July 29, 2025 • 35 mins
What's the true value of a single lost sheep when you have ninety-nine others safely in the fold? According to Jesus, everything. This week's episode dives deep into the Gospel of Luke and extracts powerful leadership lessons that remain remarkably relevant two millennia after they were first taught.
Dr. Posey opens with a personal story about losing his wallet while cycling—containing not just his license and credit cards, but an irreplaceable wedding photo. This experience creates a perfect bridge to discuss the three parables in Luke 15 about lost items: the lost coin, the lost sheep, and the prodigal son. Each story emphasizes a crucial leadership principle: everyone has equal value.
We explore how this principle translates directly to modern leadership contexts. Do all your team members feel equally valued regardless of their position or title? The maintenance person, the accountant, and the sales executive might have different responsibilities, but their worth to the organization should be equal. Great leaders ensure this message isn't just communicated but demonstrated through consistent actions.
The conversation takes a fascinating turn when we examine the often-overlooked perspective of the loyal son in the prodigal son story. His resentment toward his father's generosity offers another leadership insight: when giving special treatment to one employee (even for legitimate reasons like illness), be sensitive to how that appears to others. This doesn't mean avoiding compassion, but rather communicating clearly about why accommodations are being made.
Our hosts share personal stories about poor onboarding experiences, highlighting how frustrating it is when leaders don't make time for new team members. Drawing from Luke 16:10—"One who is faithful in very little is also faithful in much"—we discuss why great leaders gradually increase responsibility as trust is built through deliberately designed onboarding programs with clear expectations and regular check-ins.
Whether you're leading a multinational corporation or a small team, these timeless principles from Luke's gospel provide a blueprint for valuing people, building trust, communicating clearly, and maintaining consistent focus on what truly matters. The ultimate leadership lesson? Consistency beats intensity every time.
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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,
renny, welcome Welcome.
Speaker 2 (00:32):
Welcome birthday boy.
Woo-hoo, it's your birthday,happy birthday to you.
Speaker 1 (00:39):
Happy birthday.
You don't want me singing, I'lljust say it.
Happy birthday, tim.
Well, thank you very much.
I'm glad to be here on mybirthday.
Speaker 2 (00:49):
Yes, how fun is that, right?
Yes.
Speaker 1 (00:53):
Ended up hitting on a Tuesday and get to hang out and
see Dr P, have some fun.
Exactly right.
Speaker 2 (01:00):
Tell some dad jokes.
Speaker 1 (01:02):
Dad jokes.
Speaker 2 (01:04):
He walks into the studio this morning and the
first thing out of his mouth hegoes man, I am loaded up, I do.
Speaker 1 (01:09):
I have so many dad jokes.
Speaker 2 (01:11):
I have so many dad jokes.
Speaker 1 (01:13):
And he is ready to.
He's chomping at the bit.
Speaker 2 (01:18):
So you know, maybe I'll have to find some birthday
dad jokes.
I don't have any birthday dadjokes.
I'll work on that.
But we were at some friend'shouse the other night for dinner
and they have a garden for thefirst time and they had little
peppers and tomatoes andcantaloupe and it made me think.
You know, I'd like to grow agarden, but I haven't been able
(01:40):
to find any bacon seeds.
Which one, which one?
How bad is that?
Do I go with the crickets or doI go with the rubber?
Speaker 1 (01:53):
shot.
Let's see.
Why did the teddy bear skip thebirthday cake?
Because he was already stuffed,all right.
Why did the balloon break upwith the party?
Speaker 2 (02:04):
Because there's too much pressure.
Speaker 1 (02:10):
One more over there, Dr B.
Speaker 2 (02:11):
Okay, so let me ask you a question Is there ever a
day where mattresses are not onsale?
Speaker 1 (02:17):
That's a business that I still haven't figured out
.
I think I'm somewhat smart inbusiness, but I have never
figured out mattress sales.
They are always in the mostexpensive locations, the biggest
rent, and sorry, I'm ruiningyour joke.
Speaker 2 (02:35):
I went out on a rant.
Speaker 1 (02:36):
How many mattresses you got to sell to pay $15,000?
Speaker 2 (02:40):
rent plus your employees.
Speaker 1 (02:44):
Anyway.
So mattresses, tell me aboutmattresses.
Speaker 2 (02:47):
I don't know, I just was thinking You're driving over
here you get commercials onmattresses.
They're probably going to starttheir Labor Day sale here
tomorrow.
Speaker 1 (02:56):
Right they just finished.
Speaker 2 (02:58):
They've extended the July 4th sale.
Speaker 1 (03:01):
Yeah, exactly.
Speaker 2 (03:02):
Getting ready.
There's no holiday in August,right, and so they've got to
extend the July 4th sale inorder to kind of segue into the
Labor Day sale.
Speaker 1 (03:14):
Got to do something, yeah, there might be one day in
there.
Speaker 2 (03:17):
It's the day they're closed, that they're not on sale
, and even at that you probablycould find them at the back door
, and even at that you probablycould find them at the back door
right.
Speaker 1 (03:24):
So there's always a will, there's a way.
Speaker 2 (03:27):
Yes, it's just amazing.
It's just absolutely amazing.
Speaker 1 (03:30):
Absolutely.
Speaker 2 (03:32):
Yeah.
Speaker 1 (03:38):
Well, we've been continuing on.
If you're just joining us,which I think most people have
been hanging out with us for alittle bit but we've been
working through a year-longprogram of going through each
book, each chapter of the Bible,each book of the Bible, each
book of the Bible, yeah.
And chapters from time to time,depending on you know.
Speaker 2 (03:50):
Yes.
Speaker 1 (03:50):
We don't get through a full book, every podcast right
, just because you know some ofus have taken, you know, four or
five podcasts to get through athing and some of them we whip
out multiples in one.
But we are working through NewTestament.
Speaker 2 (04:08):
Yes, and so we are on our third week of the Gospel of
Luke.
Speaker 1 (04:14):
Yes.
Speaker 2 (04:16):
And so we thought we'd get through in two weeks,
but we'll probably get throughin four.
Speaker 1 (04:23):
Probably four.
Speaker 2 (04:23):
But that's okay, it's okay because this is your
favorite.
It's one of your favorites,right?
It's my favorite book in thewhole Bible.
Yeah, yeah, favorite book.
Speaker 1 (04:31):
So I mean if it's Dr P's favorite and he's been doing
this more than a year.
A little more than a year, yeah, a little bit more than a year,
and if it's his favorite, wehave to spend some time on this,
you know, because, it's justthere's so many.
There's so much great output,there's so many good lessons
through this, from leadershipand biblical and everything in
(04:52):
this.
It's just that there's a lot ofstuff that you can go deep dive
in yeah, so we're going to getto that in just a minute.
Speaker 2 (05:09):
I have another job.
Speaker 1 (05:10):
I figured I could see by the smile on your face.
I just found out it is illegalto laugh out loud in Hawaii.
Oh, that wasn't it.
I know that's not even the joke, I'm just kidding and you're
already giving the gong.
Speaker 2 (05:21):
Remember the gong show.
Oh my gosh.
Speaker 1 (05:24):
I'm going to download a gong.
I got to have a gong on this.
Yes, oh my gosh, bring it back.
Speaker 2 (05:31):
Okay, so I just found out it's illegal to laugh out
loud in Hawaii.
Speaker 1 (05:36):
And why is it illegal to laugh out loud?
Because you have to keep it toa low ha.
Speaker 2 (05:55):
All right, are you going to one?
To you, it had to be done, allright, okay.
And so let's just get into theBible.
And let me just tell you astory that actually is true and
it happened to me a little over,about a week and a half ago,
and so I was riding my bike downin Fort Worth, downtown, and I
think one of the great assets ofthe city of Fort Worth is the
(06:17):
Trinity Trails.
