January 14, 2025 • 31 mins
How do ancient biblical stories shape modern leadership? Join us in this episode of the Biblical Leadership Show as we humorously explore this intriguing question and unveil leadership principles woven throughout the Bible. With a blend of personal anecdotes, we share our holiday stories and resolutions before jumping into the core discussion of leadership insights from Hosea and Gomer's tale. We promise you'll walk away with a fresh perspective on how to embody the values you wish to see in others, as we dissect the art of maintaining a clear vision amidst challenges.
Together with Dr. Posey and Mr. Lansford, delve into the nuances of effective leadership and accountability, guided by insights from figures like John Maxwell and biblical prophets Amos and Hosea. Discover how Hosea's story mirrors the complexities leaders face today—balancing compassion with tough decision-making while ensuring fairness and integrity. The importance of implementing straightforward accountability systems is highlighted, drawing parallels between ancient wisdom and contemporary organizational challenges. Expect a few dad jokes along the way to keep the mood light as we tackle these profound themes.
We also celebrate the courage and dedication of firefighters and first responders who battle daunting wildfires, particularly in areas like the Palisades. Through personal insights and stories, we shine a light on their bravery and emphasize the importance of community support. We invite you to join our community, share prayer requests, and, of course, enjoy a dad joke or two. Help us spread the word and grow our listener base while we continue this enlightening journey through the Bible, aiming for a baker's dozen of listeners by the year's end. LOL. Maybe a few more than that!
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:23):
all righty yeah, uh-huh, yeah, Come on, come on,
Alrighty welcome, welcome and awelcome.
Speaker 2 (00:34):
Welcome Tim.
How you doing there, wonderful.
How are we doing today?
I am doing fantastic.
Speaker 1 (00:38):
Yes, Dr Posey and Mr Lansford here on another
exciting episode of the BiblicalLeadership Show.
Speaker 2 (00:45):
Yes, and I was just asking you right before we went
on the air.
This is number 68.
68.
Podcast number 68.
I'm excited, yeah, getting upthere to 70.
Speaker 1 (00:55):
I know Close close, close yeah.
So yeah, so we're slowlygetting back into it here
through the new year.
The holidays to getting backinto it here through the new
year, the holidays, yeah, yeah.
So it's been a fun and excitingtrip, you know, and I'm still
in sleepy vacation mode sort ofyou know.
So hopefully we can make itthrough this, you know, and
(01:17):
maybe we can cut this one downto like six minutes or something
today.
Speaker 2 (01:20):
How about six minutes of content and about 30 minutes
of?
Speaker 1 (01:23):
dad jokes, We've been there done that we did that.
Speaker 2 (01:26):
Check out our New.
Speaker 1 (01:27):
Year's Eve show if you want that one for sure hey
talking about.
Speaker 2 (01:32):
It's not really a joke, but you know people.
I was at the gym this morningswimming before I came in, and
so a lot of people at the gymbecause you know they have a new
resolution they get back inshape and all this.
This is great.
This is great.
And so some people.
They start new things.
(01:52):
Maybe you started a newplaylist on your phone or
whatever songs you heard.
Speaker 1 (01:57):
I need to put one of those together.
Yeah, put a playlist, okay.
Speaker 2 (02:00):
So here's a new playlist that I put together
over the holidays, so it's alist from M&M, the cranberries
and peanuts, and I called itTrail Mix.
Speaker 1 (02:13):
Just had to get one in.
I just had to get one in there.
Speaker 2 (02:16):
I did I had to get one in there right at the start
of the show.
Speaker 1 (02:20):
And you're looking at one of your Christmas presents
I do believe Was this Christmasand you're looking at one of
your Christmas presents.
Speaker 2 (02:26):
I do believe my kids just give me such a hard time,
and my grandkids about dad jokesand yet one of the things they
gave me.
I don't know.
I think they're jealous orsomething.
I don't really know, but one ofthe things they gave me for
Christmas was a dad jokecalendar was a dad joke calendar
.
Yeah, so I have in mypossession, right here in the
(02:48):
studio, 365 dad jokes.
Speaker 1 (02:51):
Nice.
Speaker 2 (02:52):
And we're going to go through all of them sometime
this year.
We might go through them all inthe next two weeks.
Speaker 1 (02:58):
They might be, you never know.
Speaker 2 (03:00):
Did you hear?
You know, new companies comeout with products and stuff like
that start of the year.
So the makers of Head ShouldersI don't know who does Head
Shoulders, but they're comingout with a new body wash and
it's called Knees Toes.
Speaker 1 (03:16):
All right, I'll throw it in there.
Oh, that's a bad one.
Speaker 2 (03:19):
Oh, that's the wrong button.
Speaker 1 (03:20):
There we go.
That's the yellow button.
Is that better, oh?
Speaker 2 (03:25):
And you know, when we get together over Christmas, we
just love being with our familyor kids, grandkids.
We do puzzles, we do stockinghunts, we just do all kinds of
fun.
It was just great to have them,and so there's a little
competition between us to seewho can laugh.
Speaker 1 (03:54):
You know, it's like we all laugh, but we're so
competitive I just laugh harder.
I don't even know if I shouldreach for the button on that one
.
I made you laugh, though.
You did right, you did yeah,well, yeah.
Speaker 2 (04:04):
You did right, you did yeah.
Speaker 1 (04:05):
Well, yeah, that's pretty good, handy little thing.
Speaker 2 (04:08):
Yeah, I know I've got a whole week's worth right here
.
You are just ready to go.
I am ready.
Speaker 1 (04:14):
Dad joke extraordinaire.
Speaker 2 (04:16):
Uh-huh, yeah, that's awesome, that's really good.
Speaker 1 (04:20):
Well, you know the topics, you know if you've been
following us.
We're in this year-longleadership, year-long of taking
different chapters of the Bible,and we mentioned a couple of
times a couple shows ago thatit's not that we're deviating,
but we're lumping some stufftogether.
So let's catch a couple peopleup how we're sort of going on
(04:41):
this and then we'll talk aboutwhat we're going to talk about
today.
Speaker 2 (04:44):
Okay, that sounds good.
So our desire was to go throughthe entire Bible, book by book,
and talk about the leadershipprinciples that are in each book
.
If you have been following ourpodcast, you know that for the
first part of the New Testament,from Genesis to Psalms, we
(05:09):
followed pretty much the orderin the Bible.
But after the Song of Solomon,we're trying to figure out how
do we get all this in in oneyear.
Speaker 1 (05:25):
Right.
Speaker 2 (05:25):
There's 66 books, there's only 52 weeks, and so we
thought we got to combine.
We want to do it within a year,and the reason we want to do
that is because when we finishthe book of Revelation in the
summer, that will be our 100thpodcast.
Speaker 1 (05:44):
We have a method of this right, we have a method to
our madness, and a lot of thechapters are pretty small in
comparison compared to some ofthe others right.
Speaker 2 (05:52):
Now, yeah, you have some serious, lengthy prophets
in the Old Testament, likeJeremiah, ezekiel, isaiah, but
there are a lot of small books,and so what we've done in our
show prep is to lump some of thebooks together because they're
similar themes and now thatwe're in the prophets in the
(06:14):
last part of the Old Testament,a lot of those prophets have the
same theme.
