September 30, 2025 • 48 mins
Dr. Linda P. Chinn is a native of New London, CT who currently resides in Douglasville, GA. She fulfills her mission of uprooting and pulling down false belief systems in the lives of God's people to build them up by planting in them the incorruptible seed of the living Word through her various ministries. Dr. Chinn is an accomplished entrepreneur and the creator of Linda Chinn Ministries as well as the founder of Christian Women in Training Network.
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Episode Transcript
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Speaker 1 (00:00):
Welcome to Keeping It Real with Doctor Linda Chin. This
is the podcast where real life choices need biblical truth
without the flock. Tune on every second and fourth Monday
at two pm Eastern Standard Time as Doctor Chen shares
faith filled, practical insights to navigate everyday challenges. Get ready
(00:21):
for real talk, real life and real answers.
Speaker 2 (00:26):
Good afternoon, Good afternoon, Good after noon. Welcome to another
episode of Keeping It Real with Doctor Linda Chen. I
am Audrey Bell Curry, the producer of the show. Listen,
I'm excited. If you guys have not noticed, there's a
little QR code up in the right upper right hand corner,
up a left hand corner, depending on how you're looking
(00:46):
at us right now, there's a little QR code we
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I didn't want to put it at the end. Scan
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(01:07):
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Speaker 3 (01:17):
Right there.
Speaker 2 (01:18):
It's going to take you directly to the page where
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Speaker 3 (01:31):
Scan that code. Doctor Chen has another great guest with
you too.
Speaker 2 (01:34):
With us today, you're gonna be talking about leadership, indeed,
leadership indeed, So without further ado, I will bring up
her and her guests, Reverend Christopher. Hold on one second,
let's welcome into the stage. Good afternoon, Good afternoon, Good
after So, Doctor Channer, we now we can have people
just scan the little QR code because you know, you
(01:55):
all over the place and you're expanding and people are
watching you on YouTube TV. What's nice about this is
when people are watching you on YouTube TV, it's on
their TV screen, and now people can scan the cure
our code with their phone and subscribe to the show
because you have great guests on doing great work and
we want to make sure that you're reaching as many
people as possible.
Speaker 4 (02:14):
So thank you, thank you so much for all that
you do. I truly appreciate you. You you stretch men.
You help me grow, and we look forward to hearing
from you at the end because I'm sure doctor Boyd
is gonna bring some nuggets.
Speaker 3 (02:28):
I'm sure height and I'll be back at the end.
Have a great.
Speaker 4 (02:35):
Boy Thank you, thank you, thank you for being our
guest today.
Speaker 5 (02:40):
It's been my pleasure.
Speaker 3 (02:41):
I appreciate you.
Speaker 4 (02:42):
You know, we've known each other for several years, really
about two decades, about twenty years, believe it or not.
Speaker 3 (02:50):
God bless us, God bless us all.
Speaker 4 (02:55):
And you know how you watch people or you see
people even though you're not intentional watching them, And that's
the kind of person that you are, where people watch
you more than we can hear you because what you
do really does speak volumes, and I consider you, this
is truly my opinion. I consider you an expert in leadership,
(03:18):
and so I just want to tell the people a
little bit about you that he is the general manager
of the Riverside Epic Center there in Austell, Georgia, and
it is one hundred and thirteen thousand square foot lead
silver multi service venue. Wonderful place if you want to
have a venue, a wedding, sweet sixteen party, a fifty
year old party, family union, wonderful bowling, all of that.
(03:41):
It's got wonderful things to do there. But he also
serves as a trustee of the University of Lynchburg. He's
a past president of South cop Business Association. He was
a board chair of COB Collaborative Blending Market and Leadership,
and you know it is faith rooted and a community impact,
and certainly he does have community community impact. He teaches
(04:05):
entrepreneur and authentic leadership as an unjun adjunct professor and
on leadership, legacy and person and purpose. But I love
that the whole thing of purpose and legacy and leadership
is what he's focused on because it speaks volumes in
his life. You'll know, his personal mission is to provide
proactive life preparation strategies for youth. I love that life
(04:29):
preparation strategies for youth, church and business leaders.
