot of times, it's not thebig decisions or the big things
that get us in trouble, it's theaccumulation of little small
things that get us in troubleand people that are under us, in
(27:51):
our leadership, they begin tosee those little small pebbles,
little small things thateventually end up to be a real
problem.
And they see a pattern ofbehavior that they don't like
and there's consequences forthat.
Sometimes we lose good peoplebecause of the mistakes we're
making that we don't own up to.
Speaker 1 (28:12):
Right.
Yeah, that's exactly right.
I've left a few just becausepeople didn't own up or the
character flaws were there inlarge quantities.
Speaker 2 (28:23):
Yeah, so then we saw that in the book of Samuel.
Now Samuel, I think, was just aphenomenal individual.
Phenomenal character,selflessness, accountability,
just an incredible man of God, Ithink one of the strongest in
the whole Bible.
Saul started out great, endedup not good.
(28:44):
David started out great, youknow, killed Goliath, you know
all that kind of stuff becameking and then he had his
downfall because of mistakes hemade too, and even though he
owned up to them, theconsequences of those mistakes
really ended up a tragic life atthe very end.
And so we got to be carefulabout the things, the decisions
(29:04):
we make, and whether or notwe're going to own up to them,
and think about our characterversus charisma.
Speaker 1 (29:13):
Yeah, that's exactly right, Be humble right Be humble
.
Keep working on your futureleadership skills.
Stay confident, focus on yourunique strengths.
Don't worry about others Ifthey have unique strengths.
There's strengths training outthere.
I always tell people you can goout and look at strengths
training and there's Clifton andall the kinds of different
(29:35):
things out there.
Things out there.
But if you just focus on yourstrengths, not worry about your
weaknesses, and then find otherpeople that are good at doing
what your weaknesses are, thereshouldn't be any problem.
If everybody's working to theirstrengths, nobody will have any
weaknesses because nobody willcare what their weaknesses are.
Speaker 2 (29:50):
Yeah, because the team effort will really be
strong?
Exactly right.
Speaker 1 (29:55):
All right, Well, what do you got on this Well?
Speaker 2 (29:58):
I'm just thinking about some dad jokes.
Speaker 1 (30:00):
I figured you might be, did you?
Speaker 2 (30:01):
hear about the neck decorating contest.
Speaker 1 (30:05):
The neck decorating contest yeah.
I do not know.
Speaker 2 (30:10):
It was a tie.
Speaker 1 (30:14):
All right, I'll give you something on that one.
That was a good one.
I could reach the applausebutton on that one.
I like that one.
Speaker 2 (30:19):
So what did the skillet eat on its birthday?
Speaker 1 (30:22):
Oh, I've heard this one, but I don't remember it.
Pancakes, pancakes, nice, Ihadn't heard that one.
There's another one on theskillet, so I'm going to have to
find it real fast.
What else you got?
Speaker 2 (30:38):
Well, went to a uh, a silent auction I won a dog.
Speaker 1 (30:44):
That was it.
I was just waiting for you togo I went to a silent auction.
Speaker 2 (30:50):
I uh, I won a dog whistle and two mimes you have
to analyze that one.
Speaker 1 (30:57):
Right, I was looking up skillet jokes.
Speaker 2 (31:01):
Yeah, skillet jokes, why did?
Speaker 1 (31:02):
the skillet go to therapy.
Couldn't handle the heatanymore.
Speaker 2 (31:06):
Oh, yeah, that's the truth.
We have this one skillet in ourhouse.
That's fantastic, Very non-heat.
But we have this pan in ourhouse that I don't know what
happened when they were makingit.
They didn't put the covers onthe handles and it'll burn you
if you're not careful, so you'vegot to remember that's the pan
(31:26):
that gets hot.
So why was the pig covered in?
Ink the pig.
Covered in ink Because it livedin a pen.
Speaker 1 (31:45):
Oh, I gave you that one.
Speaker 2 (31:47):
That was a I had to.
You had to process that one.
Speaker 1 (31:50):
My brain processed it .
I was still trying to think ofskillet jokes over here right.
All right.
Speaker 2 (31:58):
One more.
Who was it that said a pennysaved is a penny earned?
Speaker 1 (32:02):
That dude.
Speaker 2 (32:03):
I think it was Franklin or something like that.
You know, that's just commonsense.
Speaker 1 (32:08):
I've heard that one before, I don't know.
All right.
Speaker 2 (32:14):
Oh Well, you got.
You have one.
You got something in the bookor anything like that.
Speaker 1 (32:18):
I was going through, like you know, skillet jokes.
I went down there.
Speaker 2 (32:23):
Did you see the news over the weekend?
Speaker 1 (32:25):
I saw no news over the weekend there was a cheese
factory that exploded in France.
Speaker 2 (32:31):
There was debris everywhere.