You can jog, you can ride yourbike, you know all that kind of
stuff.
There's little cafes along thetrail, there's water fountains,
people walk their dog.
You know, I was riding my bikeand so it had rained a lot, and
there's a couple low-waterbridges so you can cross the
(06:37):
river and the Trinity River, andso I thought, well, I don't
know what the water level is onthe low-water bridge, so I'm
going to park in the middle atTrinity Park and ride one
direction and, if I can, I'llride to the other end, which is
about 30 miles altogether.
Okay, so I get in my bike, Iget there early because it's
(06:59):
going to be hot, and I head outnorth, go through downtown, take
it all the way to Gateway Park,come back.
It's doing good.
Now, one thing about theTrinity Trail the wind is always
blowing either in your face oron your back.
(07:20):
Okay, always, and so, which isfine.
And so I made it back to the car, but I didn't stop.
I just kept going south and Iwent all the way to the other
end, to Oakmont Park, and comeback.
I'm getting ready to put mybike on the car because I'm done
30 miles, 32 miles or so I'mdone.
And it's that moment I realizedmost cyclists not all, but most
(07:42):
have a little bag that'sattached to their seat okay
saddlebag, that they carry theirwallet in their keys, their
phone, maybe some food.
If you have a flat tire.
There's a little thing that fixyour flat tire, so I have one
of those.
And I get back to the car andI'm getting ready to load my
bike onto the car rack and Irealized I hadn't zipped the bag
(08:07):
.
So, my wallet was gone Nice.
So I called my wife and I saiduh, you know I have a little
issue here I need your help with.
Uh, I need you to put a hold orcancel the credit cards because
I had my wallet in there, I mean, and my driver's license,
credit cards, you know, whatevercard from the bank, debit card.
(08:31):
I told several people the thingthat I I hated losing the most,
because you can replace yourdriver's license Sure, and I
have an appointment on Thursdayto go get that done.
You can get new credit cards,but you know what?
What I can't replace is theoriginal picture from our
wedding.
Yeah, that just made me so sad,anyway.
(08:52):
So my wife said well, why don'tyou go and see if you can find
it?
I'll do the credit card.
You go find it.
Speaker 1 (09:01):
So I get back on my so you rode another 32 miles.
Speaker 2 (09:04):
I did looking for my bike.
Speaker 1 (09:06):
That's pretty impressive.
Looking for my wallet.
Speaker 2 (09:10):
And I also had this little pump to blow up my tires
and air up my tires and I knewif I had seen one I'd find them
both.
I did.
I rode another 32 miles all theway.
Um, I'm glad I had extra like alittle gatorade pack for my,
(09:30):
for my bike, and I fill that upand had plenty of fluid and all
that kind of stuff.
Um, I did not find it at all.
So lesson there make sure youzip your bike bag.
Speaker 1 (09:45):
Maybe a good Samaritan will mail it back to
you.
Speaker 2 (09:52):
I'm hoping so, but it's been about a week and a
half and I was hoping thathappened.
But I was thinking because Iknew this podcast was coming up.
And in the story in Luke,chapter 15, it's one of the most
, let's just say, importantlessons in the entire Bible.
There there's three parablesJesus tells.
One is called the lost coin,one is called the lost sheep and
(10:18):
one is called the lost son, ormost of us know the story as the
story of the prodigal son.
And so the lost coin, the lady.
She has 10 coins, she loses oneand she sweeps her house until
she finds it the lost sheep.
There's one missing out of 100.
The shepherd leaves at 99.
He goes and looks and then hefinds his lost sheep and
(10:40):
everybody's rejoicing theprodigal son.
If you're not familiar with thatstory, I encourage you to read
the whole thing.
I'll just summarize it.
The father had two sons andwe're assuming that the wife was
dead or we don't know where shewas in the story, but she's not
mentioned.
And the younger son says hey,dad, I want my inheritance, and
(11:02):
according to Scripture that theolder son would get two-thirds,
the younger son would get athird, and so he's hesitant, but
he did it, and then the sonleaves the home and goes and
squanders all his money and hasto find, you know, end up in a
pig farm feeding pigs and hegoes.
You know, my dad's servants eatbetter than I do.
(11:26):
So the Bible says he came tohimself.
That's only two times in thewhole Bible that that phrase is
used.
And he came to himself, wentback home, and it said his
father saw him far away and ranto him and embraced him and
welcomed him back home Embracedhim and welcomed him back home.
And so the thing about it is,for the Scripture is that Jesus
(11:51):
never stops looking.
He's always looking for thosewho are lost or those people who
are not a part of his fold.
He loves everybody equally andeverybody has the same value in
(12:11):
his eyes as everyone else.
And so the leadership lesson islet's think about that for
business Does everybody have thesame value?
They might not have the samejob.
Okay, you might have someperson working maintenance, some
person in sales, some person insomething else accounting but
the question is, does everybodyhave the same value, and do they
(12:35):
know it?
The shepherd had 99, 100 sheep,but one was missing.
You think, oh, it's just one,it doesn't really matter.
No, it mattered that lost sheepwas just as important as the 99
in the fold.
The lady had 10 corn.
(12:55):
She loses one.
She swept the house until shefound it.
We don't know how long it took,but she finally found it
because that one was as valuableas the one she already had.
The father had two sons, oneleft.
It was still valuable.
So the question would be areall my people, my team, my
(13:16):
employees, whatever are they,have the same value?
And how do we know that?
Speaker 1 (13:22):
Yeah, and you know there's multiple things that I
would probably say on that is isum.
When we were up at um uh dchere recently, yeah, we went, we
went to the museum of the bibleand and if you've never been
there.
It's pretty cool, it's.
It's a.
I've been meaning to go.
The last couple times I was upthere and we finally went, my
(13:43):
family and stuff and and uh.
So when you saying that, I wasthinking they had a little touch
screen where you had to keepall the sheep and everyone ran
off.
You had to touch it.
It would go back so you had tosee how many sheep you'd lose
and if, hopefully, you lost zero.
But yeah, so I know that therewas a lot of tension with the
(14:11):
existing son, that he had stayedand he had been loyal the whole
time and he really wasn't happyabout this whole situation with
the father, you know, welcominghim back with open arms and
making him throw in this bigparty for him.
He's like, well, I've been herethe whole time and I mean
that's a huge problem that wesee sometimes.
(14:31):
I guess favoritism we have thisperception of favoritism and in
leadership and some differentthings like that.
So the thoughts on that.
Speaker 2 (14:39):
Well, that is a big part of the story that we often
overlook because we're sofocused on the prodigal son that
we forget about the loyal son,and the thing about it is we see
that he was just angry, and hewas angry over what His dad's
generosity and grace.
And so it's like, okay, do wehave employees that maybe we've
(15:02):
given a person extra specialattention?
Because I remember one time wehad an incredible person in our
accounting department at thechurch, but she had leukemia and
we had to, in order toaccommodate that, we had to make
some special arrangements forher so that she could go through
(15:26):
treatment, she could be offwork.
You know, other people pitchedin to do some of the work that
she was doing and we made thoseaccommodations because she was
so valuable.
And so the question would beare we going to make
accommodations for everybody?
And if so, what are theboundaries for that?
You know, just because, well,you gave her off so many weeks,
(15:48):
can I have this?
No, because she was goingthrough chemo treatment.
Speaker 1 (15:52):
Right.
Speaker 2 (15:53):
And so.
Speaker 1 (15:55):
But you want to make and there's a sort of compassion
there.
Yes, you got to have you knowso many people are.
It's about me, right, you knowand I don't know, and I think
that's the older son it was theolder son.
Speaker 2 (16:07):
I mean everything.