It would be very easy to talkabout the same thing for several
weeks, but what we have done,because of Tim's research, is
we're going to look at a littledifferent theme for each of the
books and talk about a differentleadership principle that we
believe is in each one of thosebooks, just to keep up with the
(06:38):
theme of the show from the verybeginning.
And so we're not going the lastpart of the Old Testament that
we started.
It's not going to be in theorder that's in the Bible.
We'll eventually get to all thebooks, but they're not going to
be in the same order that youread them in the Bible.
And so today we're going to talkabout Hosea and Amos.
(07:00):
Next week we're going to talkabout Isaiah and Micah and Amos.
Next week we're going to talkabout Isaiah and Micah.
And we're doing that becausewe're trying to combine some of
those books together so we canfinish the show, like I said, in
the summer with our 100thepisode on the book of
Revelation.
Speaker 1 (07:19):
Fun.
I think that sounds like a heckof a plan.
Yeah, it's a good plan.
At least it does to us.
Yeah, it does.
I think we have seven listenersnow.
I think we're like a heck of aplan.
Speaker 2 (07:26):
Yeah, it's a good plan.
At least it does to us.
Yeah, it does.
I think we have seven listenersnow.
I think we're up to eight, oh,eight.
I think we picked up anotherone over the holidays.
Wow, that's fantastic.
What a Christmas bonus.
I didn't see if we lost any,but I think we picked up a new
one.
Speaker 1 (07:38):
We're just going with that.
Speaker 2 (07:47):
I like it All right, we might have a few more than
eight, but that's all right andwe don't have to be nervous
about it or anxious about it.
Speaker 1 (07:53):
You know what they call an anxious dinosaur?
No, a nervous Rex.
All right, I'll give it to you.
Speaker 2 (07:56):
I got to get some in.
Speaker 1 (07:57):
I know you got to use this Christmas present.
I know I want your kids tolisten and think these went to
no avail or there wasn't a goodpresent or anything.
Speaker 2 (08:07):
They would be so sad if they gave me this amazing
present and they didn't hear iton the podcast.
Speaker 1 (08:14):
Yeah, yeah, and they know it's going to get used.
Speaker 2 (08:17):
They know it.
Speaker 1 (08:18):
There wasn't a doubt.
They're like, oh yeah, we gotto get this.
Speaker 2 (08:21):
And then what's so funny is they'll give me this
book and then I'll read some ofit and then they just roll their
eyes.
It's like you asked for it.
I'm giving you what you askedfor, exactly right?
So?
Speaker 1 (08:32):
you know it's part of it.
Speaker 2 (08:34):
It's part of it.
Speaker 1 (08:35):
Yeah, all right.
So let's talk about this.
Hosea and Amos today, hosea, we, you know.
Let's sort of take them insteps and talk about both these
if we can.
Speaker 2 (08:49):
Yeah, we can.
So.
So the book of Hosea, obviouslyone of the prophets of the Old
Testament, we have to understandsome history.
So the nation of Israel and,and Israel was divided into two
basic countries after the deathof King Solomon, and you had the
(09:14):
northern kingdom and thesouthern kingdom, and over a
period of time which didn't takevery long, both of these
countries began to move awayfrom their worship of the one
true God.
And so what we see, a similartheme in all of the prophets of
the Old Testament, was they'retrying to challenge the leaders
(09:34):
of the country to turn back tothe one true God and worship
that one true God instead of allthe gods from the other lands
around them, god instead of allthe gods from the other lands
around them.
And so in the book of Hosea, wesee a very symbolic thing
happening, because the nation ofIsrael has been so unfaithful
(09:56):
to God that Hosea was challengedby God to marry a woman who God
knew would be unfaithful to himin marriage.
And so he did.
He married this woman and shewas unfaithful.
And yet Hosea was challengedand invited to have
(10:16):
unconditional love toward thiswoman even though she was
unfaithful to him, symbolicallyrepresenting the way that God
has unconditional love towardsus even when we're unfaithful.
And so, and Hosea was obedientto that what a great lesson for
(10:40):
us today, especially when we'retalking about leadership.
And so the question is whatabout the leaders that don't
live up to what they say?
They want their people to docertain things, but they don't
want to follow it, and so, to me, leadership is sacrifice, and
(11:06):
Hosea had to sacrifice and makea lot of sacrifices to continue
to marry this woman, to beunconditional love towards her,
married to this woman, to be,you know, unconditional love
towards her.
And what a meaningful lessonthat that story has for us that
(11:29):
God has unconditional lovetowards us.
And the question we should haveas leaders is how do we live as
leaders?
Do we take the hard road?
Do we take the easy road?
Hosea took the hard road, andwhat a great lesson for us.
And so the quote I got fromdoing a little research before
(11:55):
the show, from John Maxwell,who's just an incredible leader.
This is what he says Hollowleadership results when we do
not incarnate the values we wantothers to embrace.
What a great statement.
So what I think John Maxwell issaying, and I think what Jose
is, the the message of that is,we're not going to just talk the
(12:19):
talk, we have to walk the walk.
So if we're going to be—Hoseawas challenged to be faithful to
his wife even though she wasunfaithful to him, to have
unconditional love for her whenshe didn't show that to him
because it was a symbolic storyof the way God treats us.
And so the question for leadersis how do we live, how do we
(12:39):
lead?
Do we want people to do certainthings and we don't want to do
them, or are we going to walkthe walk?
And that's a really powerfullesson.
Speaker 1 (12:49):
Yeah, and we talked a little bit about you know in
the show some of the differentchallenges we have as leaders,
right, you know from ouremployees and how to give grace
and you know allow them to.
You know, look through, besuccessful, sort of like you
(13:11):
know.
He could have looked throughand said now you know, and most
people would have, and that'swhy I thought this story was so
thing.
What was her name?
Gomer Gomer.
Speaker 2 (13:20):
Yeah.
Speaker 1 (13:20):
So gave grace on her and he followed God's word to do
this, where a lot of people, Ithink, especially at that time,
probably wouldn't have made thesame decision.
So I thought that was prettygood, that he led with the grace
and the redemption of goingthrough and saying this is what
(13:42):
we need to do, Because they hadmultiple kids.
I think they had three kids iswhat my research was, and so
yeah.
Speaker 2 (13:48):
Yeah.
And so, as far as leadership,leadership leaders never lose
sight of the big picture.
Good leaders never lose sightof the big picture and they
always try to stay focused onthe goals, the vision of the
organization, even when we havechallenges.
We're not trying to bePollyannish about it, we're not
trying to say something that'snot true, but we always have the
(14:09):
big picture in mind, and sowe're always going to go through
some difficult time.
We might have an employee thatdoesn't work, we have an economy
that's not working for us, wemight have a supply chain issue
that's a problem.
We might have issues withfinances or whatever, but we
never lose sight of the bigpicture, the goals, the vision
(14:30):
of the organization, and that iswhat I think a good leader does
, and that's what Jose wassaying, is what I think a good
leader does, and that's whatHosea was saying.