Yeah, I've heard that onebefore.
I think it might have been saidon this show yeah, go back to
episode like four.
That was six.
Speaker 1 (32:41):
I think it might have been said on this show yeah, go
back to episode four.
That was six, I think.
So six or seven, all right.
Well, dr P.
Speaker 2 (32:46):
Well, why I got one more.
Okay, why do people always buySUVs?
Why do they always buy SUVs nowand that's like so popular?
Why is everybody buying an SUV?
Speaker 1 (33:00):
I don't know, because it's illegal to steal them.
Speaker 2 (33:07):
I deserve that one.
Diversity on that one.
Speaker 1 (33:10):
Hey, guys, check us out, send us dad jokes.
We need dad jokes.
I'll read the ones that came inon the air here.
So, hey, check us outbiblicalleadershipshowcom and
send us some dad jokes, text us,do whatever you want, tell us
you know to well, don't tell usto stop the dad jokes, because
(33:31):
we'll still do dad jokes.
Yeah, so we have fun with thedad jokes.
You know, it's one thing toread them on the air and we talk
about it, but we crack eachother up on the very beginning
of the show because we starttalking about it.
We won't give them up inbetween, before the show,
because we save them for on air.
But then we laugh about them,you know, because we know it's
going to be something.
(33:51):
Well, because Dr Posey eithercomes in really good, he goes I
got some good ones today, or oh,it's not going to have to go to
the emergency box today, butgot some good ones today, or oh,
it's not gonna, we're gonnahave to go to the emergency box
today.
So, but hey, check us outbiblicalleadershipshowcom and,
(34:12):
uh, ask us anything you'd liketo and uh, hopefully you'll stay
with us on our series as wecontinue down this road.
Speaker 2 (34:14):
I'm grabbing my book here we're gonna talk about
kings next week.
Yeah, that'll be an interesting, that's gonna be a challenging
topic.
That'll be a challenging topicfor us, but stay in with us.
Speaker 1 (34:24):
Come see us.
We'll talk kings right beforeyou know.
Going into this Halloween time,I don't know if it's good or
bad, so other than that, checkus out.
Biblicalleadershipshowcom andDr Posey, take us out.
uh-huh now, yeah, uh-huh, yeah, come on, come on.
(00:34):
This is for Dr Posey, becausehe says he has some really good
dad jokes today, so we arelooking forward to that.
Speaker 2 (00:43):
Hey, welcome welcome, welcome.
Speaker 1 (00:43):
Welcome to another exciting episode of the Biblical
Leadership Show.
My name is Tim Lansford, andwith me is Dr P.
Speaker 2 (00:50):
Yes, how are you doing?
Speaker 1 (00:51):
Tim Dr Dean Posey.
Yes, how are we?
Speaker 2 (00:53):
doing, I'm doing good , I'm doing really good.
A little spectacular, yes.
Speaker 1 (00:58):
Glad to have you hanging out with us today, right
?
Speaker 2 (01:01):
Yeah, it's fantastic to be here in the studio.
Speaker 1 (01:02):
It's really really good you know, another week went
by and we're doing our thing,so yeah, exactly right.
Speaker 2 (01:10):
So today we're going to talk about Samuel, the
leadership principles in thebook of Samuel.
Before we do that, though, wegot to get some dad jokes in
right away, okay.
Speaker 1 (01:21):
Just going to go ahead and give ahead of time.
Speaker 2 (01:23):
So years ago I had a boss, you know, and I was young
in the work.
And so he said, okay, you needto dress.
Remember the old book Dress forSuccess?
Yes, Okay, so I read that.
I followed that along.
Great book.
The dress codes now are verydifferent than they were back,
you know, in the 80s when Istarted.
(01:44):
But the boss said you need todress for the job you want, not
for the job you have.
So I went in as Batman.
Speaker 1 (01:55):
Nice, Did you get the job yeah?
Speaker 2 (01:59):
it was a night job.
Speaker 1 (02:02):
Did it pay well.
Speaker 2 (02:04):
Oh, no, no, Okay, here's another one.
Here's another one.
I like it there, you do, okay.
What do you call a sheep whocan sing and dance?
Speaker 1 (02:17):
What do you call a sheep that can sing and dance,
I'm thinking, but I got nothing.
Lady Baba, all right, I'll giveyou a half and half on that one
.
So I just was expectingsomething totally different than
that.
Speaker 2 (02:35):
One threw me off.
What do you call a French manwho wears sandals?
Speaker 1 (02:40):
Oh, French man.
Speaker 2 (02:41):
Yeah, french man that wears sandals.
I think we have some peoplelisten to us out of the Paris
area.
So you know, be careful.
Okay, just checking so I don'twant to turn off our A Frenchman
that wears sandals.
His name is Felipe Filape.
Speaker 1 (02:54):
All right.