The father said, everything Ihave is yours, but your son,
your brother, and it'sinteresting, you know he never
says the brother, he says youknow, this son of mine, this son
(16:43):
of yours, was lost and nowattitude and our performance and
and it's like no, you knowthat's not healthy.
So if you do give specialtreatment to a person, you've
got to be sensitive to what thatlooks like to the other people
on your team and just be awareof that.
So that's some really goodlessons from Luke, chapter 15,
(17:07):
and just that one chapter, andso if you're not familiar with
that, I just encourage you toread it.
We hear the words the prodigalson or the prodigal this or the
prodigal.
We still hear that today andthat Jesus told that story 2000
years ago.
But the lessons from that arejust as valuable today as they
were then.
Speaker 1 (17:27):
Yeah, so what happens in chapter 16 and 17?
Speaker 2 (17:30):
Oh my goodness, chapter 16.
Well, you know, it's just.
Speaker 1 (17:36):
Looks like we get into the shrewd manager, right,
you know the parable of theshrewd manager.
Speaker 2 (17:42):
Yes.
Speaker 1 (17:44):
And I think that's I can think of a shrewd manager.
I mean me and you both toldstories about different things
that we've been through bossesthat we ended up quitting and
didn't want to work for, becausethey didn't represent the
values that I have as a human asyou know my personal values and
we sort of said no, and I thinkthat everybody's sort of been
(18:07):
through that at some point.
So, shrewd managers, what doyou have on that?
Speaker 2 (18:11):
Well, I think we could really talk about that
particular parable for a longtime.
But I think really, for meverse 10 is the crux of the
matter for leadership, and Jesussaid this one who is faithful
in very little is also faithfulin much, and one who is
dishonest in very little is alsodishonest in much.
(18:33):
So I think the question wouldbe do we have a process in our
organization where weincreasingly, by design, give
people more and moreresponsibility?
We're not going to just come infrom the very beginning and
just give people a huge amountof responsibility.
(18:55):
They have to earn that right,100% right.
Yeah.
So you give them a little bit,you realize you trust them, you
give them a little bit more, yougive them a little bit more,
you give them more, and for someemployees that have experience,
they might accelerate thatpretty quick.
Other employees that are justlike brand new, new graduates,
or maybe they come in from adifferent type of organization
(19:18):
or background, it might takethem longer.
But I think what is importantis to outline the process for
onboarding.
Okay, this process is going totake you 90 days, or we're going
to evaluate this in six months,or we're going to evaluate it
(19:38):
in two months.
No-transcript.
There is a, let's just say, afamily member who recently
started a new job.
I won't say who, I won't saywhat they do, but he's very good
at what he does.
Okay, started a new job here acouple of months ago, but the
(20:00):
onboarding process is notnecessarily outlined, and so
it's just frustration because hedoesn't know when is the next
training?
What am I supposed to do in themidst of this?
You know, and so it's just ifthey would have outlined from
the beginning.
Just say, okay, there's goingto be like four phases of your
(20:22):
onboarding process.
This thing's going to take yousix months.
These are the steps that we'regoing to take over that time.
You six months.
These are the steps that we'regoing to take over that time.
To me, that's good leadership,because then the employee knows
exactly what to expect.
They don't have to think why isthis taking so long?
No, because you outlined itfrom the very beginning.
So you're outliningexpectations, you're outlining
(20:43):
the timeline, and I just thinkthat's good leadership.
And so I think what they'redoing is literally living out
this verse, verse 10.
You're making sure that whenyou stair-step them up to more
and more responsibility, thatthey can actually handle that,
and I just think that that'sjust good business.
Not all companies do that,obviously, but you have better
(21:07):
morale if the employees knowexactly what they're supposed to
do when they're supposed to doit.
Speaker 1 (21:12):
Yeah, I had a company at one point in my life that
was the exact same thing.
I came in and I was going toride with a manager and he was
going to sort of bring me up tospeed.
Well, the manager, about thetime I started he ended up
having LASIK surgery and stuffand was out for a couple weeks
and then couldn't drive, so Iwas sitting in there.
(21:32):
So I took it on myself to justdo stuff.
Right, I'm just going to createmy own way.
I'm sort of a go-getter, Idon't need to be told direction.
At the same time I was askingthe owner.
I'm like can I take you tolunch?
Can I buy you lunch this week,today, tomorrow, next week?
Now I'm really busy, okay,great.
And then I'd ask the personwell, I'm still, I can't do
(21:54):
anything, I'm still going to sitat home.
And then I would go back to theowner the next week I go.
Can I buy you lunch?
I need to talk to you aboutsome things on my list.
And and it went on for a monthand a half I couldn't get either
of them to do something.
So I sit there and just sort ofform my own way.
And then it finally came up.
They're like well, you're notreally working out because
you're you're not really doingwhat we expected.
(22:14):
I'm like I've been asking youfor a month and a half.
You know, let's talk about it.
And then we have that bigdiscussion.
I'm like you guys got to getreally better about this.
I don't care, I don't know that.
I want to stay with you one andfor two.
If you want to move forward asa company, you've got to get
much better at this because itwas ridiculous.
Speaker 2 (22:33):
Yeah, and so many times we just assume that
somebody knows, you know and youmight have a job description,
but that doesn't necessarilytell them priorities.
It doesn't tell them timeline,it doesn't say, hey, I'm going
to meet with you every week.
We're going to go over theexpectations that you have this
(22:55):
week.
I remember one of the thingsthat I did is, any new employee,
I'd meet with him every weekfor at least 30 minutes, just
one-on-one, and we would look atokay, what's your, you know
what are your list of things todo this week.
Okay, now, what priority do youthink they need to be?
No, let's change number threeto number one because that's
(23:16):
going to take most of your time,and if that one gets done, then
that's going to be really good.
If that one doesn't get doneand we push it to next week,
that puts everybody behind thetimeline.
So that's just good leadership.
Now, if you don't have time todo that, if you don't have time
to meet with your people thatare new.
The question is, who's going tomeet with them?
(23:37):
You know you don't want to justsomeone just twiddling their
thumbs or just being in theoffice or just like floundering.
You want to guide them so thatyou can onboard them.
Now it literally could takelike I feel that when you hire
an administrative assistantwhich I've had some really
amazing people that I've workedwith that are administrative
(24:00):
assistants I really think ittakes a good three years to
train administrative assistantsin a church, because the first
year they're just learning allthe stuff that happens during
the year okay, and so you'remaking sure that they know okay,
this is going to happen at thisparticular, you know, vacation
Bible School.
Then we go into this inSeptember, then we go into this
in October and it takes them ayear to do that.
(24:22):
Then the second year they go ohyeah, this is what we did last
year.
Do you want to do it the same,whatever?
And then the third year theypretty much can just go with it.
So the question is for any job,what is your onboarding process
?
And if you have a seasonalthing, like you're in retail and
(24:42):
you have seasonal products orseasonal menus or whatever it is
.
Does your employees know whatthat is?
Do they know what theexpectation is?
And if they do, that's reallyreally good, and if they don't,
you might need to examine howyou onboard your people.
Speaker 1 (25:00):
Yeah, and I pitch that in all my seminars and my
consulting and I say it's thebiggest thing that managers make
the mistake of doing is they'rein the process of interviewing.
They're in the process ofinterviewing, they're spending a
lot of time, they're courtingthese people and then, when it
comes to where they start thecompany, they turn them to the
HR department and fill out theseforms.
They'll tell you what to do,show you what to do, and then
they never check back with theperson they just hired and
(25:21):
ultimately that's where thedownfall becomes, because then
it's subject to whatever.
They want to be part of you,but if you don't give them time,
then you're relying on theircube mates that might hate your
guts right.
That thinks you're a horribleboss.
I mean, who knows what it mightbe?
And I think that's the biggestthing I tell all my executives
(25:43):
please don't do that.