I'm going to keep the bigpicture in mind, that my love
for my spouse is going to beunconditional, no matter what
she does, I'm still going tolove her, just because that's
symbolic of the way God loves us.
And so I just think it's agreat thing for a leader to
(14:53):
always keep focused on the bigpicture, right, yeah?
Speaker 1 (14:57):
Yeah, because there on the big picture, right, yeah,
yeah, cause there is a bigpicture, you know it's that,
that vision and and that.
Uh, you know how and and where,where my brain is going, where
my words are trying to do it aswe talked about you know when,
when we've had to fire peopleyou know we sort of mentioned
that and and uh, you know, therethere's a certain compassion
that we have that we want our,all our employees to be family.
(15:20):
You know, and and we all arefamily and and sometimes we get
in situations where we have alot of termiles as leaders and
as business owners and and youknow people that run in
prominent positions that we haveto make some hard decisions and
and and sometimes it doesn'tfeed into you, feed into what
you're trying to accomplish in acompany.
(15:42):
I have a client that had wentthrough that and grew too fast,
and I was trying to explain tothis person that you're growing
too fast and you're doing itmore based on ego of what his
goals were than the businessthere, and and I told him it's,
(16:02):
it's a recipe for failure.
Well, it, it came where it cameto head right.
You know he has all theseemployees and the the money is
monetary is not coming in, sothere's a tipping point there.
So now he has to start goingbackwards and firing people, and
he was just crushed on this andyou know, and sometimes it's,
it's prethinking and not lettingthe ego get in place and and to
(16:26):
go.
Is this a sound businessdecision not just based on your
heart that you want to be thebiggest and greatest in the
world, but there's.
There has to be certain stepsthat we have to do as business
leaders to really evaluate thosethings.
Speaker 2 (16:40):
Exactly correct.
And so the question that comesup from that is think about now.
I don't want to give theimpression, like from Hosea,
that we never fire a person,that we never get rid of a
person.
I don't want to go down thatroad because I don't think
that's a correct road to go downRight.
(17:00):
But it does, I guess, promptthe question as far as if we're
the leader of the organization,we're the boss, and we can hire
and fire people.
When one of our employees doessomething that's not good for
(17:21):
the health of the organization,how many second chances do we
give them?
Do we fire them right away?
Do we give them a second chance?
And if we give them a secondchance, okay, great.
How many second chances do wegive them before we say enough
is enough?
There's not a hard and fastrule for that, but if we're
(17:43):
going to let someone go, atleast they need to know in
advance, hopefully, what they'rebeing fired for.
And so there's expectations,there's accountability, it's
very objective.
So they know okay, these are myexpectations, these were the
(18:04):
things I was supposed to do.
I didn't get them done.
Then, very rarely I've had tofire people.
It's never pleasant, but most ofthe time.
They knew that they weren'tdoing their job and so they saw
it coming and you give them achance, sometimes more than one
chance, sometimes two or threechances, but eventually you have
(18:25):
to make a decision for theorganization If you're going to
keep the big picture in mind,and we can get to this later.
You know, when we talk aboutAmos, we're trying to be fair to
everybody.
Amos, we're trying to be fairto everybody, and if you just
keep someone who's not doingtheir job or messing up, not
coming to work in on time,always turning their work in
(18:45):
late, people can't count on them.
You want to be fair to theperson, but you also have to be
fair to the other people who aredoing their job.
You have to be fair to theorganization and so at some
point you have to say, okay,enough is enough.
I've given this person threetimes.
I've documented it all the time.
They should not have any doubtin their mind that they're not
(19:09):
doing a job and I'm going to letthem go.
Speaker 1 (19:12):
Yeah, and if you go back to if you've heard of a PIP
plan, a performance improvementplan, right, you know some of
the different things that theyhave in that.
You know you start out withpurpose.
You know why is this beingimplemented.
You know what's the write-upabout, why are you doing this.
And then you talk about theperformance issues and then you
(19:34):
set the expectations and youdevelop that action plan to
create the new behavior in theperson you're trying to do.
And then you put a timeline onit and if you can do that and
you can outline how you're goingto get there, what support
you're going to get.
Because sometimes I always tellpeople sometimes as bosses, as
(19:54):
leaders, where we have a problemperson, sometimes we point the
finger at that person.
But sometimes it's us asleaders, where we have a problem
person, sometimes we point thefinger at that person, but
sometimes it's us as a boss,where you know the busyness,
that we're too busy.
We couldn't give them direction.
I've been in through companiesbefore that I'm every day.
I ask hey, can I take you tolunch?
Can I sit down for me?
No, I'm too busy, I'm and I'mlooking for direction.
You know I'm trying to find itand then I start down a
(20:16):
direction because, you know, Idon't know if it's right or
wrong.
I just got to do somethingbecause I feel like I'm just,
you know, spinning my wheels butI could never get answers out
of my boss at the time.
You know, it's been many years,but it's one of those things
that you have to have that, andif you can put that in place and
as a business, as a leader, asa church, that's just going to
(20:41):
help you line people out alittle bit faster, and I think
that's a great segue from Hoseato Amos.
Yes.
Speaker 2 (20:46):
Okay.
So Amos, another prophet,You're talking about
accountability.
I think both of this in Amosand Hosea if we're going to
restore somebody, if we're goingto give someone a second chance
, a simple game plan is the bestplan.
You don't want to make it socomplicated, so detailed, that
they leave your office andthey're thinking what am I
(21:08):
supposed to do now?
I mean, it should be a verysimple one two, three.
This is what an engineer needsyou to do for the next 30 days,
60 days, 90.
We're going to reevaluate thisevery 30 days.
This is the things I expect youto get done in the next 30 days
(21:28):
, or 60 days, or 90 days, and ittalks about accountability, and
that's what Amos was talkingabout.
He wanted to hold the peopleaccountable for not worshiping
the true God, turning away fromGod.
He wanted to hold themaccountable, and I think one of
the hard things about being aleader is you wanted to hold
them accountable, and I thinkone of the hard things about
being a leader is you want tohold people accountable.
You want to hold yourselfaccountable, but you want to
hold other people accountable.
That's part of the job, and so,as a leader, I would ask the
(21:50):
question those of you who areleaders in your organization it
could be a softball team,whatever who holds you
accountable?
I know in the church we had agroup of people, a personnel
committee, that hold meaccountable.
The bishop held me accountable,so it wasn't like I had free
(22:11):
reign and I wasn't heldaccountable for things.
I had to justify decisions.
I had a lot of decisions Icould make, but I had to give a
performance eval.
I had to do that every year.
You know we had meetingsnormally once a month with a
personnel committee, so there isa built-in accountability, and
so the question I'd have forleaders is who are you
accountable to?
(22:31):
Do you have a board ofdirectors?
Do you have a support group?
How does that work for you?
Directors, do you have asupport group?
How does that work for you?
Because people that don't haveaccountability sometimes they
get a big head, they start goingin directions that's not good
for the organization.
They get very self-centered,they get off track with the goal
(22:54):
and the mission of theorganization over time and it
just leads to disaster.
So accountability is a hugeissue.
That's, I think, part of whatthe book of Amos is all about is
holding people accountable, andthat's just a good thing.