Speaker 3 (04:33):
And he's married to a wonderful woman, Jennifer.
Speaker 4 (04:36):
Yes he is, and I know his beautiful wife and
he is the father of Jennifer's and his children, which
are Christina, Jordan and Christopher.
Speaker 3 (04:46):
Welcome to the show.
Speaker 4 (04:47):
And if I didn't mention anything that you want to
mention about yourself, this is your time.
Speaker 5 (04:51):
Dot No, very grateful to be here, and thank you
for the opportunity for sure, and so appreciate your friendship
too over these years, almost two decades of glass.
Speaker 4 (05:00):
I know, time flies, but you know he's the kind
of person, uh, that I saw before I heard And
I hope you all understand what we're saying.
Speaker 3 (05:12):
So just to ask a few questions.
Speaker 4 (05:15):
When you hear the term leader, what is what comes
to your mind?
Speaker 5 (05:23):
Sure? And and again just to reiterate, thank you, thank you,
thank you, thank you, thank you, thank you for the
opportunity to share with you in your audience. You know leader, Well,
let me just tell you how my leadership journey began.
I did not ask to be a leader, did not
And if they had asked me to raise my hand
(05:47):
and you know, lead something, I would not have raised
my hand.
Speaker 3 (05:50):
Wow.
Speaker 5 (05:52):
I was literally tapped on the shoulder and told I
was going to do this right. And it began with
my peers, and continue with my coaches, and continue with
other leaders that I respected quite well. And I assumed
that they saw something that they recognized as a trait
(06:15):
that would be helpful to others. And so therefore I
was placed into positions of leadership literally literally. And you know,
I think that just goes to show that, you know,
our gifts make room for us and before great people.
And so I'm grateful that my gifts, you know, shined
in a way that people recognize it. You know, you know,
(06:37):
let your actual signed before men that they might see
your good works and glorify your father in heaven. And
I mean, I'm grateful that that happened. And so as
a result of that, I was placed into a variety
of different roles. When I was in high school, I
became the captain of our basketball team, not because our
coach placed me there, but because my teammates did. Right.
In high school, I was one of the leaders in
(06:59):
the managers of our ROTC corps, and not because you know,
the leaders of the organization placed me there, but you know,
my peers did. When I was in college, you know,
I had the privilege of serving and student government up
to an including servant as the student government president of
our university, and not because you know, some adult placed
(07:20):
me there, but because you know, my peers did. And
so I'm grateful. You know, So when I hear the
term leadership, it really does come down to a servant
whood I mean to an entrusting of service. And I'm
grateful that that has always been my mindset, that leadership
is all about service to others, and that posture has
(07:43):
truly opened doors of opportunity for me that I never
would have imagined. So that that that is what leadership
is to me. It's it's about truly about service.
Speaker 3 (07:51):
I love it. I love it.
Speaker 4 (07:52):
I'm telling that's like I said, I saw you. We'll
get that. I want to get ahead of myself. But
what are some key things do you think leaders should
do habitually to stay sharp? Do you have anything that
you do habitually to stay sharp as a leader?
Speaker 5 (08:11):
Sure? And you know the thing about habits are you
know they are formed over time? For sure. I'm a
communicator in terms of so I enjoy written communication. So
writing is certainly something that does keep me engaged in
in sharp. So writing in my journal and that sort
of thing. But also being around other leaders I mean
that that is one of the best. You know, some
(08:34):
things are caught and other things are tall, but more
it's caught than it's tall. So being around people who
espouse strong leadership qualities is one way to grow as
a leader. And so I'm grateful again to have been
in the presence of people who are strong leaders and
again so I could absorb. So so writing communicating, certainly,
(08:57):
you know, being in an environment where leadership is is
is part of the atmosphere, you know. But also let
me reading books, right, you know, our lives are shaped
by the books we read, the experiences we have, and
the people that we meet, and so if we want
to grow our leadership, we need to read books that
will help us to elevate. Also need to be around
(09:19):
people who are going to help us to grow to
that place of leadership that we aspouse to grow to,
and also have experiences that will shape us because those
are ultimately the things that help us to grow not
only our leadership but also just the way we see
the world. And as we see more, we can absolutely
be able to influence more in others as they grow
to their potential as well.