That's the one thing I ask andI'm such a beaut is onboarding
process and then make sure thatthey're cross-trained and they
know other people in thedepartments that they can go ask
their managers and talk to thepeople that might be.
Those are my two biggest petpeeves.
I would call them and I don'thave too many pet peeves, but I
think that's where the biggestmistakes that managers make.
Speaker 2 (26:05):
Yeah, and let's get to another one, chapter 17.
At the very beginning, jesustalks about temptations and he
says temptations to sin aresurely to come, and so we can go
back.
So many podcasts, we've talkedabout this, but the temptation
to veer away from your values oryour mission statement or your
(26:29):
vision is so persistent.
It's so easy to get sidetrackedby the temptation to just kind
of run you know away with thelatest thing, instead of keeping
with your vision, keeping rightin.
The temptation to getdistracted, temptation to follow
(26:52):
this latest thing on socialmedia.
It is so real and it's thereall the time.
And that really goes with whatJesus is talking about in
chapter 18, because there'sanother parable where there was
a widow that came and keptasking a judge for you know,
(27:20):
just kept asking, asking, asking, and it's called the parable of
persistent widow.
And so here's the thing.
I think those two things tietogether.
And so here's the thing, Ithink those two things tie
together.
If you're going to be focused onyour mission you know you're
focused on your values, yourcore values you've got to be
persistent in that you can't getsidetracked.
(27:40):
If you get sidetracked, it'seasy to excuse it this one time
and then excuse it a little bitmore, use it a little bit more
and all of a sudden you knowwithin six months you're so off
track that it takes you a yearor two to get back on track.
So just be persistent, focused.
You don't have to be hard-nosedabout it, but you make sure
(28:01):
that.
I think the leader's job, oneof the leader's main job, is to
keep focused on the mission, thevision the core values, to make
sure those are lived out everyday, with every person.
Speaker 1 (28:16):
Yeah, and that's what Jesus uses.
This, you know, the persistentwitness to show the power of
persistent prayer.
Speaker 2 (28:22):
You know yes.
Speaker 1 (28:23):
And you know and I guess it's God's willingness to
respond it doesn't alwaysrespond the way you want to
sometimes, but sometimes, ifyou're consistent in your values
and you get it in your head, Ithink persistence can pay off.
There's a lot of differentthings.
Speaker 2 (28:42):
I think one of the greatest characteristics of a
good leader is persistence.
Speaker 1 (28:48):
Yeah, and one of the things I made note down there in
prayer and leadership,consistency beats intensity.
Yeah, that's good and that's uh, that's one of the things I
made a note for.
Speaker 2 (28:58):
I like that so yeah, and just think about this I, I,
uh, I was at the pool thismorning before I came into the.
You know the studio and and Isee a friend of mine that I've
known probably 25 years, andhe's there every day and and so
it's like you know he's there.
He's an he's an older gentleman, but he's there not to see how
(29:24):
much weight he can lift.
He's there every day, at leastfive days a week.
Just being very persistent inthat.
And he's not going to be abodybuilder, he's not going to
be a weightlifter, he's notgoing to break any records, but
he's going to be very faithfuland persistent in in always
showing up and doing what he'sgoing to do, whether it's
lifting weights, riding the bike, you know what, whatever and I
(29:48):
think what you just said is sotrue is that if you're going to
do something, you need to bepersistent in it.
You can't just like, oh, let'sfocus on the mission, and then,
six months from now, oh, let'sfocus on the mission.
No, you've got to be focused onthat pretty much all the time.
Speaker 1 (30:05):
And if you do stumble , get back on the horse or like
I'm coming off vacation and thenbirthday week this is not real
good about being persistent inthe gym, right, but come August,
end of this week, I'm back onthat way.
I'm back on that horse again andwe're going to get consistent
and and, uh, even take it to thenext notch, you know, but I
mean, that's one of those thingsso many people think, you know,
(30:27):
and I talk to this like theyset goals the first year and
then they don't look at theirgoals or they're not.
Well, I'm just done.
I'm just going to wait untilnext year and reset my goals,
right, why Reset it right now?
Let's do it Come on.
Speaker 2 (30:39):
Let's get back on the horse, right.
Speaker 1 (30:40):
But I mean it's you know so anyway, so technically
get to.
Speaker 2 (30:51):
I think we got to chapter 18, verse one.
All right, well, there we go.
But you know we've only gotluke's, only got 24 chapters, so
we can cover, hopefully, fourchapters next week I don't know
I don't know, hopefully so it'spossible, yeah, yeah, oh, my
goodness, I see you jonesingover there.
Speaker 1 (31:04):
I know we're running so many dad jokes.
Speaker 2 (31:07):
We could spend another hour on dad jokes, but I
will only spend 30 minutes.
Speaker 1 (31:13):
It's my birthday.
Speaker 2 (31:14):
We're going to do that on my birthday, Okay so
what is made of leather andsounds like a sneeze?
Speaker 1 (31:23):
Made of leather and sounds like a sneeze, I do not
know.
A chew, a chew.
Speaker 2 (31:36):
I didn't even get a button on that one.
That's awesome.
Speaker 1 (31:38):
Well, I was trying to see if my buttons I don't know,
we keep talking about buttons,but I don't think I got them
technically hooked up because wehad some technical difficulty
right before this, so I don'tthink I have them oh good, so
I'll tell you real fast let'ssee oh I think we can hear it,
but I don't think they can hearit.
Speaker 2 (31:56):
So so here's another one.
You know I don't know what thenew uh car models coming out
here here in about a month, uhfor 2026.
I've heard that some of thenewer cars are having what's
called a senior GPS, not just aGPS, a senior GPS.
You know what that?
Speaker 1 (32:14):
is.
Wait a second.
Are you just happening tosaying this one on my birthday?
I mean, do you have to bring?
Speaker 2 (32:21):
this up on my birthday, right.
Speaker 1 (32:24):
Well, if the shoe fits.
If the shoe fits, okay.
Speaker 2 (32:27):
So senior GPS?
The amazing thing about it isnot only does it tell you how to
get to your destination, ittells you why you want to go
there.
Speaker 1 (32:41):
I was looking at something of mine.
How do you know you're gettingold when the candles cost more
than the birthday cake?
Speaker 2 (32:46):
Yeah, when you have to have a fire extinguisher, you
know as one of your presents.
Speaker 1 (32:54):
Why are birthdays good for your health?
Because the more you have, thelonger you live.
That's it.
Speaker 2 (33:01):
Oh, what kind of birds build skyscrapers.
Speaker 1 (33:08):
I would say Cranes.
That's a good one, like that,yay, yay, give me one more.
Speaker 2 (33:18):
I need to paint my fence at the house and I went to
the paint store to get somethinner.
Speaker 1 (33:27):
It didn't work All righty.
Well, I guess we could leavethem there.
Speaker 2 (33:39):
No, we got a couple more.
Speaker 1 (33:41):
Here's, one more.
All right, one more One more.
Speaker 2 (33:43):
What do you call a happy cowboy?
Speaker 1 (33:46):
Happy?
I do not know.
Speaker 2 (33:48):
A jolly rancher.
Speaker 1 (33:51):
Ba-dum-bum-bum.
All right, one more.
I can't leave on that one.
Speaker 2 (33:55):
Okay.
So when I was in college, okay,and I felt led to go from
medical school to become apastor, I figured I needed to
learn how to play guitar and Ireally wanted to play guitar so
badly.
Well, now I've been practicingfor 60 years and I've achieved
that.
I'm a really bad guitar player.
(34:17):
I play it real badly.
Speaker 1 (34:21):
Hey, I've heard you play it before.
He's pretty good.
I'm going to sign up as agent.
Speaker 2 (34:27):
Oh, yeah, right.
Speaker 1 (34:28):
He's more of a background person right.