Speaker 2 (02:55):
I give you that one.
I give you that one.
Oh, wow, I might even throw anair horn in that one.
Oh, okay, one more before weget to the.
I sort of like that one.
Yeah, you like that one.
Flippy floppy, Flippy floppy.
Okay, One more before it's yourturn.
Speaker 1 (03:12):
All right?
No, no, I don't have any.
Well, I'll save mine untillater.
Speaker 2 (03:16):
So, all of us have a honey-do list at the house.
Things to do, whatever it maybe fix the fence, mow the grass,
whatever.
So I hired a handyman and gavehim a list of things to do.
You know, there was like eightthings on the list, but he only
did jobs one, three and five.
Speaker 1 (03:36):
Turns out he only does odd jobs.
Speaker 2 (03:38):
I got that one.
Speaker 1 (03:40):
See, you got in my industry.
Speaker 2 (03:42):
There you go.
Speaker 1 (03:43):
I bet you, I know this one.
Yeah, I bet you did in myindustry.
Speaker 2 (03:44):
I bet you, I know this one.
Speaker 1 (03:45):
Yeah, I bet you did All right.
So if you're just joining us,you know sorry, you know we
actually had some good dad jokestoday.
Just, you should listen to ourpast episodes where we had less
than good ones.
So, hey, now we're doing aseries of every book of the
Bible, 52 week series, and thisweek is Samuel.
So we'd love for you to listento the show, but, if nothing
(04:06):
else, go back to Genesis andcatch up with us, right Cause I
mean you know here.
Here's the thing that I lovethis series and I think it's
great.
I'm learning stuff through thisseries that we were talking
about and going through.
Like I didn't spend, you know,120 years in the church like you
, and that's just in your youth.
(04:28):
But it's one of those thingsthat I really enjoyed this
series and hopefully you guysare enjoying it out there.
I know we've got a big listenergroup out there listening to
this, so we're excited to behere with you again today.
Speaker 2 (04:43):
Yes, and like I have said many times before, is that
one of the number one questionsI've had in my ministry was how
does the Bible apply to my lifetoday?
And we are trying to addressthat.
I think we do a good jobaddressing that every week in
this series on leadershipprinciples from every book in
(05:07):
the Bible.
Now, in the book of Samuel, youhave Samuel, you have Saul, you
have David.
So it's hard to talk about eachperson in the time commitment
that we have, because we onlyhave 30, 35 minutes every week.
So you could talk about eachperson and the strengths and
weaknesses of each person.
That's going to be hard to doin 30 minutes.
Speaker 1 (05:30):
So we have to fix it.
This was a very long one.
They actually split it into twodifferent books.
Yeah, it used to be one bookyears ago but they split into
two.
Speaker 2 (05:37):
So you have 1 Samuel, 2 Samuel, and it starts out
with the birth of Samuel withHannah, his mother, and it
starts out with the birth ofSamuel with Hannah, his mother,
and then she commits him to Godand he raises up and he becomes
an amazing prophet and just hischaracter.
So I really think that's one ofthe main things we're going to
(05:57):
focus on is character andleadership and why that is so
important, and you teachleadership principles around the
country on a regular basis andso why don't you just jump in
and talk about character and whythat is so important?
I know we had a good discussionbefore we went on the air, so
(06:18):
you know just character inwhatever you're leading,
whatever group you might beleading organization, nonprofit,
a softball team, a scout troopwhatever group you might be
leading organization, nonprofit,a softball team, a scout troop,
whatever character is soimportant.
Speaker 1 (06:30):
Yeah, I think character is one of those things
that I think the biggest thingthat I get with.
When you're talking aboutleaderships and companies, when
you're talking about characterand, like I say, I've worked for
some great leaders that hadgreat character and then I've
had some that you know I've I Ididn't work there very long
because just didn't fit, and Ithink we've had that
conversation on.
Both of us have been beenthrough there but I think that
(06:52):
one of the biggest things youget is trust.
People want to work for people.
They trust the people, theythey believe you know, and you
know if somebody's saying, oh,do this, do this, this is what
we stand for, and then as soonas the doors close, they go do
this, this and this, and it'sabsolutely the opposite
direction, well, you're sendingout mixed signals, you know, and
you're never going to be ableto trust that person and I think
(07:15):
that's one of those things thatties back into you know, the
character is the biggest one forme is to be able to trust and
you know on who you are and yourmorals and your beliefs and if
you're leading us in that rightdirection.
Speaker 2 (07:30):
Correct, and so I just talk about how that applies
to this particular book,because in this book of Samuel 1
and 2 Samuel, we see, I guess,two things that are important.
One is character, one ischarisma, and so many times we
look at a leader with thecharisma and we don't
(07:51):
necessarily focus on thecharacter, and this book talks
about the importance of both.