So at the beginning of the year,now that we're at the beginning
of the year, the question ishow are you going to implement
(23:17):
that in your organization on aconsistent basis?
Is it going to be a monthlyeval, is it going to be a
quarterly eval, a six-month eval, a yearly eval?
And if someone's having anevaluation which everyone should
then do they know in advancehow they're going to be
evaluated.
That's real important.
Speaker 1 (23:39):
Yeah, and I think that's something that needs to
be set.
I think every company does alittle bit different.
I think, as a leader, you needto find, establish what works
for you, and it depends on size.
I mean, I do coaching for someclients that have 150 people
under them, and then I have somethat have two or three.
(24:01):
Right, there's a little bitmore one-on-one time with
somebody that has you know three.
You can have them in once aweek, you know, talk to them,
have your you know values 150.
I mean, you started at thebeginning of the year and you're
still not done at the end ofthe year.
Speaker 2 (24:15):
Right, it's a tough one.
It is tough.
Speaker 1 (24:17):
So everybody's got their different scenarios and I
think even from the church youknow there's a process and then
you get into different churcheshave different processes, and
then you get into differentstates have different state
processes.
So it's this constant battle asa leadership, but I think the
thing that really come out of itis figuring out how you can be
(24:41):
consistent in all your actions.
Speaker 2 (24:43):
Yeah, consistency and fairness.
So if you evaluate, say, youhave an organization of 10
people, you have a couple ofsalespeople, you have a couple
of maybe accounting person, youhave people working in the
warehouse, you have someone thatcleans up.
So are your salespeople allbeing treated the same?
(25:04):
Are you fair to all of them?
Are you treating your custodianthe same way you're treating
your vice president?
Are you just kind of lookingdown on them?
I mean, so to me, the book ofAmos is really talking about
treating people fairly.
He was upset that some of thewealthier people of the country
were looking down upon the lesslet's just say, unfortunate
(25:28):
economic people and the poorerpeople of the land, and he
didn't like it.
He didn't think that was right.
So he said no, we got to treatpeople fairly, and they might
not have the same social status,but we can always treat people
the same.
And so that's, I think, a greatleadership question is are we
treating everybody in theorganization the same?
(25:50):
It doesn't mean we spend thesame time with them, but when we
do spend time with them, are wetreating them fairly?
Are we talking to everybodythat we can?
Are we being kind to everybodywe can?
And I think that's a reallygood leadership practice.
Speaker 1 (26:05):
It is, and you know it boils down to Amos.
He didn't get lost either.
Speaker 2 (26:11):
No.
Speaker 1 (26:12):
No, because he always walked in righteousness and
it's a straight path.
Speaker 2 (26:16):
It's a straight path.
Where's that button?
Oh yes, please.
Speaker 1 (26:24):
Oh, I had to do a little.
Turn on you there.
Speaker 2 (26:26):
Did you hear the one about?
Okay, the math teacher wasarrested.
This was just in the news.
The other day A math teacherwas arrested for carrying a
protractor, a calculator and aruler.
Speaker 1 (26:41):
I've heard this one.
Speaker 2 (26:43):
The police charge her with the possession of weapons
of mass destruction Nice.
Speaker 1 (26:50):
Let's see what did Amos say to we got away from
Amos that quick.
What did Amos say to thecomplacent cows of Bashan?
Speaker 2 (26:59):
I have no idea.
Speaker 1 (27:00):
Move over, move over.
Judgment is coming, oh yeah.
Speaker 2 (27:05):
Hey, you know my next door neighbor.
His father has an old DeLorean.
Speaker 1 (27:11):
You know the DeLorean from Back in the Future.
Speaker 2 (27:15):
But the problem is he only drives it from time to
time.
Speaker 1 (27:21):
All right, that wasn't bad.
Speaker 2 (27:24):
That wasn't bad.
All right, that's for myChristmas present right there.
Yeah, that wasn't bad.
All right, that's for myChristmas present right there,
yeah.
Speaker 1 (27:28):
That wasn't too bad.
Speaker 2 (27:30):
Oh yeah, oh my gosh.
Okay, here we go.
One more, All right.
Speaker 1 (27:34):
One more.
I don't know if we have enoughtime or not.
Yeah, we'll make time.
Speaker 2 (27:38):
Do you know of all the inventions over the last
hundred years?
Think about all the inventionsover the last hundred years.
Think about all the inventionsover the last hundred years.
Maybe the dry erase board isthe one that's the most
remarkable.
There you go.
Okay, all righty.
(27:59):
I'm not going to say top that,because anything would top that
I know Exactly right.
Speaker 1 (28:05):
As always, we always welcome dad jokes coming into
2025 here, right, we are sofocused on dad jokes.
I'm telling you You're morethan welcome to send them to us.
Biblicalleadershipshowcom.
You got one more there.
Speaker 2 (28:21):
Yeah, I do.
All right, I see you looking.
I'm like he's like jumping overthe building I have.
Speaker 1 (28:24):
I've got a whole list of them here.
Speaker 2 (28:25):
I do, I can't.
Just I see you looking.
I'm like he's like jumping overthe building I have, I've got a
whole list of them here, I know.
So most dad jokes make me feelnumb, but math jokes make me
feel number.
I'll give you that one I likethat one.
Speaker 1 (28:44):
Actually, I like that one.
I like that one.
Okay, all like that one.
I like that one.
Okay, all right, well, well,you know, it's one of those
things that we'll say a prayerour hearts go out to the people
in the wildfires.
Speaker 2 (28:58):
Oh my goodness, it's sort of crazy out there.
I can't imagine how sad that isout there.
Yeah, it's destruction.
Speaker 1 (29:04):
We just came out of Hawaii and we drove through, you
know, down the Lahaina area andall that, just to see the
destruction down there and Ican't even imagine, you know,
what's going on over there andit's so our hearts go out to
them.
We just want to, you know, saya prayer for them.
Speaker 2 (29:22):
There's a lot of sadness out there.
It's going to take years.
That city might not ever lookthe same.
Yeah, you know Palisades andall that, but we've got to pray
for the firefighters and thepeople that are making decisions
, and I bet they're justexhausted.
Yeah, that's a lot those firstresponders.
Man, that's a tough job.
Speaker 1 (29:43):
Tough, tough job.
Speaker 2 (29:44):
And a lot of times they don't get the credit they
deserve and they're just puttingtheir life on the line 24-7
right now.
Speaker 1 (29:49):
Yeah, I mean, this isn't a little grass fire out in
the pasture.
I used to be a volunteerfireman.
This is like serious.
You can't outrun these whenthey get going, especially with
these winds coming in from theSanta Ana wind.
And it's just.
You know, I I think about youknow, when I worked the wheat
fields up in kansas, you know wewould run through on this side
(30:11):
of the field and just dribblethe thing and it would catch
fire and by the time we coulddrive 70 miles per hour down to
the other field and it wasalready down there.
It was already burnt that wholearea yeah because of the wind.
You know up in kansas on that,the planes there and it would
the wind.
You know up in Kansas on theplains there and it would be
that quick, you know.