Speaker 3 (09:41):
I love that.
Speaker 4 (09:42):
I love that, and I also love that you came
out the gate talking about having coaches.
Speaker 5 (09:47):
And that's a.
Speaker 4 (09:47):
Wonderful part of your personality is a humility in you.
You know, a lot of people think, and I say
at your level because I understand what you do in
community and what you do in different areas Eagle Scouts,
whatever it is, right, is that you're humble enough to
know that you have coaches. Many people at your level
(10:08):
will think you know that they have arrived, and so
that's good to hear. So then let me ask this question,
do you coach people and leadership skills?
Speaker 5 (10:20):
Well, that's a very very good question. Yeah. One of
the things, so I've had the privilege of serving as
one of our pastors at Word of Face Family Works
Cathedral for a lot of years, and one of the
one of the lessons of Bishop Browner our senior pastors taught,
is about it's the principle of the vessel right, meaning
that in order for us to add more content to
(10:41):
who we are uh and the way that we serve
conserve the world, we have to be willing to pour
out what's in us right. So, so certainly, I have
a responsibility to seek people who who can benefit from
the content that's on the inside of me and pour
out of myself in order to a receive more into
(11:01):
my vessel and b even grow my vessel. And so
so yes is the answer I mean. And the thing
that wisdom teaches you and experience teaches you is everybody
does not benefit from your experience of life. And so again,
as a person who values others and values the gifts
(11:23):
of others, it's incumbent uble on me to make sure
I'm seeking out people who can benefit from the experiences
that I've had and intentional about pouring into them. Now
there's both a follower responsibility mentee responsibility as well as
a mentor responsibility, you know. So certainly, you know people
have to identify themselves. But also I have to be
again mature and humble enough to be able to recognize
(11:45):
a gift in someone and be able to speak to
it so that they can grow to their potential. You know,
it's recognizing the potential of others is a gift, a gift.
We all have potential, but we have our greatest potential
in our areas of strength. And so being able to
see the strengths of others and identify something in common
(12:08):
with others that's a gift. And so I think as
leaders we have a responsibility to see others who are
operating in a gift that's similar to ours and then
be intentional about pouring into them as they are, you know,
as they are mature enough to receive.
Speaker 4 (12:25):
So you talked about how you help youth develop life strategies,
you know, life preparation strategies.
Speaker 3 (12:35):
What areas where do you do that?
Speaker 5 (12:38):
Well? As my personal mission statement says, and you know,
I was when I was twenty one years old. I
mean it occurred to me the gifts that God had
really placed in my life. And so that's where my
personal mission statement was really developed, where I'm a provider
of proactive life preparation strategies for youth, church and business
(12:59):
leaders in the world. And so I was twenty one
years old when I wrote this statement, right, you know,
So I have had the privilege in the experience of
life of I mean literally ministering to young people and
to business leaders and to you know, community members and
different places around the around the country and around the world.
I remember when you remember the Columbine shootings that occurred US,
(13:23):
you know, many years ago. I had the privilege as
part of an organization when I was twenty one, twenty
two years old, traveling out to Colorado to speak to
young people about the importance of you know, just loving
each other right and in their community. You know. So
speaking to young people has been part of my experience
of life, you know, since I was young. You know,
(13:47):
I'm grateful that that that has certainly been you know,
a common staple you know, throughout my experience of life,
and even now as I work with more senior leaders,
I mean identifying again the gifts that are in you know, folks,
and being able to speak to those things. And you know,
again more is caught than has taught. So I'm grateful
(14:09):
that even in my day to day activity, I'm able
to engage with people in a way that you know,
because you know, and I can tell that people are
picking up things that I'm putting down, uh, because they
repeat what I say, whether it be in jest or
in you know, just in common conversation with other people,
(14:32):
you know, and uh, and I certainly appreciate that. Even
my son, you know, I mean the fact that he
can repeat to other people the things that I've shared
with him, you know, just in our you know, quiet
time conversation in the car, and people receive it from
him in a way that I never could offer it.