But when it comes to which oneis the most important for
long-term leadership andintegrity, it has to be
character.
Every time Charisma isn't good.
You know you need to encourageyour people.
(08:12):
You need to.
You know, carry the marchingbanner forward and move the
troops forward, or whatever,your employees or whatever.
But if you have character flawsthat are so obvious, or you
don't walk your talk or you arenot a role model for your people
, however big or small thatorganization is, it's going to
(08:36):
catch up with you.
And that's what we actually seewith Saul and David Great
charisma and David greatcharisma.
But their character flawsreally got them at the end.
And that happens so frequentlyin organizations, it happens in
business, it happens in churches, it happens in all kinds of
things, happens in families,unfortunately.
(08:58):
So character is really a keyfactor in leadership.
Speaker 1 (09:03):
Yeah, and I think in this lesson, I think both of
them had their miscomings, youknow as far as where they went
down, but Saul really had a.
They're a little bit different,right.
You know, Saul had this raisingup as a leader, as a king, and
everything.
And then he had, you know, bighead, I guess right, and things
(09:25):
got to him.
He started to live a differentlife compared to what he got his
throne, his power on.
Is that a good estimation, agood summary of where it was and
how it sort of turned around?
So there's a turning point inthrough that whole story.
Speaker 2 (09:42):
Yes, he started out a very humble person, a very
humble man.
He was a big person, I mean asfar as size, physical size.
He was a big person, but overtime his pride got to him and it
really was the beginning of hisdownfall.
He was jealous of David.
(10:03):
He tried to hunt and kill David.
He was not successful, but hewas so prideful, thinking that
he had done all of this byhimself.
And that really was hisweakness.
You know, the crack in hisarmor was his pride and
eventually that led to hisdownfall and his death.
And then you have the rise ofDavid, and so that was his
(10:27):
character flaw.
That really was the downfallfor Saul.
Speaker 1 (10:32):
Yeah, and you know you said the thing he was
hunting David.
I mean, david was on his side,he was helping, he was a general
, he was out, going out andfighting and conquering and
doing all this stuff for him andhe just felt threatened.
You know, so many times peoplefeel threatened and we talked a
little bit about pre-show.
You know, as leaders, sometimesthey have somebody that rises
(10:53):
up and then they feel threatened.
And I've had this and throughpersonal coaching and all this,
I'm like, hey, surround yourself, I surround myself with people
better than me.
I'm totally okay with that.
But there's a certain point thata lot of people can't do that.
You know they haven't elevatedthat point and spend enough time
.
I guess if I was younger, thatwould have really been a
threatening thing to me, but atthis age I'm like, hey, I want
(11:15):
smarter people, I want you guysto figure it out, right, you
don't, I don't, you don't needme Go, go do it, because that's
empowerment that helps me runmultiple companies and and be
able to sit here and podcastwith you, you know, and all that
while people are out theredoing things.
So I think there's a thingwhere you know that you have to
look at that, even though youhave character, you know.
Are you feeling threatened bystrong personalities, strong
(11:37):
leaders that are around you?
Or are you helping them rise upor are you trying to?
You know, throw daggers at them, hunt them down?
Speaker 2 (11:44):
you know, Correct.
So the question would be do youwant your, the people that work
with you, for you or under you,however your structure is do
you want them to be assuccessful as possible?
Well, at the beginning, whenDavid killed Goliath, Saul was
all over that.
It was fantastic.
But then, as David's popularitybegan to increase, then Saul's
(12:09):
pride and jealousy began toincrease as well, and so,
instead of encouraging David andembracing that victory and
seeing him as a mighty warriorand all that kind of stuff, he
went out to try to kill him andhe was jealous.
And then you get Saul's sonJonathan, and David and Jonathan
were like best friends, and sothen it started being a problem
(12:33):
with Saul and his son Jonathan,and so it was just a big
jealousy thing and it was allbecause of the flaw of pride
there.
And so the question would befor leaders is do you want your
people to really be as good asthey can be in whatever?
Are you jealous or envious, orare you uncomfortable or
(12:56):
insecure if one of your peoplethat works with you or for you
is better at something than you?
I've had people that were farbetter at computers.
It's like no, I need someonethat does the computer stuff.
I mean, you do all our stuffaround here You're the computer
guru, right, I can't even hitthe buttons, but it's like.
(13:17):
Well, he had people, I had tohire people I took it away from
him.
Speaker 1 (13:19):
I don't want him anywhere close to all the
buttons over here on those soundboards I can't even reach it.
Speaker 2 (13:26):
Got a big table but I had to have people that were
really good at what they did,whether that was audio video,
whether it's computer, whetherit was marketing, whatever it
was.
You know, I had my job.
My main job was supervising thestaff and preaching.
That was my thing.
But I had to have people thatwere just really good at other
(13:48):
things and so.