Speaker 2 (34:30):
Yeah, background, you play the bass, right, I play
rhythm guitar.
Yeah, rhythm guitar, that'swhat it is.
Okay, anyway, happy birthday.
Well, thank you, oh, mygoodness, thank you very much.
Speaker 1 (34:40):
I'm excited, so I'm going to go have a good, we've
got a lot of stuff going on thisweek.
I've got our statewide buildershow, so it's overlapping with
some stuff with the family time,so I'm staying busy this week.
Speaker 2 (34:55):
You are very busy.
Absolutely, make sure to havesome cake.
I'm sure we'll figure it outsomehow some way.
Speaker 1 (35:02):
So we appreciate you being with us.
Check us outbiblicalleadershipshowcom and.
Speaker 2 (35:09):
Dr Posey, take us out .
Hey, make it a great day.
Thank you, guys.
uh-huh, now, yeah, uh-huh, yeah, come on, come on,
renny, welcome Welcome.
Speaker 2 (00:32):
Welcome birthday boy.
Woo-hoo, it's your birthday,happy birthday to you.
Speaker 1 (00:39):
Happy birthday.
You don't want me singing, I'lljust say it.
Happy birthday, tim.
Well, thank you very much.
I'm glad to be here on mybirthday.
Speaker 2 (00:49):
Yes, how fun is that, right?
Yes.
Speaker 1 (00:53):
Ended up hitting on a Tuesday and get to hang out and
see Dr P, have some fun.
Exactly right.
Speaker 2 (01:00):
Tell some dad jokes.
Speaker 1 (01:02):
Dad jokes.
Speaker 2 (01:04):
He walks into the studio this morning and the
first thing out of his mouth hegoes man, I am loaded up, I do.
Speaker 1 (01:09):
I have so many dad jokes.
Speaker 2 (01:11):
I have so many dad jokes.
Speaker 1 (01:13):
And he is ready to.
He's chomping at the bit.
Speaker 2 (01:18):
So you know, maybe I'll have to find some birthday
dad jokes.
I don't have any birthday dadjokes.
I'll work on that.
But we were at some friend'shouse the other night for dinner
and they have a garden for thefirst time and they had little
peppers and tomatoes andcantaloupe and it made me think.
You know, I'd like to grow agarden, but I haven't been able
(01:40):
to find any bacon seeds.
Which one, which one?
How bad is that?
Do I go with the crickets or doI go with the rubber?
Speaker 1 (01:53):
shot.
Let's see.
Why did the teddy bear skip thebirthday cake?
Because he was already stuffed,all right.
Why did the balloon break upwith the party?
Speaker 2 (02:04):
Because there's too much pressure.
Speaker 1 (02:10):
One more over there, Dr B.
Speaker 2 (02:11):
Okay, so let me ask you a question Is there ever a
day where mattresses are not onsale?
Speaker 1 (02:17):
That's a business that I still haven't figured out
.
I think I'm somewhat smart inbusiness, but I have never
figured out mattress sales.
They are always in the mostexpensive locations, the biggest
rent, and sorry, I'm ruiningyour joke.
Speaker 2 (02:35):
I went out on a rant.
Speaker 1 (02:36):
How many mattresses you got to sell to pay $15,000?
Speaker 2 (02:40):
rent plus your employees.
Speaker 1 (02:44):
Anyway.
So mattresses, tell me aboutmattresses.
Speaker 2 (02:47):
I don't know, I just was thinking You're driving over
here you get commercials onmattresses.
They're probably going to starttheir Labor Day sale here
tomorrow.
Speaker 1 (02:56):
Right they just finished.
Speaker 2 (02:58):
They've extended the July 4th sale.
Speaker 1 (03:01):
Yeah, exactly.
Speaker 2 (03:02):
Getting ready.
There's no holiday in August,right, and so they've got to
extend the July 4th sale inorder to kind of segue into the
Labor Day sale.
Speaker 1 (03:14):
Got to do something, yeah, there might be one day in
there.
Speaker 2 (03:17):
It's the day they're closed, that they're not on sale
, and even at that you probablycould find them at the back door
, and even at that you probablycould find them at the back door
right.
Speaker 1 (03:24):
So there's always a will, there's a way.
Speaker 2 (03:27):
Yes, it's just amazing.
It's just absolutely amazing.
Speaker 1 (03:30):
Absolutely.
Speaker 2 (03:32):
Yeah.
Speaker 1 (03:38):
Well, we've been continuing on.
If you're just joining us,which I think most people have
been hanging out with us for alittle bit but we've been
working through a year-longprogram of going through each
book, each chapter of the Bible,each book of the Bible, each
book of the Bible, yeah.
And chapters from time to time,depending on you know.
Speaker 2 (03:50):
Yes.
Speaker 1 (03:50):
We don't get through a full book, every podcast right
, just because you know some ofus have taken, you know, four or
five podcasts to get through athing and some of them we whip
out multiples in one.
But we are working through NewTestament.
Speaker 2 (04:08):
Yes, and so we are on our third week of the Gospel of
Luke.
Speaker 1 (04:14):
Yes.
Speaker 2 (04:16):
And so we thought we'd get through in two weeks,
but we'll probably get throughin four.
Speaker 1 (04:23):
Probably four.
Speaker 2 (04:23):
But that's okay, it's okay because this is your
favorite.
It's one of your favorites,right?
It's my favorite book in thewhole Bible.
Yeah, yeah, favorite book.
Speaker 1 (04:31):
So I mean if it's Dr P's favorite and he's been doing
this more than a year.
A little more than a year, yeah, a little bit more than a year,
and if it's his favorite, wehave to spend some time on this,
you know, because, it's justthere's so many.
There's so much great output,there's so many good lessons
through this, from leadershipand biblical and everything in
(04:52):
this.
It's just that there's a lot ofstuff that you can go deep dive
in yeah, so we're going to getto that in just a minute.
Speaker 2 (05:09):
I have another job.
Speaker 1 (05:10):
I figured I could see by the smile on your face.
I just found out it is illegalto laugh out loud in Hawaii.
Oh, that wasn't it.
I know that's not even the joke, I'm just kidding and you're
already giving the gong.
Speaker 2 (05:21):
Remember the gong show.
Oh my gosh.
Speaker 1 (05:24):
I'm going to download a gong.
I got to have a gong on this.
Yes, oh my gosh, bring it back.
Speaker 2 (05:31):
Okay, so I just found out it's illegal to laugh out
loud in Hawaii.
Speaker 1 (05:36):
And why is it illegal to laugh out loud?
Because you have to keep it toa low ha.
Speaker 2 (05:55):
All right, are you going to one?
To you, it had to be done, allright, okay.
And so let's just get into theBible.
And let me just tell you astory that actually is true and
it happened to me a little over,about a week and a half ago,
and so I was riding my bike downin Fort Worth, downtown, and I
think one of the great assets ofthe city of Fort Worth is the
(06:17):
Trinity Trails.
You can jog, you can ride yourbike, you know all that kind of
stuff.
There's little cafes along thetrail, there's water fountains,
people walk their dog.
You know, I was riding my bikeand so it had rained a lot, and
there's a couple low-waterbridges so you can cross the
(06:37):
river and the Trinity River, andso I thought, well, I don't
know what the water level is onthe low-water bridge, so I'm
going to park in the middle atTrinity Park and ride one
direction and, if I can, I'llride to the other end, which is
about 30 miles altogether.
Okay, so I get in my bike, Iget there early because it's
(06:59):
going to be hot, and I head outnorth, go through downtown, take
it all the way to Gateway Park,come back.
It's doing good.
Now, one thing about theTrinity Trail the wind is always
blowing either in your face oron your back.
(07:20):
Okay, always, and so, which isfine.
And so I made it back to the car, but I didn't stop.