But you know, as a young person, I mean, I'm
grateful that I've had the privilege of mentoring even my
(14:53):
own children. Yeah, that they are able to impart to
other people. So so so you know, so yeah, I mean,
I'm provider proactive life preparation strategy for youth, church and
business leaders around the world. And I'm grateful that the
experience of life as indeed taking me down each of
those channels.
Speaker 3 (15:11):
I love it. I love it. So tell us some
of the things.
Speaker 4 (15:15):
How do you know when to do something yourself or
when to delegate?
Speaker 5 (15:23):
Well, that's a great question. I do recognize that I
have my own limitations and my own areas of strength
and my areas of weakness, and so certainly identifying people
who have strengths in areas where I am weak, you know,
those are definitely the places where you know, I need
(15:44):
to focus my delegation. But also, I mean, there are
only so many hours in a day, and I recognize
that if I focus on doing things that someone else
can do, then I'm not maximizing the skill set. So
(16:05):
there are things that only I can do as a leader, right,
simply because again we have limitations. There are only so
many hours in a day. But if I give my
time to things that other people are able to do,
they meaning they have the character of the confidence in
the chemistry you know, with our culture to be able
to execute those things. If I give my time to
(16:26):
those things, then there are other things that only I
can do that won't get done. Right. So my job
as a leader is to identify, first and foremost what
are the things that only I can do, and then
focus on giving at least eighty percent of my time
to those things. Right, that's the principle. If I give
(16:46):
eighty percent of my time to the things that only
I can do, and make sure I delegate that twenty
percent to others so who are capable, who have this
skill set to do those things, then we'll be much
more effective as organization in terms of achieving the goals
that we set out for. So so again, my job
again is to recognize what are the things that only
(17:08):
I can do give my time to those things. There
is a passive scripture in Exodus. I think at Sexus
chapter eighteen, where Moses and his father in law jeth Row,
we're talking about the uh, you know, this whole principle
of delegation.
Speaker 3 (17:26):
Yeah.
Speaker 5 (17:28):
What jeth Row told Moses was, you know, uh, this
thing that you are trying to do is too great
for you to handle. Yeah. And he said, you know,
divide love the work and give it to people who
are able bodied. Yeah, people who have the capacity to
be able to to do you know, some of these
other things. He said, But you, Moses, do the things
that only you can do. And then he said, if
(17:52):
you will follow this advice, you and the people that
you serve with will go home in peace. You know.
And I'm a big fan of going home in peace. Hello,
But not just me, right, I want the people that
I serve alongside and also go home in peace. But
if we all are focused on you know, you know,
feeling like we got to handle everything ourselves, and I'm not.
(18:14):
And this is the other part of it. When I
try to do everything myself, I don't give opportunity for
the people around me to develop themselves. Right, Hello, potential Right,
And we all have a journey that we have to take.
So my job as a leader is to see and
identify the skill set and other people and then match
them with opportunities to serve that maximize their strengths. And
(18:37):
when I do that and do that effectively, I can
focus on doing the things that only I can do,
and then we all get to go home at a
reasonable time and in peace, right and not in pieces right.
And I think that's one of the main roles of
(18:57):
a leader, to make sure that just people enjoy the
experi of being together a lot experience of doing life together.
We spend more time at work than we do typically
at home, right, especially at an event center. God bless us,
all right, and so we want to enjoy the experience
of being together. And the only way that that happens is, Yes,
it's a heavy load to lift, without question, but we
(19:19):
got to make sure that the load is balanced, is
balanced as possible so that we all can enjoy the
experience of being together and also enjoyed the experience of
going home.
Speaker 3 (19:28):
Hello, I love it.
Speaker 4 (19:30):
So what would you say if you were looking at
staff and looking at the different areas where you work
with people and interact with people, what are some of
the three give us three characteristics that you think every
leader should possess regardless of what they do.
Speaker 5 (19:51):
Well, you know, and I just talked about it a
minute ago. One of the things we talk about in
the staff that we look for to be part of
our team is three characteristics. Character, competence, and chemistry with
our culture. Character, competence and chemistry for their culture. It's
such an important thing that we actually put it in
the offer letters when we send them to people to
(20:13):
come and join our organization. So character, Everything begins with character. Right.