But I had to have people thatwere just really good at other
things and far better than me.
And so the question is areleaders comfortable when someone
on your team is far better thanyou at a particular task?
And that was not true with Saul, and that led to his downfall.
So I think that is one of thethings, and it's really we go
(14:09):
back to character versuscharisma.
As a leader, which one are youreally relying upon?
Character is going to last alot longer than charisma.
I think charisma is important,but character wins the day every
time.
Speaker 1 (14:30):
Yeah, and you just got to think of it.
As you know, do you have thatgrowth mindset?
You know I'm always trying toexpand my employees, you know,
to grow, to build on throughlessons.
You know I've let them fail,knowing that they were going to
fail, as long as it wasn't goingto cost me too much money.
I used it as a learning lessonwhere I let them fail and then
they go oh, did you know thatwas not going to work out.
Speaker 2 (14:51):
I'm like yeah, I knew about a week ago.
Speaker 1 (14:53):
They're like why didn't you tell me?
I'm like I was hoping you'dfigure it out, but you're
probably not going to do thatever again, right, and he goes.
No, no no, no.
But I mean, that's one of thethings and that's that's that
growth mindset.
If I fix all the problems, thenthey're always going to be oh,
give me a glass of juice, giveme a glass, you know, and if you
(15:18):
say, all right, well, there's arefrigerator, then you go do it
, then it's a growth mindset.
It's empowering your people tomake the decisions and move
forward.
And I think that if you focuson building those leadership
qualities in each of youremployees, it's ultimately it's
going to make you a betterleader and a lot of people they
can't grasp that thought.
You know, in the culture ofcorporate, you know, if you can,
(15:39):
you can, you can empower, youcan delegate and get good at
delegating.
You know, just because you'renot, you're not giving all your
power away, you're justincreasing your team and man,
that's going to make you look alot better.
Speaker 2 (15:52):
And that's exactly what we see in David.
Because he had his mighty men,he empowered them.
They were incredible fighterswe won't get into that part of
the story but he empowered hispeople, he encouraged them, he
was right with them.
He was right with them inbattle until he made his bad
mistake with Bathsheba.
(16:12):
You know, it says when thekings were out in the spring of
the year, when the kings wereout at war and he was in
Jerusalem.
So he should have been out withhis people, and when he was not
doing that is when he made hismistake.
But his pride got to the pointwhere he was thinking you know,
rules don't apply to me, there'sno boundaries, I can do
whatever I want.
And that was really thebeginning of his downfall.
(16:36):
So it's the same basic issue aswith Saul.
And that was pride, and he justfelt that he could do anything
he wanted.
Sometimes we get the big headas leaders that rules don't
apply to us, we can do anythingwe want.
And that is the beginning ofthe downfall Maybe not
immediately, but over time, aswe see with David when he began
(17:00):
to cross that line of moralityand that showed the weaknesses
in his character.
That was the beginning, andthen it was just all kinds of
problems with his familyfighting and it just ended up
being just a real problem withthe kingdom in the future.
Right, yeah.
Speaker 1 (17:18):
Well, there you go.
Speaker 2 (17:18):
There we go.
Speaker 1 (17:19):
Anything?
Yeah, all right.
Well, that's good, I gotnothing more.
Speaker 2 (17:24):
You got nothing more.
Speaker 1 (17:26):
No, here's the thing about that.
And know, and if you look atthis, this story, I think
there's a lot of stuff that youcan, that you can get out of it.
And the one thing I liked aboutDavid and we talked a little
bit about it his he, he did ownup.
You know he did own up and Ithink that's that goes a long
ways in leadership.
You know he finished out hisjob.
(17:46):
He was broken, he was, you know, different and all that stuff.
But but I mean, you knowthere's a lot of things, cause I
know leaders there's been a lotof leaders in the world in high
profile cases, little ones thatthat ended up owning it and it
actually, um, you know it's,it's not a good thing but at the
same time, it could have been alot worse, right, Correct.
Speaker 2 (18:08):
And so that was one of the big differences between
Saul and David was that Saulnever owned up to his mistakes.
David did own up to hismistakes and he repented, but he
still had to suffer theconsequences of that.
(18:28):
And so we've said this on theshow more than once.
You know, we can do whatever wewant.
We can't just always choose theconsequences.
And so that was true in David'slife.
Perfect example, with David andBathsheba.
And he chose to do what hewanted to do.
He slept with another man'swife and then he had that man
(18:49):
killed in battle, and so thatwas huge, just huge sin in the
eyes of God.
He owned up to it, but hecouldn't erase the consequences
that had started.
So it was like the dominoeffect he started that one
domino and he couldn't stop it.
And so what happened at the endwas, you know, his own son
(19:10):
tried to take over the kingdom.
His son was killed.