I just kept going south and Iwent all the way to the other
end, to Oakmont Park, and comeback.
I'm getting ready to put mybike on the car because I'm done
30 miles, 32 miles or so I'mdone.
And it's that moment I realizedmost cyclists not all, but most
(07:42):
have a little bag that'sattached to their seat okay
saddlebag, that they carry theirwallet in their keys, their
phone, maybe some food.
If you have a flat tire.
There's a little thing that fixyour flat tire, so I have one
of those.
And I get back to the car andI'm getting ready to load my
bike onto the car rack and Irealized I hadn't zipped the bag
(08:07):
.
So, my wallet was gone Nice.
So I called my wife and I saiduh, you know I have a little
issue here I need your help with.
Uh, I need you to put a hold orcancel the credit cards because
I had my wallet in there, I mean, and my driver's license,
credit cards, you know, whatevercard from the bank, debit card.
(08:31):
I told several people the thingthat I I hated losing the most,
because you can replace yourdriver's license Sure, and I
have an appointment on Thursdayto go get that done.
You can get new credit cards,but you know what?
What I can't replace is theoriginal picture from our
wedding.
Yeah, that just made me so sad,anyway.
(08:52):
So my wife said well, why don'tyou go and see if you can find
it?
I'll do the credit card.
You go find it.
Speaker 1 (09:01):
So I get back on my so you rode another 32 miles.
Speaker 2 (09:04):
I did looking for my bike.
Speaker 1 (09:06):
That's pretty impressive.
Looking for my wallet.
Speaker 2 (09:10):
And I also had this little pump to blow up my tires
and air up my tires and I knewif I had seen one I'd find them
both.
I did.
I rode another 32 miles all theway.
Um, I'm glad I had extra like alittle gatorade pack for my,
(09:30):
for my bike, and I fill that upand had plenty of fluid and all
that kind of stuff.
Um, I did not find it at all.
So lesson there make sure youzip your bike bag.
Speaker 1 (09:45):
Maybe a good Samaritan will mail it back to
you.
Speaker 2 (09:52):
I'm hoping so, but it's been about a week and a
half and I was hoping thathappened.
But I was thinking because Iknew this podcast was coming up.
And in the story in Luke,chapter 15, it's one of the most
, let's just say, importantlessons in the entire Bible.
There there's three parablesJesus tells.
One is called the lost coin,one is called the lost sheep and
(10:18):
one is called the lost son, ormost of us know the story as the
story of the prodigal son.
And so the lost coin, the lady.
She has 10 coins, she loses oneand she sweeps her house until
she finds it the lost sheep.
There's one missing out of 100.
The shepherd leaves at 99.
He goes and looks and then hefinds his lost sheep and
(10:40):
everybody's rejoicing theprodigal son.
If you're not familiar with thatstory, I encourage you to read
the whole thing.
I'll just summarize it.
The father had two sons andwe're assuming that the wife was
dead or we don't know where shewas in the story, but she's not
mentioned.
And the younger son says hey,dad, I want my inheritance, and
(11:02):
according to Scripture that theolder son would get two-thirds,
the younger son would get athird, and so he's hesitant, but
he did it, and then the sonleaves the home and goes and
squanders all his money and hasto find, you know, end up in a
pig farm feeding pigs and hegoes.
You know, my dad's servants eatbetter than I do.
(11:26):
So the Bible says he came tohimself.
That's only two times in thewhole Bible that that phrase is
used.
And he came to himself, wentback home, and it said his
father saw him far away and ranto him and embraced him and
welcomed him back home Embracedhim and welcomed him back home.
And so the thing about it is,for the Scripture is that Jesus
(11:51):
never stops looking.
He's always looking for thosewho are lost or those people who
are not a part of his fold.
He loves everybody equally andeverybody has the same value in
(12:11):
his eyes as everyone else.
And so the leadership lesson islet's think about that for
business Does everybody have thesame value?
They might not have the samejob.
Okay, you might have someperson working maintenance, some
person in sales, some person insomething else accounting but
the question is, does everybodyhave the same value, and do they
(12:35):
know it?
The shepherd had 99, 100 sheep,but one was missing.
You think, oh, it's just one,it doesn't really matter.
No, it mattered that lost sheepwas just as important as the 99
in the fold.
The lady had 10 corn.
(12:55):
She loses one.
She swept the house until shefound it.
We don't know how long it took,but she finally found it
because that one was as valuableas the one she already had.
The father had two sons, oneleft.
It was still valuable.
So the question would be areall my people, my team, my
(13:16):
employees, whatever are they,have the same value?
And how do we know that?
Speaker 1 (13:22):
Yeah, and you know there's multiple things that I
would probably say on that is isum.
When we were up at um uh dchere recently, yeah, we went, we
went to the museum of the bibleand and if you've never been
there.
It's pretty cool, it's.
It's a.
I've been meaning to go.
The last couple times I was upthere and we finally went, my
(13:43):
family and stuff and and uh.
So when you saying that, I wasthinking they had a little touch
screen where you had to keepall the sheep and everyone ran
off.
You had to touch it.
It would go back so you had tosee how many sheep you'd lose
and if, hopefully, you lost zero.
But yeah, so I know that therewas a lot of tension with the
(14:11):
existing son, that he had stayedand he had been loyal the whole
time and he really wasn't happyabout this whole situation with
the father, you know, welcominghim back with open arms and
making him throw in this bigparty for him.
He's like, well, I've been herethe whole time and I mean
that's a huge problem that wesee sometimes.
(14:31):
I guess favoritism we have thisperception of favoritism and in
leadership and some differentthings like that.
So the thoughts on that.
Speaker 2 (14:39):
Well, that is a big part of the story that we often
overlook because we're sofocused on the prodigal son that
we forget about the loyal son,and the thing about it is we see
that he was just angry, and hewas angry over what His dad's
generosity and grace.
And so it's like, okay, do wehave employees that maybe we've
(15:02):
given a person extra specialattention?
Because I remember one time wehad an incredible person in our
accounting department at thechurch, but she had leukemia and
we had to, in order toaccommodate that, we had to make
some special arrangements forher so that she could go through
(15:26):
treatment, she could be offwork.
You know, other people pitchedin to do some of the work that
she was doing and we made thoseaccommodations because she was
so valuable.
And so the question would beare we going to make
accommodations for everybody?
And if so, what are theboundaries for that?
You know, just because, well,you gave her off so many weeks,
(15:48):
can I have this?
No, because she was goingthrough chemo treatment.
Speaker 1 (15:52):
Right.
Speaker 2 (15:53):
And so.
Speaker 1 (15:55):
But you want to make and there's a sort of compassion
there.
Yes, you got to have you knowso many people are.
It's about me, right, you knowand I don't know, and I think
that's the older son it was theolder son.
Speaker 2 (16:07):
I mean everything.
The father said, everything Ihave is yours, but your son,
your brother, and it'sinteresting, you know he never
says the brother, he says youknow, this son of mine, this son
(16:43):
of yours, was lost and nowattitude and our performance and
and it's like no, you knowthat's not healthy.
So if you do give specialtreatment to a person, you've
got to be sensitive to what thatlooks like to the other people
on your team and just be awareof that.
So that's some really goodlessons from Luke, chapter 15,
(17:07):
and just that one chapter, andso if you're not familiar with
that, I just encourage you toread it.
We hear the words the prodigalson or the prodigal this or the
prodigal.
We still hear that today andthat Jesus told that story 2000
years ago.
But the lessons from that arejust as valuable today as they
were then.
Speaker 1 (17:27):
Yeah, so what happens in chapter 16 and 17?
Speaker 2 (17:30):
Oh my goodness, chapter 16.
Well, you know, it's just.
Speaker 1 (17:36):
Looks like we get into the shrewd manager, right,
you know the parable of theshrewd manager.