Character will keep me where my talent and skill can
only open the door. To right, my talents might open
the door, but character is what will keep me there
inside the door. Right. Character is non negotiable. So we
want to make sure that we have people who, as
best we can tell, reflect and you know, an attitude
(20:35):
of character that is reflective of the type of organization
we want to have, right, and we try to screen
that as best we can. But also competence. Right, We've
got to know something. It's not just about you know,
you know, people having you know, a feel good moment. Right,
you can have a whole bunch of puppet dogs who
you know will you know, you know, speak the language
and all of that sort of thing, you know, and
(20:57):
carry the water and do the task that you wanted
to do. But you know, can they actually grow to
a place where they can operate independently all right, have
competence to the point where they can graduate to a
high level of maturity and whatever the task is you're
asking them to do. We want to have people of
competence who can actually do the work and do it
to a high level of excellence. So you got to
(21:19):
have character, you got to have competence, and then also
chemistry with our culture. And I'm intentional about the way
that we say that we want to have people who
are a reflection of the culture we're trying to create here,
meaning that they espouse the values that we want to
have visible in our environment. You know, values are things
(21:42):
that you can either hear persons say or see a
person do. If you can't see if you don't see them,
you don't hear them say it, And if you don't
see them do it, it's not a value. They may
say it right, you verbialize it, but if it's not
executed in the actual experience of you know, of what
they do then it's not it's not truly a value.
And so we want people who who can come alongside
(22:04):
and be a reflection of what we hope to build
in our in our environment, our organization, and so character, competence,
and chemistry with our culture. Those are the things that
we look for and the people we want to connect with.
And if we're doing those things well, we will grow
to a level of excellence that ultimately we think will
be attractive to others who want to come alongside, both
(22:25):
staff as well as clients. Clients are attracted to organizations
that stand for something, Yes, have value and worth and
meaning other than just providing a service. We want to
be that kind of place where where people are attracted
to right, not just that they you know, happen upon.
Speaker 3 (22:48):
Yeah, yeah, you know.
Speaker 5 (22:49):
So, so that's what we strive to to have and
and you know, and answering your question, those are the
three types of characteristics we look for in people.
Speaker 4 (22:57):
I love that and the reason why I want to
do this episode on leadership is because we throw that
word around a lot. You know, this one's a leader.
I'm a leader and contact the leaders and the leaders
and the leaders and the leaders. But I have seen
over the years that many people profess to be in
(23:22):
leadership roles, and I, you know, after a while, I
have to question it because because a person calls themselves a.
Speaker 3 (23:30):
Leader does not make them a leader.
Speaker 4 (23:32):
Because someone else calls you a leader doesn't make you
a leader.
Speaker 3 (23:36):
So in your mind, what makes a person a leader?
Speaker 5 (23:40):
Well, let me just be clear once again. As I
started out, I did not seek out leadership. Okay, a
leadership found me. But I will say that once my
appetite was wet, and once I understood. You know, my grandfather,
when I was three years old, taught me and my
twin brother the importance of treating people with respect right,
and he started out with the lesson of saying yes
(24:03):
ma'am and no ma'am, and yes sir and no sir.
And I got to tell you, from the time I
was in school till this very point in life, just
those words yes ma'am and no ma'am, and yes sir
and no sir, treating people with respect has opened so
many doors for me, doors that I never would have
imagined would have opened to me. What I came to
learn when I was in high school was that what
(24:25):
my grandfather was also teaching me was about attitude. And
I learned that from my coach, my high school basketball coach,
who gave us a reading by Charles Windahl that was
titled Attitude. And actually I'll share the reading with you.
It says, the longer I lived, the mar I realized
the impact of attitude on life. Attitude to me is
more important than the past. It's more important than education,
(24:45):
than money, than circumstances, than failures and successes, than what
other people think, or say or do. It's more important
than appearance, giftedness or skill. It will make or break
a company, a church at home. The remarkable thing is
we all have a choice every day regarding our attitude.