So I understand, and this iseven worse in some cases, you
(30:33):
know, and so, yeah, our heartsgo out to them.
But, you know, let us know ifwe can say a prayer for you,
reach out to usbiblicalleadershipshowcom and
send us some dad jokes Alwayswelcome for those, yeah, please.
We have a whole list of thingshere, but apparently we need
some others still right.
Other than that, guys have agreat day.
Speaker 2 (30:58):
Tell someone else about our podcast.
Tell somebody else about ourpodcast.
We need to get past the 10.
Maybe it even does it.
Speaker 1 (31:06):
That's our baby, maybe a baker's dozen this year.
That's our goal.
Speaker 2 (31:09):
Baker's dozen, all right Well take it out with your
magical words.
All right, make it a great day,thank you.
all righty yeah, uh-huh, yeah, Come on, come on,
Alrighty welcome, welcome and awelcome.
Speaker 2 (00:34):
Welcome Tim.
How you doing there, wonderful.
How are we doing today?
I am doing fantastic.
Speaker 1 (00:38):
Yes, Dr Posey and Mr Lansford here on another
exciting episode of the BiblicalLeadership Show.
Speaker 2 (00:45):
Yes, and I was just asking you right before we went
on the air.
This is number 68.
68.
Podcast number 68.
I'm excited, yeah, getting upthere to 70.
Speaker 1 (00:55):
I know Close close, close yeah.
So yeah, so we're slowlygetting back into it here
through the new year.
The holidays to getting backinto it here through the new
year, the holidays, yeah, yeah.
So it's been a fun and excitingtrip, you know, and I'm still
in sleepy vacation mode sort ofyou know.
So hopefully we can make itthrough this, you know, and
(01:17):
maybe we can cut this one downto like six minutes or something
today.
Speaker 2 (01:20):
How about six minutes of content and about 30 minutes
of?
Speaker 1 (01:23):
dad jokes, We've been there done that we did that.
Speaker 2 (01:26):
Check out our New.
Speaker 1 (01:27):
Year's Eve show if you want that one for sure hey
talking about.
Speaker 2 (01:32):
It's not really a joke, but you know people.
I was at the gym this morningswimming before I came in, and
so a lot of people at the gymbecause you know they have a new
resolution they get back inshape and all this.
This is great.
This is great.
And so some people.
They start new things.
(01:52):
Maybe you started a newplaylist on your phone or
whatever songs you heard.
Speaker 1 (01:57):
I need to put one of those together.
Yeah, put a playlist, okay.
Speaker 2 (02:00):
So here's a new playlist that I put together
over the holidays, so it's alist from M&M, the cranberries
and peanuts, and I called itTrail Mix.
Speaker 1 (02:13):
Just had to get one in.
I just had to get one in there.
Speaker 2 (02:16):
I did I had to get one in there right at the start
of the show.
Speaker 1 (02:20):
And you're looking at one of your Christmas presents
I do believe Was this Christmasand you're looking at one of
your Christmas presents.
Speaker 2 (02:26):
I do believe my kids just give me such a hard time,
and my grandkids about dad jokesand yet one of the things they
gave me.
I don't know.
I think they're jealous orsomething.
I don't really know, but one ofthe things they gave me for
Christmas was a dad jokecalendar was a dad joke calendar
.
Yeah, so I have in mypossession, right here in the
(02:48):
studio, 365 dad jokes.
Speaker 1 (02:51):
Nice.
Speaker 2 (02:52):
And we're going to go through all of them sometime
this year.
We might go through them all inthe next two weeks.
Speaker 1 (02:58):
They might be, you never know.
Speaker 2 (03:00):
Did you hear?
You know, new companies comeout with products and stuff like
that start of the year.
So the makers of Head ShouldersI don't know who does Head
Shoulders, but they're comingout with a new body wash and
it's called Knees Toes.
Speaker 1 (03:16):
All right, I'll throw it in there.
Oh, that's a bad one.
Speaker 2 (03:19):
Oh, that's the wrong button.
Speaker 1 (03:20):
There we go.
That's the yellow button.
Is that better, oh?
Speaker 2 (03:25):
And you know, when we get together over Christmas, we
just love being with our familyor kids, grandkids.
We do puzzles, we do stockinghunts, we just do all kinds of
fun.
It was just great to have them,and so there's a little
competition between us to seewho can laugh.
Speaker 1 (03:54):
You know, it's like we all laugh, but we're so
competitive I just laugh harder.
I don't even know if I shouldreach for the button on that one
.
I made you laugh, though.
You did right, you did yeah,well, yeah.
Speaker 2 (04:04):
You did right, you did yeah.
Speaker 1 (04:05):
Well, yeah, that's pretty good, handy little thing.
Speaker 2 (04:08):
Yeah, I know I've got a whole week's worth right here
.
You are just ready to go.
I am ready.
Speaker 1 (04:14):
Dad joke extraordinaire.
Speaker 2 (04:16):
Uh-huh, yeah, that's awesome, that's really good.
Speaker 1 (04:20):
Well, you know the topics, you know if you've been
following us.
We're in this year-longleadership, year-long of taking
different chapters of the Bible,and we mentioned a couple of
times a couple shows ago thatit's not that we're deviating,
but we're lumping some stufftogether.
So let's catch a couple peopleup how we're sort of going on
(04:41):
this and then we'll talk aboutwhat we're going to talk about
today.
Speaker 2 (04:44):
Okay, that sounds good.
So our desire was to go throughthe entire Bible, book by book,
and talk about the leadershipprinciples that are in each book
.
If you have been following ourpodcast, you know that for the
first part of the New Testament,from Genesis to Psalms, we
(05:09):
followed pretty much the orderin the Bible.
But after the Song of Solomon,we're trying to figure out how
do we get all this in in oneyear.
Speaker 1 (05:25):
Right.
Speaker 2 (05:25):
There's 66 books, there's only 52 weeks, and so we
thought we got to combine.
We want to do it within a year,and the reason we want to do
that is because when we finishthe book of Revelation in the
summer, that will be our 100thpodcast.
Speaker 1 (05:44):
We have a method of this right, we have a method to
our madness, and a lot of thechapters are pretty small in
comparison compared to some ofthe others right.
Speaker 2 (05:52):
Now, yeah, you have some serious, lengthy prophets
in the Old Testament, likeJeremiah, ezekiel, isaiah, but
there are a lot of small books,and so what we've done in our
show prep is to lump some of thebooks together because they're
similar themes and now thatwe're in the prophets in the
(06:14):
last part of the Old Testament,a lot of those prophets have the
same theme.
It would be very easy to talkabout the same thing for several
weeks, but what we have done,because of Tim's research, is
we're going to look at a littledifferent theme for each of the
books and talk about a differentleadership principle that we
believe is in each one of thosebooks, just to keep up with the
(06:38):
theme of the show from the verybeginning.
And so we're not going the lastpart of the Old Testament that
we started.
It's not going to be in theorder that's in the Bible.
We'll eventually get to all thebooks, but they're not going to
be in the same order that youread them in the Bible.
And so today we're going to talkabout Hosea and Amos.
(07:00):
Next week we're going to talkabout Isaiah and Micah and Amos.