There was just all kinds oftragedy that happened because of
that character flaw of Davidand wanting to do whatever he
wanted regardless, because hethought he was the king.
And so that goes back to thatcharacter issue that is so
important in whatever you knowwe, whatever we lead, you know.
(19:34):
So let's just talk aboutcharacter.
How is that?
How is our character displayed?
Well, I think it's in ouractions.
Do our actions match our words,our language?
I think is important about thewords that we use and the words
we don't use reveal ourcharacter.
How we treat other people.
Do we treat them, you know?
Do we look down upon them?
(19:55):
Do we talk to other people withrespect and dignity?
When we greet someone, do wejust look in their eyes and
shake their hand and greet themwith respect, or do we?
You know how do we treat otherpeople?
And so people can see that.
And if you're a leader in anorganization, you should be
(20:18):
aware that your people arewatching you all the time and
what we?
It's so true that we alwaysfind what we're looking for.
So if your people are lookingfor flaws in you, they will
always find it.
But, if they're looking forsomething good, they will always
find it, and the same thing istrue as a leader.
When we're looking forsomething good in our people, we
(20:39):
will always find it.
There might be some negativethings there and we can
encourage them to get better orsomething, and we want them to
be the best they can be in theirfield, but it really is.
How we treat other people is abig indication of the character
that we have.
Speaker 1 (21:02):
Yeah, 100%.
So what you know, a thing Ifound interesting about Samuel 1
and Samuel 2 is the bookdoesn't talk that much about
Samuel, and it does, but itdoesn't in a way right, and is
there, you know what roles youknow?
Let's expand on it for thepeople.
I thought that was veryinteresting because it really
follows the two lives and he was.
Well, I'll let you explain it,because you can probably explain
it better than me, right?
Well, no, samuel at thebeginning.
Speaker 2 (21:22):
Hannah.
His mother was not able to havea child and finally she has a
child, able to have a child, andfinally she has a child.
She dedicates Samuel to God, helives with the priest and he
grows up as a young boy.
God speaks to him.
It's a fascinating story.
I'd encourage people to readthe first couple of chapters of
(21:44):
1 Samuel.
Hannah's prayer there in 1Samuel 2 is just an amazing
prayer, basically a prophecyover time.
And so Samuel grows up and hebecomes like the spokesperson of
God for the people.
And then what we see is thatover time, the people come to
(22:07):
Samuel and say, hey, we want aking.
Like the other nations aroundus, we want a king.
Well, samuel's not really infavor of that, but he talks to
God and God says, okay, givethem what they want.
Favor of that.
But he talks to God and Godsays, okay, give them what they
want, even though Samuel saidyou know, I don't really want to
do this, but God said no, givethem a king.
So he finds Saul and that's aunique story as well and so he
(22:33):
anoints Saul as the king, and soat the beginning, samuel is a
huge part of it.
But then, as Saul becomes aking and begins to elevate in
prominence in the book, samuelgets less and less in the back,
even though he's still veryimportant.
He becomes less and lessbecause now they have a king and
(22:55):
then Saul does some thingsthat's disobedient to God and
those kind of things and thatbegins his downfall.
And Saul confronts him on itand he tries to make all kinds
of excuses and everything likethat, and so that was really the
beginning of the downfall, whenSaul just felt that he could
do—he's king, now he can dowhatever he wants and that was a
(23:17):
real big problem.
Speaker 1 (23:18):
Right, yeah, you have to have accountability you know
, accountability is so important.
You know, not only to your team,but to yourself.
You know, and to God right, youknow if you're going to do
things and you know, I justthought that was a power went to
the head.
I've seen it so much incorporate where somebody got a
(23:40):
title and once they got a titleof a manager or whatever, it
changed their whole thoughtprocess.
Now I can change it in a goodway.
I've, I've, I've known, I'veworked with companies before and
I had like a, a troublemakerthat literally was the
troublemaker of the group andthey had me in there coaching
him for, for you know,termination, you know doing
(24:03):
everything they can to terminate, and I said let's try something
different.
I said, why don't you make thisperson a manager?
They're like what are youtalking about?
Speaker 2 (24:12):
You're crazy.
They did Tim.
You are crazy and I'm like havewe pay you for this?
I know Right.
Speaker 1 (24:17):
And I said hear me out.
And I said this this person hasvery strong qualities, this
person has strong leadership.
Had this and I'd worked withthem a while and I could see
where they were in leadership.
I felt that they were just verybored in their job, very
underused, underutilized intheir job, and so they said all
(24:37):
right.
Luckily, I don't know how theysaid all right, but they did we
increased it up to a managementposition, a different title,
limited responsibilities, sothey could prove themselves, and
lo and behold, it was like aflip of a switch sometimes.
And that person just turned intoa lifer for the company after
that.
But I mean, you don'tunderstand.
They were a week away fromgetting fired and sometimes it's
(25:01):
just a flip of a switch.