We cannot change the fact that people act in a
certain way. We cannot change inevitable. The only thing we
(25:07):
can do is play on the one string we have
that is our attitude. And then this is my favorite
part of the reading. It says, I am convinced that
life is ten percent what happens to me and ninety
percent how I react to it. And so it is
with you. We are in charge of our attitudes, right,
that's Attitude by Charles Windalls. So what I did not
appreciate when I was three years old that not only
(25:28):
was my grandfather teaching me about respect for other people,
he was also teaching me about attitude for others. And
attitude took me into leadership, which again is which is
about service. And so when I appreciate that, again, life
is ten percent what happens to me, ninety percent how
I react to it. So stuff is going to happen,
(25:51):
right inevitably, It's just the name to live in life.
Stuff is going to happen. Now I get to choose, though,
how I respond to it. So if I get to
choose how to respond to it, and I'm always operating
from a posture of respect for other people, then in
my leadership it has inevitably becomes about service to other people,
(26:12):
making sure that I am in position to meet the
needs no matter what the situation is that arises.
Speaker 3 (26:22):
Say that again, I love it.
Speaker 5 (26:24):
So my leadership is all about meeting the needs that
people may have, no matter what that situation might No
matter what the situation might be, So it might be
a crisis moment, or it might be that things are
all you know, pie in the sky. But no matter
whatever state I find myself in, I find myself in
a place of contentment, and I never give up my
(26:46):
power to respect people and to have a good attitude
because that's where the spirit of service lives. And so
my grandfather taught me that when I was three years old,
about respect for other people. Basketball you taught me about attitude,
and those things have opened more doors for me than
again I never would have imagined. I mean, I've been
(27:09):
places and met people and done things that I never
would have had opportunity to experience had it not been
for those lessons having been taught to me, you know,
from the time when I was an infant.
Speaker 4 (27:24):
So I loved I loved the servanthood, and that's I
love that. A friend of I we were talking yesterday
about some of the experiences we had when we first
were licensed to minister and came into the ministry, and.
Speaker 3 (27:39):
We talked about how.
Speaker 4 (27:42):
When there was an event and they would have food
serve that, you know, there was a head table, and
we both laughed and experience and she said, remember when
they used to get mad at you because you used to.
Speaker 3 (27:55):
Be walking around serving the people.
Speaker 4 (27:56):
And I thought, yeah, because I didn't get the whole
head table thing. I just I didn't care for the
whole head table thing. And even when you think about
a scripture has the people sitting and the disciples serving
the people, right, not the people serving, not the people
serving the disciples. And so that's what I wanted to
have this topic because indeed, not just oh indeed, so
(28:20):
I mean in what you do, you are a leader. Indeed,
and what you do, I see the deeds. I see
the servant or that you know. You see you rolling
up your sleeves and picking up and putting down. And
I've seen you stand before people and let people talk.
I've seen you when you're having a one on one
conversation with people, it's like they're the only person in
(28:42):
the room.
Speaker 3 (28:42):
They're the only person that matters.
Speaker 4 (28:44):
And I don't know why, but I'm getting really emotional
as I think about it, particularly because a lot of
people don't feel heard. A lot of people don't feel
like they're heard, and you're really really good at that.
Speaker 3 (28:56):
So whether you were looking.
Speaker 4 (28:57):
For my leadership rulling, I'm glad that people saw that
in you. I mean, it's really touching, and especially even
as you serve the root. So I want to ask you,
as you give people opportunities to grow. What is your
basic method of following up or ensuring that the task
was completed?