Next week we're going to talkabout Isaiah and Micah.
And we're doing that becausewe're trying to combine some of
those books together so we canfinish the show, like I said, in
the summer with our 100thepisode on the book of
Revelation.
Speaker 1 (07:19):
Fun.
I think that sounds like a heckof a plan.
Yeah, it's a good plan.
At least it does to us.
Yeah, it does.
I think we have seven listenersnow.
I think we're like a heck of aplan.
Speaker 2 (07:26):
Yeah, it's a good plan.
At least it does to us.
Yeah, it does.
I think we have seven listenersnow.
I think we're up to eight, oh,eight.
I think we picked up anotherone over the holidays.
Wow, that's fantastic.
What a Christmas bonus.
I didn't see if we lost any,but I think we picked up a new
one.
Speaker 1 (07:38):
We're just going with that.
Speaker 2 (07:47):
I like it All right, we might have a few more than
eight, but that's all right andwe don't have to be nervous
about it or anxious about it.
Speaker 1 (07:53):
You know what they call an anxious dinosaur?
No, a nervous Rex.
All right, I'll give it to you.
Speaker 2 (07:56):
I got to get some in.
Speaker 1 (07:57):
I know you got to use this Christmas present.
I know I want your kids tolisten and think these went to
no avail or there wasn't a goodpresent or anything.
Speaker 2 (08:07):
They would be so sad if they gave me this amazing
present and they didn't hear iton the podcast.
Speaker 1 (08:14):
Yeah, yeah, and they know it's going to get used.
Speaker 2 (08:17):
They know it.
Speaker 1 (08:18):
There wasn't a doubt.
They're like, oh yeah, we gotto get this.
Speaker 2 (08:21):
And then what's so funny is they'll give me this
book and then I'll read some ofit and then they just roll their
eyes.
It's like you asked for it.
I'm giving you what you askedfor, exactly right?
So?
Speaker 1 (08:32):
you know it's part of it.
Speaker 2 (08:34):
It's part of it.
Speaker 1 (08:35):
Yeah, all right.
So let's talk about this.
Hosea and Amos today, hosea, we, you know.
Let's sort of take them insteps and talk about both these
if we can.
Speaker 2 (08:49):
Yeah, we can.
So.
So the book of Hosea, obviouslyone of the prophets of the Old
Testament, we have to understandsome history.
So the nation of Israel and,and Israel was divided into two
basic countries after the deathof King Solomon, and you had the
(09:14):
northern kingdom and thesouthern kingdom, and over a
period of time which didn't takevery long, both of these
countries began to move awayfrom their worship of the one
true God.
And so what we see, a similartheme in all of the prophets of
the Old Testament, was they'retrying to challenge the leaders
(09:34):
of the country to turn back tothe one true God and worship
that one true God instead of allthe gods from the other lands
around them, god instead of allthe gods from the other lands
around them.
And so in the book of Hosea, wesee a very symbolic thing
happening, because the nation ofIsrael has been so unfaithful
(09:56):
to God that Hosea was challengedby God to marry a woman who God
knew would be unfaithful to himin marriage.
And so he did.
He married this woman and shewas unfaithful.
And yet Hosea was challengedand invited to have
(10:16):
unconditional love toward thiswoman even though she was
unfaithful to him, symbolicallyrepresenting the way that God
has unconditional love towardsus even when we're unfaithful.
And so, and Hosea was obedientto that what a great lesson for
(10:40):
us today, especially when we'retalking about leadership.
And so the question is whatabout the leaders that don't
live up to what they say?
They want their people to docertain things, but they don't
want to follow it, and so, to me, leadership is sacrifice, and
(11:06):
Hosea had to sacrifice and makea lot of sacrifices to continue
to marry this woman, to beunconditional love towards her,
married to this woman, to be,you know, unconditional love
towards her.
And what a meaningful lessonthat that story has for us that
(11:29):
God has unconditional lovetowards us.
And the question we should haveas leaders is how do we live as
leaders?
Do we take the hard road?
Do we take the easy road?
Hosea took the hard road, andwhat a great lesson for us.
And so the quote I got fromdoing a little research before
(11:55):
the show, from John Maxwell,who's just an incredible leader.
This is what he says Hollowleadership results when we do
not incarnate the values we wantothers to embrace.
What a great statement.
So what I think John Maxwell issaying, and I think what Jose
is, the the message of that is,we're not going to just talk the
(12:19):
talk, we have to walk the walk.
So if we're going to be—Hoseawas challenged to be faithful to
his wife even though she wasunfaithful to him, to have
unconditional love for her whenshe didn't show that to him
because it was a symbolic storyof the way God treats us.
And so the question for leadersis how do we live, how do we
(12:39):
lead?
Do we want people to do certainthings and we don't want to do
them, or are we going to walkthe walk?
And that's a really powerfullesson.
Speaker 1 (12:49):
Yeah, and we talked a little bit about you know in
the show some of the differentchallenges we have as leaders,
right, you know from ouremployees and how to give grace
and you know allow them to.
You know, look through, besuccessful, sort of like you
(13:11):
know.
He could have looked throughand said now you know, and most
people would have, and that'swhy I thought this story was so
thing.
What was her name?
Gomer Gomer.
Speaker 2 (13:20):
Yeah.
Speaker 1 (13:20):
So gave grace on her and he followed God's word to do
this, where a lot of people, Ithink, especially at that time,
probably wouldn't have made thesame decision.
So I thought that was prettygood, that he led with the grace
and the redemption of goingthrough and saying this is what
(13:42):
we need to do, Because they hadmultiple kids.
I think they had three kids iswhat my research was, and so
yeah.
Speaker 2 (13:48):
Yeah.
And so, as far as leadership,leadership leaders never lose
sight of the big picture.
Good leaders never lose sightof the big picture and they
always try to stay focused onthe goals, the vision of the
organization, even when we havechallenges.
We're not trying to bePollyannish about it, we're not
trying to say something that'snot true, but we always have the
(14:09):
big picture in mind, and sowe're always going to go through
some difficult time.
We might have an employee thatdoesn't work, we have an economy
that's not working for us, wemight have a supply chain issue
that's a problem.
We might have issues withfinances or whatever, but we
never lose sight of the bigpicture, the goals, the vision
(14:30):
of the organization, and that iswhat I think a good leader does
, and that's what Jose wassaying, is what I think a good
leader does, and that's whatHosea was saying.
I'm going to keep the bigpicture in mind, that my love
for my spouse is going to beunconditional, no matter what
she does, I'm still going tolove her, just because that's
symbolic of the way God loves us.
And so I just think it's agreat thing for a leader to
(14:53):
always keep focused on the bigpicture, right, yeah?
Speaker 1 (14:57):
Yeah, because there on the big picture, right, yeah,
yeah, cause there is a bigpicture, you know it's that,
that vision and and that.
Uh, you know how and and where,where my brain is going, where
my words are trying to do it aswe talked about you know when,
when we've had to fire peopleyou know we sort of mentioned
that and and uh, you know, therethere's a certain compassion
that we have that we want our,all our employees to be family.