Speaker 2 (17:42):
Yes.
Speaker 1 (17:44):
And I think that's I can think of a shrewd manager.
I mean me and you both toldstories about different things
that we've been through bossesthat we ended up quitting and
didn't want to work for, becausethey didn't represent the
values that I have as a human asyou know my personal values and
we sort of said no, and I thinkthat everybody's sort of been
(18:07):
through that at some point.
So, shrewd managers, what doyou have on that?
Speaker 2 (18:11):
Well, I think we could really talk about that
particular parable for a longtime.
But I think really, for meverse 10 is the crux of the
matter for leadership, and Jesussaid this one who is faithful
in very little is also faithfulin much, and one who is
dishonest in very little is alsodishonest in much.
(18:33):
So I think the question wouldbe do we have a process in our
organization where weincreasingly, by design, give
people more and moreresponsibility?
We're not going to just come infrom the very beginning and
just give people a huge amountof responsibility.
(18:55):
They have to earn that right,100% right.
Yeah.
So you give them a little bit,you realize you trust them, you
give them a little bit more, yougive them a little bit more,
you give them more, and for someemployees that have experience,
they might accelerate thatpretty quick.
Other employees that are justlike brand new, new graduates,
or maybe they come in from adifferent type of organization
(19:18):
or background, it might takethem longer.
But I think what is importantis to outline the process for
onboarding.
Okay, this process is going totake you 90 days, or we're going
to evaluate this in six months,or we're going to evaluate it
(19:38):
in two months.
No-transcript.
There is a, let's just say, afamily member who recently
started a new job.
I won't say who, I won't saywhat they do, but he's very good
at what he does.
Okay, started a new job here acouple of months ago, but the
(20:00):
onboarding process is notnecessarily outlined, and so
it's just frustration because hedoesn't know when is the next
training?
What am I supposed to do in themidst of this?
You know, and so it's just ifthey would have outlined from
the beginning.
Just say, okay, there's goingto be like four phases of your
(20:22):
onboarding process.
This thing's going to take yousix months.
These are the steps that we'regoing to take over that time.
You six months.
These are the steps that we'regoing to take over that time.
To me, that's good leadership,because then the employee knows
exactly what to expect.
They don't have to think why isthis taking so long?
No, because you outlined itfrom the very beginning.
So you're outliningexpectations, you're outlining
(20:43):
the timeline, and I just thinkthat's good leadership.
And so I think what they'redoing is literally living out
this verse, verse 10.
You're making sure that whenyou stair-step them up to more
and more responsibility, thatthey can actually handle that,
and I just think that that'sjust good business.
Not all companies do that,obviously, but you have better
(21:07):
morale if the employees knowexactly what they're supposed to
do when they're supposed to doit.
Speaker 1 (21:12):
Yeah, I had a company at one point in my life that
was the exact same thing.
I came in and I was going toride with a manager and he was
going to sort of bring me up tospeed.
Well, the manager, about thetime I started he ended up
having LASIK surgery and stuffand was out for a couple weeks
and then couldn't drive, so Iwas sitting in there.
(21:32):
So I took it on myself to justdo stuff.
Right, I'm just going to createmy own way.
I'm sort of a go-getter, Idon't need to be told direction.
At the same time I was askingthe owner.
I'm like can I take you tolunch?
Can I buy you lunch this week,today, tomorrow, next week?
Now I'm really busy, okay,great.
And then I'd ask the personwell, I'm still, I can't do
(21:54):
anything, I'm still going to sitat home.
And then I would go back to theowner the next week I go.
Can I buy you lunch?
I need to talk to you aboutsome things on my list.
And and it went on for a monthand a half I couldn't get either
of them to do something.
So I sit there and just sort ofform my own way.
And then it finally came up.
They're like well, you're notreally working out because
you're you're not really doingwhat we expected.
(22:14):
I'm like I've been asking youfor a month and a half.
You know, let's talk about it.
And then we have that bigdiscussion.
I'm like you guys got to getreally better about this.
I don't care, I don't know that.
I want to stay with you one andfor two.
If you want to move forward asa company, you've got to get
much better at this because itwas ridiculous.
Speaker 2 (22:33):
Yeah, and so many times we just assume that
somebody knows, you know and youmight have a job description,
but that doesn't necessarilytell them priorities.
It doesn't tell them timeline,it doesn't say, hey, I'm going
to meet with you every week.
We're going to go over theexpectations that you have this
(22:55):
week.
I remember one of the thingsthat I did is, any new employee,
I'd meet with him every weekfor at least 30 minutes, just
one-on-one, and we would look atokay, what's your, you know
what are your list of things todo this week.
Okay, now, what priority do youthink they need to be?
No, let's change number threeto number one because that's
(23:16):
going to take most of your time,and if that one gets done, then
that's going to be really good.
If that one doesn't get doneand we push it to next week,
that puts everybody behind thetimeline.
So that's just good leadership.
Now, if you don't have time todo that, if you don't have time
to meet with your people thatare new.
The question is, who's going tomeet with them?
(23:37):
You know you don't want to justsomeone just twiddling their
thumbs or just being in theoffice or just like floundering.
You want to guide them so thatyou can onboard them.
Now it literally could takelike I feel that when you hire
an administrative assistantwhich I've had some really
amazing people that I've workedwith that are administrative
(24:00):
assistants I really think ittakes a good three years to
train administrative assistantsin a church, because the first
year they're just learning allthe stuff that happens during
the year okay, and so you'remaking sure that they know okay,
this is going to happen at thisparticular, you know, vacation
Bible School.
Then we go into this inSeptember, then we go into this
in October and it takes them ayear to do that.
(24:22):
Then the second year they go ohyeah, this is what we did last
year.
Do you want to do it the same,whatever?
And then the third year theypretty much can just go with it.
So the question is for any job,what is your onboarding process
?
And if you have a seasonalthing, like you're in retail and
(24:42):
you have seasonal products orseasonal menus or whatever it is
.
Does your employees know whatthat is?
Do they know what theexpectation is?
And if they do, that's reallyreally good, and if they don't,
you might need to examine howyou onboard your people.
Speaker 1 (25:00):
Yeah, and I pitch that in all my seminars and my
consulting and I say it's thebiggest thing that managers make
the mistake of doing is they'rein the process of interviewing.
They're in the process ofinterviewing, they're spending a
lot of time, they're courtingthese people and then, when it
comes to where they start thecompany, they turn them to the
HR department and fill out theseforms.
They'll tell you what to do,show you what to do, and then
they never check back with theperson they just hired and
(25:21):
ultimately that's where thedownfall becomes, because then
it's subject to whatever.
They want to be part of you,but if you don't give them time,
then you're relying on theircube mates that might hate your
guts right.
That thinks you're a horribleboss.
I mean, who knows what it mightbe?
And I think that's the biggestthing I tell all my executives
(25:43):
please don't do that.
That's the one thing I ask andI'm such a beaut is onboarding
process and then make sure thatthey're cross-trained and they
know other people in thedepartments that they can go ask
their managers and talk to thepeople that might be.
Those are my two biggest petpeeves.
I would call them and I don'thave too many pet peeves, but I
think that's where the biggestmistakes that managers make.
Speaker 2 (26:05):
Yeah, and let's get to another one, chapter 17.
At the very beginning, jesustalks about temptations and he
says temptations to sin aresurely to come, and so we can go
back.
So many podcasts, we've talkedabout this, but the temptation
to veer away from your values oryour mission statement or your
(26:29):
vision is so persistent.
It's so easy to get sidetrackedby the temptation to just kind
of run you know away with thelatest thing, instead of keeping
with your vision, keeping rightin.
The temptation to getdistracted, temptation to follow
(26:52):
this latest thing on socialmedia.