It's a mentality of beingaccountable and figuring out
where you're at by giving them atitle that gave them the point
where they had to be moreaccountable for their actions.
Right, they didn't have to dothat and it changed their whole
mindset into a leadershipmindset of someone being a
follower.
Speaker 2 (25:19):
That just proves the point that we've said more than
once, and that is you don't justwant the right people on the
bus, you want the right peoplein the right seat on the bus.
And so once he got in the rightseat on the bus, then he was
able to thrive and the companywas able to thrive.
Now, sometimes you try that andit doesn't work, and you
haven't let someone go right.
We've all had to do that.
It's not an easy thing to do,but I think accountability is so
(25:44):
important.
Responsibility, you know.
Accountability how are theygoing to handle themselves in
this new role?
Sometimes people get inposition of authority and it
goes to their head and then theyget a big head.
And I think one of the thingsthat I've seen happen is when
people in authority makemistakes and they don't own up
(26:04):
to them or they shift the blame.
I think one of the great thingsabout someone with character
and leadership is they own theirown mistakes.
I used to tell the staff hey, Iwant to hear your opinion, but
I still have 51 percent of thevote.
And if I made a bad decision,I'd say hey, that was wrong, I
(26:27):
made a mistake, you all wereright, let's do this again and
we go forward.
So owning your mistakes, Ithink, is a sign of a good
leader and accountability.
Speaker 1 (26:36):
Yeah, I think back.
I mean I mentioned in the shows, you know, early, early, early
shows when it talks aboutcharacter and all this stuff,
and I think back of the timesthat I sort of didn't own it.
I put off and made excuses orsaid it wasn't me and all that
stuff.
Those things still annoy metoday.
I just want to find those people.
I think you know broke thisvacuum one time and me and my
(26:58):
roommate it was his fault, butwe said it was his fault.
But but we said I don't know.
We glued it back together andcalled it good.
Well, I broke off like 30seconds later after they got it
back to their apartment.
You know, I'm like, well, Idon't know what happened.
I'm like what a moron, right.
Speaker 2 (27:10):
You know like why didn't you just go buy another,
another?
Speaker 1 (27:14):
thing you know, own it.
Say, yeah, it's fine, I'll getyou another $100 vacuum.
It's not a big deal.
But we just didn't.
And it still is today.
If I knew who those people were, I'd go out and buy them a new
vacuum today and wouldn't eventhink twice of it.
But I guess that comes with thewisdom, with age, right.
Speaker 2 (27:31):
Well it does.
But also, Jesus said, those whocan be responsible in small
things can be responsible in bigthings.
And so it's those little smallthings.
A lot of times, it's not thebig decisions or the big things
that get us in trouble, it's theaccumulation of little small
things that get us in troubleand people that are under us, in
(27:51):
our leadership, they begin tosee those little small pebbles,
little small things thateventually end up to be a real
problem.
And they see a pattern ofbehavior that they don't like
and there's consequences forthat.
Sometimes we lose good peoplebecause of the mistakes we're
making that we don't own up to.
Speaker 1 (28:12):
Right.
Yeah, that's exactly right.
I've left a few just becausepeople didn't own up or the
character flaws were there inlarge quantities.
Speaker 2 (28:23):
Yeah, so then we saw that in the book of Samuel.
Now Samuel, I think, was just aphenomenal individual.
Phenomenal character,selflessness, accountability,
just an incredible man of God, Ithink one of the strongest in
the whole Bible.
Saul started out great, endedup not good.
(28:44):
David started out great, youknow, killed Goliath, you know
all that kind of stuff becameking and then he had his
downfall because of mistakes hemade too, and even though he
owned up to them, theconsequences of those mistakes
really ended up a tragic life atthe very end.
And so we got to be carefulabout the things, the decisions
(29:04):
we make, and whether or notwe're going to own up to them,
and think about our characterversus charisma.
Speaker 1 (29:13):
Yeah, that's exactly right, Be humble right Be humble
.
Keep working on your futureleadership skills.
Stay confident, focus on yourunique strengths.
Don't worry about others Ifthey have unique strengths.
There's strengths training outthere.
I always tell people you can goout and look at strengths
training and there's Clifton andall the kinds of different
(29:35):
things out there.
Things out there.
But if you just focus on yourstrengths, not worry about your
weaknesses, and then find otherpeople that are good at doing
what your weaknesses are, thereshouldn't be any problem.
If everybody's working to theirstrengths, nobody will have any
weaknesses because nobody willcare what their weaknesses are.
Speaker 2 (29:50):
Yeah, because the team effort will really be
strong?
Exactly right.
Speaker 1 (29:55):
All right, Well, what do you got on this Well?
Speaker 2 (29:58):
I'm just thinking about some dad jokes.