(15:20):
You know, and and we all arefamily and and sometimes we get
in situations where we have alot of termiles as leaders and
as business owners and and youknow people that run in
prominent positions that we haveto make some hard decisions and
and and sometimes it doesn'tfeed into you, feed into what
you're trying to accomplish in acompany.
(15:42):
I have a client that had wentthrough that and grew too fast,
and I was trying to explain tothis person that you're growing
too fast and you're doing itmore based on ego of what his
goals were than the businessthere, and and I told him it's,
(16:02):
it's a recipe for failure.
Well, it, it came where it cameto head right.
You know he has all theseemployees and the the money is
monetary is not coming in, sothere's a tipping point there.
So now he has to start goingbackwards and firing people, and
he was just crushed on this andyou know, and sometimes it's,
it's prethinking and not lettingthe ego get in place and and to
(16:26):
go.
Is this a sound businessdecision not just based on your
heart that you want to be thebiggest and greatest in the
world, but there's.
There has to be certain stepsthat we have to do as business
leaders to really evaluate thosethings.
Speaker 2 (16:40):
Exactly correct.
And so the question that comesup from that is think about now.
I don't want to give theimpression, like from Hosea,
that we never fire a person,that we never get rid of a
person.
I don't want to go down thatroad because I don't think
that's a correct road to go downRight.
(17:00):
But it does, I guess, promptthe question as far as if we're
the leader of the organization,we're the boss, and we can hire
and fire people.
When one of our employees doessomething that's not good for
(17:21):
the health of the organization,how many second chances do we
give them?
Do we fire them right away?
Do we give them a second chance?
And if we give them a secondchance, okay, great.
How many second chances do wegive them before we say enough
is enough?
There's not a hard and fastrule for that, but if we're
(17:43):
going to let someone go, atleast they need to know in
advance, hopefully, what they'rebeing fired for.
And so there's expectations,there's accountability, it's
very objective.
So they know okay, these are myexpectations, these were the
(18:04):
things I was supposed to do.
I didn't get them done.
Then, very rarely I've had tofire people.
It's never pleasant, but most ofthe time.
They knew that they weren'tdoing their job and so they saw
it coming and you give them achance, sometimes more than one
chance, sometimes two or threechances, but eventually you have
(18:25):
to make a decision for theorganization If you're going to
keep the big picture in mind,and we can get to this later.
You know, when we talk aboutAmos, we're trying to be fair to
everybody.
Amos, we're trying to be fairto everybody, and if you just
keep someone who's not doingtheir job or messing up, not
coming to work in on time,always turning their work in
(18:45):
late, people can't count on them.
You want to be fair to theperson, but you also have to be
fair to the other people who aredoing their job.
You have to be fair to theorganization and so at some
point you have to say, okay,enough is enough.
I've given this person threetimes.
I've documented it all the time.
They should not have any doubtin their mind that they're not
(19:09):
doing a job and I'm going to letthem go.
Speaker 1 (19:12):
Yeah, and if you go back to if you've heard of a PIP
plan, a performance improvementplan, right, you know some of
the different things that theyhave in that.
You know you start out withpurpose.
You know why is this beingimplemented.
You know what's the write-upabout, why are you doing this.
And then you talk about theperformance issues and then you
(19:34):
set the expectations and youdevelop that action plan to
create the new behavior in theperson you're trying to do.
And then you put a timeline onit and if you can do that and
you can outline how you're goingto get there, what support
you're going to get.
Because sometimes I always tellpeople sometimes as bosses, as
(19:54):
leaders, where we have a problemperson, sometimes we point the
finger at that person.
But sometimes it's us asleaders, where we have a problem
person, sometimes we point thefinger at that person, but
sometimes it's us as a boss,where you know the busyness,
that we're too busy.
We couldn't give them direction.
I've been in through companiesbefore that I'm every day.
I ask hey, can I take you tolunch?
Can I sit down for me?
No, I'm too busy, I'm and I'mlooking for direction.
You know I'm trying to find itand then I start down a
(20:16):
direction because, you know, Idon't know if it's right or
wrong.
I just got to do somethingbecause I feel like I'm just,
you know, spinning my wheels butI could never get answers out
of my boss at the time.
You know, it's been many years,but it's one of those things
that you have to have that, andif you can put that in place and
as a business, as a leader, asa church, that's just going to
(20:41):
help you line people out alittle bit faster, and I think
that's a great segue from Hoseato Amos.
Yes.
Speaker 2 (20:46):
Okay.
So Amos, another prophet,You're talking about
accountability.
I think both of this in Amosand Hosea if we're going to
restore somebody, if we're goingto give someone a second chance
, a simple game plan is the bestplan.
You don't want to make it socomplicated, so detailed, that
they leave your office andthey're thinking what am I
(21:08):
supposed to do now?
I mean, it should be a verysimple one two, three.
This is what an engineer needsyou to do for the next 30 days,
60 days, 90.
We're going to reevaluate thisevery 30 days.
This is the things I expect youto get done in the next 30 days
(21:28):
, or 60 days, or 90 days, and ittalks about accountability, and
that's what Amos was talkingabout.
He wanted to hold the peopleaccountable for not worshiping
the true God, turning away fromGod.
He wanted to hold themaccountable, and I think one of
the hard things about being aleader is you wanted to hold
them accountable, and I thinkone of the hard things about
being a leader is you want tohold people accountable.
You want to hold yourselfaccountable, but you want to
hold other people accountable.
That's part of the job, and so,as a leader, I would ask the
(21:50):
question those of you who areleaders in your organization it
could be a softball team,whatever who holds you
accountable?
I know in the church we had agroup of people, a personnel
committee, that hold meaccountable.
The bishop held me accountable,so it wasn't like I had free
(22:11):
reign and I wasn't heldaccountable for things.
I had to justify decisions.
I had a lot of decisions Icould make, but I had to give a
performance eval.
I had to do that every year.
You know we had meetingsnormally once a month with a
personnel committee, so there isa built-in accountability, and
so the question I'd have forleaders is who are you
accountable to?
(22:31):
Do you have a board ofdirectors?
Do you have a support group?
How does that work for you?
Directors, do you have asupport group?
How does that work for you?
Because people that don't haveaccountability sometimes they
get a big head, they start goingin directions that's not good
for the organization.
They get very self-centered,they get off track with the goal
(22:54):
and the mission of theorganization over time and it
just leads to disaster.
So accountability is a hugeissue.
That's, I think, part of whatthe book of Amos is all about is
holding people accountable, andthat's just a good thing.
So at the beginning of the year,now that we're at the beginning
of the year, the question ishow are you going to implement
(23:17):
that in your organization on aconsistent basis?
Is it going to be a monthlyeval, is it going to be a
quarterly eval, a six-month eval, a yearly eval?
And if someone's having anevaluation which everyone should
then do they know in advancehow they're going to be
evaluated.
That's real important.
Speaker 1 (23:39):
Yeah, and I think that's something that needs to
be set.
I think every company does alittle bit different.
I think, as a leader, you needto find, establish what works
for you, and it depends on size.
I mean, I do coaching for someclients that have 150 people
under them, and then I have somethat have two or three.
(24:01):
Right, there's a little bitmore one-on-one time with
somebody that has you know three.