It is so real and it's thereall the time.
And that really goes with whatJesus is talking about in
chapter 18, because there'sanother parable where there was
a widow that came and keptasking a judge for you know,
(27:20):
just kept asking, asking, asking, and it's called the parable of
persistent widow.
And so here's the thing.
I think those two things tietogether.
And so here's the thing, Ithink those two things tie
together.
If you're going to be focused onyour mission you know you're
focused on your values, yourcore values you've got to be
persistent in that you can't getsidetracked.
(27:40):
If you get sidetracked, it'seasy to excuse it this one time
and then excuse it a little bitmore, use it a little bit more
and all of a sudden you knowwithin six months you're so off
track that it takes you a yearor two to get back on track.
So just be persistent, focused.
You don't have to be hard-nosedabout it, but you make sure
(28:01):
that.
I think the leader's job, oneof the leader's main job, is to
keep focused on the mission, thevision the core values, to make
sure those are lived out everyday, with every person.
Speaker 1 (28:16):
Yeah, and that's what Jesus uses.
This, you know, the persistentwitness to show the power of
persistent prayer.
Speaker 2 (28:22):
You know yes.
Speaker 1 (28:23):
And you know and I guess it's God's willingness to
respond it doesn't alwaysrespond the way you want to
sometimes, but sometimes, ifyou're consistent in your values
and you get it in your head, Ithink persistence can pay off.
There's a lot of differentthings.
Speaker 2 (28:42):
I think one of the greatest characteristics of a
good leader is persistence.
Speaker 1 (28:48):
Yeah, and one of the things I made note down there in
prayer and leadership,consistency beats intensity.
Yeah, that's good and that's uh, that's one of the things I
made a note for.
Speaker 2 (28:58):
I like that so yeah, and just think about this I, I,
uh, I was at the pool thismorning before I came into the.
You know the studio and and Isee a friend of mine that I've
known probably 25 years, andhe's there every day and and so
it's like you know he's there.
He's an he's an older gentleman, but he's there not to see how
(29:24):
much weight he can lift.
He's there every day, at leastfive days a week.
Just being very persistent inthat.
And he's not going to be abodybuilder, he's not going to
be a weightlifter, he's notgoing to break any records, but
he's going to be very faithfuland persistent in in always
showing up and doing what he'sgoing to do, whether it's
lifting weights, riding the bike, you know what, whatever and I
(29:48):
think what you just said is sotrue is that if you're going to
do something, you need to bepersistent in it.
You can't just like, oh, let'sfocus on the mission, and then,
six months from now, oh, let'sfocus on the mission.
No, you've got to be focused onthat pretty much all the time.
Speaker 1 (30:05):
And if you do stumble , get back on the horse or like
I'm coming off vacation and thenbirthday week this is not real
good about being persistent inthe gym, right, but come August,
end of this week, I'm back onthat way.
I'm back on that horse again andwe're going to get consistent
and and, uh, even take it to thenext notch, you know, but I
mean, that's one of those thingsso many people think, you know,
(30:27):
and I talk to this like theyset goals the first year and
then they don't look at theirgoals or they're not.
Well, I'm just done.
I'm just going to wait untilnext year and reset my goals,
right, why Reset it right now?
Let's do it Come on.
Speaker 2 (30:39):
Let's get back on the horse, right.
Speaker 1 (30:40):
But I mean it's you know so anyway, so technically
get to.
Speaker 2 (30:51):
I think we got to chapter 18, verse one.
All right, well, there we go.
But you know we've only gotluke's, only got 24 chapters, so
we can cover, hopefully, fourchapters next week I don't know
I don't know, hopefully so it'spossible, yeah, yeah, oh, my
goodness, I see you jonesingover there.
Speaker 1 (31:04):
I know we're running so many dad jokes.
Speaker 2 (31:07):
We could spend another hour on dad jokes, but I
will only spend 30 minutes.
Speaker 1 (31:13):
It's my birthday.
Speaker 2 (31:14):
We're going to do that on my birthday, Okay so
what is made of leather andsounds like a sneeze?
Speaker 1 (31:23):
Made of leather and sounds like a sneeze, I do not
know.
A chew, a chew.
Speaker 2 (31:36):
I didn't even get a button on that one.
That's awesome.
Speaker 1 (31:38):
Well, I was trying to see if my buttons I don't know,
we keep talking about buttons,but I don't think I got them
technically hooked up because wehad some technical difficulty
right before this, so I don'tthink I have them oh good, so
I'll tell you real fast let'ssee oh I think we can hear it,
but I don't think they can hearit.
Speaker 2 (31:56):
So so here's another one.
You know I don't know what thenew uh car models coming out
here here in about a month, uhfor 2026.
I've heard that some of thenewer cars are having what's
called a senior GPS, not just aGPS, a senior GPS.
You know what that?
Speaker 1 (32:14):
is.
Wait a second.
Are you just happening tosaying this one on my birthday?
I mean, do you have to bring?
Speaker 2 (32:21):
this up on my birthday, right.
Speaker 1 (32:24):
Well, if the shoe fits.
If the shoe fits, okay.
Speaker 2 (32:27):
So senior GPS?
The amazing thing about it isnot only does it tell you how to
get to your destination, ittells you why you want to go
there.
Speaker 1 (32:41):
I was looking at something of mine.
How do you know you're gettingold when the candles cost more
than the birthday cake?
Speaker 2 (32:46):
Yeah, when you have to have a fire extinguisher, you
know as one of your presents.
Speaker 1 (32:54):
Why are birthdays good for your health?
Because the more you have, thelonger you live.
That's it.
Speaker 2 (33:01):
Oh, what kind of birds build skyscrapers.
Speaker 1 (33:08):
I would say Cranes.
That's a good one, like that,yay, yay, give me one more.
Speaker 2 (33:18):
I need to paint my fence at the house and I went to
the paint store to get somethinner.
Speaker 1 (33:27):
It didn't work All righty.
Well, I guess we could leavethem there.
Speaker 2 (33:39):
No, we got a couple more.
Speaker 1 (33:41):
Here's, one more.
All right, one more One more.
Speaker 2 (33:43):
What do you call a happy cowboy?
Speaker 1 (33:46):
Happy?
I do not know.
Speaker 2 (33:48):
A jolly rancher.
Speaker 1 (33:51):
Ba-dum-bum-bum.
All right, one more.
I can't leave on that one.
Speaker 2 (33:55):
Okay.
So when I was in college, okay,and I felt led to go from
medical school to become apastor, I figured I needed to
learn how to play guitar and Ireally wanted to play guitar so
badly.
Well, now I've been practicingfor 60 years and I've achieved
that.
I'm a really bad guitar player.
(34:17):
I play it real badly.
Speaker 1 (34:21):
Hey, I've heard you play it before.
He's pretty good.
I'm going to sign up as agent.
Speaker 2 (34:27):
Oh, yeah, right.
Speaker 1 (34:28):
He's more of a background person right.
Speaker 2 (34:30):
Yeah, background, you play the bass, right, I play
rhythm guitar.
Yeah, rhythm guitar, that'swhat it is.
Okay, anyway, happy birthday.
Well, thank you, oh, mygoodness, thank you very much.
Speaker 1 (34:40):
I'm excited, so I'm going to go have a good, we've
got a lot of stuff going on thisweek.
I've got our statewide buildershow, so it's overlapping with
some stuff with the family time,so I'm staying busy this week.
Speaker 2 (34:55):
You are very busy.
Absolutely, make sure to havesome cake.
I'm sure we'll figure it outsomehow some way.
Speaker 1 (35:02):
So we appreciate you being with us.
Check us outbiblicalleadershipshowcom and.
Speaker 2 (35:09):
Dr Posey, take us out .
Hey, make it a great day.
Thank you, guys.
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