Speaker 1 (30:00):
I figured you might be, did you?
Speaker 2 (30:01):
hear about the neck decorating contest.
Speaker 1 (30:05):
The neck decorating contest yeah.
I do not know.
Speaker 2 (30:10):
It was a tie.
Speaker 1 (30:14):
All right, I'll give you something on that one.
That was a good one.
I could reach the applausebutton on that one.
I like that one.
Speaker 2 (30:19):
So what did the skillet eat on its birthday?
Speaker 1 (30:22):
Oh, I've heard this one, but I don't remember it.
Pancakes, pancakes, nice, Ihadn't heard that one.
There's another one on theskillet, so I'm going to have to
find it real fast.
What else you got?
Speaker 2 (30:38):
Well, went to a uh, a silent auction I won a dog.
Speaker 1 (30:44):
That was it.
I was just waiting for you togo I went to a silent auction.
Speaker 2 (30:50):
I uh, I won a dog whistle and two mimes you have
to analyze that one.
Speaker 1 (30:57):
Right, I was looking up skillet jokes.
Speaker 2 (31:01):
Yeah, skillet jokes, why did?
Speaker 1 (31:02):
the skillet go to therapy.
Couldn't handle the heatanymore.
Speaker 2 (31:06):
Oh, yeah, that's the truth.
We have this one skillet in ourhouse.
That's fantastic, Very non-heat.
But we have this pan in ourhouse that I don't know what
happened when they were makingit.
They didn't put the covers onthe handles and it'll burn you
if you're not careful, so you'vegot to remember that's the pan
(31:26):
that gets hot.
So why was the pig covered in?
Ink the pig.
Covered in ink Because it livedin a pen.
Speaker 1 (31:45):
Oh, I gave you that one.
Speaker 2 (31:47):
That was a I had to.
You had to process that one.
Speaker 1 (31:50):
My brain processed it .
I was still trying to think ofskillet jokes over here right.
All right.
Speaker 2 (31:58):
One more.
Who was it that said a pennysaved is a penny earned?
Speaker 1 (32:02):
That dude.
Speaker 2 (32:03):
I think it was Franklin or something like that.
You know, that's just commonsense.
Speaker 1 (32:08):
I've heard that one before, I don't know.
All right.
Speaker 2 (32:14):
Oh Well, you got.
You have one.
You got something in the bookor anything like that.
Speaker 1 (32:18):
I was going through, like you know, skillet jokes.
I went down there.
Speaker 2 (32:23):
Did you see the news over the weekend?
Speaker 1 (32:25):
I saw no news over the weekend there was a cheese
factory that exploded in France.
Speaker 2 (32:31):
There was debris everywhere.
Yeah, I've heard that onebefore.
I think it might have been saidon this show yeah, go back to
episode like four.
That was six.
Speaker 1 (32:41):
I think it might have been said on this show yeah, go
back to episode four.
That was six, I think.
So six or seven, all right.
Well, dr P.
Speaker 2 (32:46):
Well, why I got one more.
Okay, why do people always buySUVs?
Why do they always buy SUVs nowand that's like so popular?
Why is everybody buying an SUV?
Speaker 1 (33:00):
I don't know, because it's illegal to steal them.
Speaker 2 (33:07):
I deserve that one.
Diversity on that one.
Speaker 1 (33:10):
Hey, guys, check us out, send us dad jokes.
We need dad jokes.
I'll read the ones that came inon the air here.
So, hey, check us outbiblicalleadershipshowcom and
send us some dad jokes, text us,do whatever you want, tell us
you know to well, don't tell usto stop the dad jokes, because
(33:31):
we'll still do dad jokes.
Yeah, so we have fun with thedad jokes.
You know, it's one thing toread them on the air and we talk
about it, but we crack eachother up on the very beginning
of the show because we starttalking about it.
We won't give them up inbetween, before the show,
because we save them for on air.
But then we laugh about them,you know, because we know it's
going to be something.
(33:51):
Well, because Dr Posey eithercomes in really good, he goes I
got some good ones today, or oh,it's not going to have to go to
the emergency box today, butgot some good ones today, or oh,
it's not gonna, we're gonnahave to go to the emergency box
today.
So, but hey, check us outbiblicalleadershipshowcom and,
(34:12):
uh, ask us anything you'd liketo and uh, hopefully you'll stay
with us on our series as wecontinue down this road.
Speaker 2 (34:14):
I'm grabbing my book here we're gonna talk about
kings next week.
Yeah, that'll be an interesting, that's gonna be a challenging
topic.
That'll be a challenging topicfor us, but stay in with us.
Speaker 1 (34:24):
Come see us.
We'll talk kings right beforeyou know.
Going into this Halloween time,I don't know if it's good or
bad, so other than that, checkus out.
Biblicalleadershipshowcom andDr Posey, take us out.
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