You can have them in once aweek, you know, talk to them,
have your you know values 150.
I mean, you started at thebeginning of the year and you're
still not done at the end ofthe year.
Speaker 2 (24:15):
Right, it's a tough one.
It is tough.
Speaker 1 (24:17):
So everybody's got their different scenarios and I
think even from the church youknow there's a process and then
you get into different churcheshave different processes, and
then you get into differentstates have different state
processes.
So it's this constant battle asa leadership, but I think the
thing that really come out of itis figuring out how you can be
(24:41):
consistent in all your actions.
Speaker 2 (24:43):
Yeah, consistency and fairness.
So if you evaluate, say, youhave an organization of 10
people, you have a couple ofsalespeople, you have a couple
of maybe accounting person, youhave people working in the
warehouse, you have someone thatcleans up.
So are your salespeople allbeing treated the same?
(25:04):
Are you fair to all of them?
Are you treating your custodianthe same way you're treating
your vice president?
Are you just kind of lookingdown on them?
I mean, so to me, the book ofAmos is really talking about
treating people fairly.
He was upset that some of thewealthier people of the country
were looking down upon the lesslet's just say, unfortunate
(25:28):
economic people and the poorerpeople of the land, and he
didn't like it.
He didn't think that was right.
So he said no, we got to treatpeople fairly, and they might
not have the same social status,but we can always treat people
the same.
And so that's, I think, a greatleadership question is are we
treating everybody in theorganization the same?
(25:50):
It doesn't mean we spend thesame time with them, but when we
do spend time with them, are wetreating them fairly?
Are we talking to everybodythat we can?
Are we being kind to everybodywe can?
And I think that's a reallygood leadership practice.
Speaker 1 (26:05):
It is, and you know it boils down to Amos.
He didn't get lost either.
Speaker 2 (26:11):
No.
Speaker 1 (26:12):
No, because he always walked in righteousness and
it's a straight path.
Speaker 2 (26:16):
It's a straight path.
Where's that button?
Oh yes, please.
Speaker 1 (26:24):
Oh, I had to do a little.
Turn on you there.
Speaker 2 (26:26):
Did you hear the one about?
Okay, the math teacher wasarrested.
This was just in the news.
The other day A math teacherwas arrested for carrying a
protractor, a calculator and aruler.
Speaker 1 (26:41):
I've heard this one.
Speaker 2 (26:43):
The police charge her with the possession of weapons
of mass destruction Nice.
Speaker 1 (26:50):
Let's see what did Amos say to we got away from
Amos that quick.
What did Amos say to thecomplacent cows of Bashan?
Speaker 2 (26:59):
I have no idea.
Speaker 1 (27:00):
Move over, move over.
Judgment is coming, oh yeah.
Speaker 2 (27:05):
Hey, you know my next door neighbor.
His father has an old DeLorean.
Speaker 1 (27:11):
You know the DeLorean from Back in the Future.
Speaker 2 (27:15):
But the problem is he only drives it from time to
time.
Speaker 1 (27:21):
All right, that wasn't bad.
Speaker 2 (27:24):
That wasn't bad.
All right, that's for myChristmas present right there.
Yeah, that wasn't bad.
All right, that's for myChristmas present right there,
yeah.
Speaker 1 (27:28):
That wasn't too bad.
Speaker 2 (27:30):
Oh yeah, oh my gosh.
Okay, here we go.
One more, All right.
Speaker 1 (27:34):
One more.
I don't know if we have enoughtime or not.
Yeah, we'll make time.
Speaker 2 (27:38):
Do you know of all the inventions over the last
hundred years?
Think about all the inventionsover the last hundred years.
Think about all the inventionsover the last hundred years.
Maybe the dry erase board isthe one that's the most
remarkable.
There you go.
Okay, all righty.
(27:59):
I'm not going to say top that,because anything would top that
I know Exactly right.
Speaker 1 (28:05):
As always, we always welcome dad jokes coming into
2025 here, right, we are sofocused on dad jokes.
I'm telling you You're morethan welcome to send them to us.
Biblicalleadershipshowcom.
You got one more there.
Speaker 2 (28:21):
Yeah, I do.
All right, I see you looking.
I'm like he's like jumping overthe building I have.
Speaker 1 (28:24):
I've got a whole list of them here.
Speaker 2 (28:25):
I do, I can't.
Just I see you looking.
I'm like he's like jumping overthe building I have, I've got a
whole list of them here, I know.
So most dad jokes make me feelnumb, but math jokes make me
feel number.
I'll give you that one I likethat one.
Speaker 1 (28:44):
Actually, I like that one.
I like that one.
Okay, all like that one.
I like that one.
Okay, all right, well, well,you know, it's one of those
things that we'll say a prayerour hearts go out to the people
in the wildfires.
Speaker 2 (28:58):
Oh my goodness, it's sort of crazy out there.
I can't imagine how sad that isout there.
Yeah, it's destruction.
Speaker 1 (29:04):
We just came out of Hawaii and we drove through, you
know, down the Lahaina area andall that, just to see the
destruction down there and Ican't even imagine, you know,
what's going on over there andit's so our hearts go out to
them.
We just want to, you know, saya prayer for them.
Speaker 2 (29:22):
There's a lot of sadness out there.
It's going to take years.
That city might not ever lookthe same.
Yeah, you know Palisades andall that, but we've got to pray
for the firefighters and thepeople that are making decisions
, and I bet they're justexhausted.
Yeah, that's a lot those firstresponders.
Man, that's a tough job.
Speaker 1 (29:43):
Tough, tough job.
Speaker 2 (29:44):
And a lot of times they don't get the credit they
deserve and they're just puttingtheir life on the line 24-7
right now.
Speaker 1 (29:49):
Yeah, I mean, this isn't a little grass fire out in
the pasture.
I used to be a volunteerfireman.
This is like serious.
You can't outrun these whenthey get going, especially with
these winds coming in from theSanta Ana wind.
And it's just.
You know, I I think about youknow, when I worked the wheat
fields up in kansas, you know wewould run through on this side
(30:11):
of the field and just dribblethe thing and it would catch
fire and by the time we coulddrive 70 miles per hour down to
the other field and it wasalready down there.
It was already burnt that wholearea yeah because of the wind.
You know up in kansas on that,the planes there and it would
the wind.
You know up in Kansas on theplains there and it would be
that quick, you know.
So I understand, and this iseven worse in some cases, you
(30:33):
know, and so, yeah, our heartsgo out to them.
But, you know, let us know ifwe can say a prayer for you,
reach out to usbiblicalleadershipshowcom and
send us some dad jokes Alwayswelcome for those, yeah, please.
We have a whole list of thingshere, but apparently we need
some others still right.
Other than that, guys have agreat day.
Speaker 2 (30:58):
Tell someone else about our podcast.
Tell somebody else about ourpodcast.
We need to get past the 10.
Maybe it even does it.
Speaker 1 (31:06):
That's our baby, maybe a baker's dozen this year.
That's our goal.
Speaker 2 (31:09):
Baker's dozen, all right Well take it out with your
magical words.
All right, make it a great day,thank you.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!