Speaker 5 (29:20):
Well, one of the things that bish Barona says often
is people don't do what you expect, they do what
you inspect. You know. Now, I will say this. You know,
I used to teach a course in the situational leadership,
and there are four leadership styles. There's directing, coaching, supporting,
and delegating. Directing, coaching, supporting, and delegating. And so my
(29:43):
natural leadership style, I mean the place I gravitate towards
most often is delegating. I've had the great privilege, you know,
for most of my career of leading high capacity leaders, right,
so meaning you know, and a lot of times with
high capacity leaders, you know, they are chopping at the
bit to give you feedback about how they have accomplished
(30:06):
the tasks that they were assigned. Right. So, as a result,
I don't have to do a lot of follow up
with you know, with with high capacity leaders. And again
that's that's been a great blessing. But I do recognize
that as a leader. Again, my job again, their four
leadership styles coaching, uh, directing, coaching, supporting, and delegating, directing, coaching, supporting,
(30:31):
and delegating. Now, my job as a leader is to
match my leadership style with the needs of the person,
right to be flexible, to match my leadership style with
the needs of the person. Many people think that it's
the follower's job to meet you where you are, but no,
leadership is all about meeting the follower where they are
and giving them the type of leadership that's going to
(30:52):
help them to elevate and grow to their potential. Right. So,
if a person is new to a task, my job
is to make sure that I'm providing the direction that's
going to help them to execute that task well, right,
because I want them to grow so that they can
operate well without supervision. That's ultimately the only way that
happens is if they understand what the task is. So
(31:13):
I have to define the goal for them. I have
to lay out what those tasks are that they have
to that that need to be accomplished. I have to
even instill what the work behaviors need to be, you know,
make sure that we're maintaining a respectful you know environment,
you know. So all those things are the leaders responsibility.
When a person's new to a task. So again, the
(31:34):
the job of the leader is to match his or
her leadership style to the needs of the person. So
when a person needs a follow up to answer your question,
a person needs, you know, the follow up in order
to make sure that they are keeping up with with
the task that you've assigned. I mean, the job is
just to ask them, where are you in the process?
(31:55):
Right and simple? Yeah, it is that simple, because again,
I can't lead that person if I'm not following up
and making sure that they're tracking, you know, along the
journey of trying to you know, complete the task. But
also here's the thing. My job as a servant to
that follower is to help them grow. So follow up.
(32:18):
You know, people have this big, bad idea that follow
up is all about you know, big brother watching over you.
But no, no, no. As a leader, my job is
to help people grow to their potential. Right. But if
I'm not following up to see how well they are
tracking in the process of accomplishing whatever the task is
that that they've been assigned, then I'm not serving them
(32:42):
well you know. So my job again is to match
my leadership style to be flexible enough to match my
leadership style to the needs of the follower so that
they can grow to their potential, because it's all about them.
It's all about them growing to become a mature, mature person,
whatever the task is that they've been assigned, and and
(33:05):
and that's what servant leadership is truly all about.
Speaker 3 (33:11):
It's all about them.
Speaker 4 (33:12):
So then that means how so then how important is
it for a leader to know what their style is
and and and so that means that you have to
cross some of those lines, right.
Speaker 5 (33:23):
Sure, well, yes, I mean you have. I mean, the
whole goal is to mature to a place where you
can be you know, one who does delegate, right, I
mean that's the whole Now, I think all of us
have a default style, which is why you know, again
I say, you know, a default to delegating, you know,
And it's just the I mean again, I've had the
(33:43):
privilege of working with high capacity leaders, so I've been
able to give, you know, give focused attention to the
things that matter most. You know that I can engage
my my skill set with But but you know, again,
the leader's job is to to really not rest on
their lower h in their in their area, in the
(34:04):
what they're naturally inclined to. Right, My job as a
leader is to be flexible to match my leadership style
again four styles to the needs of the person. So
if a person needs uh needs coaching, that means that
their development level they're there are so. So development level
(34:25):
is based upon two parts or two words. It's competence
and commitment.
Speaker 3 (34:33):
Okay, okay.
Speaker 5 (34:34):
Competence is made of two parts, knowledge and skills. Knowledge
is what you get through on the job training, right,
it's hands on work. Skills are what you get through
formal education. Right. You know, a person who's so a
follower has both competence and then they have commitment. Commitments
made up of two parts. It's made up of confidence
(34:56):
confidence a person's feeling of being able to do a
job will without supervision. But also it's made up of motivation,
that's their desire the task. Right. So my job as
a leader is to identify what is the competence and
what is the commitment of this follower, right, Because then
that tells me what their development level is. And then
(35:18):
as a leader, I have to match my attempt to
leave them based upon or serve them. And I'm going
to intentionally use that word now on their development level.
So a person who is who has a high level
of competence and a high level of commitment, I can
delegate to them, right because you know, they know how
(35:40):
to do it and they're motivated to do it. Right.
But a person who has a low level of competence
but also may have a high level of commitment, right,
they're typically new to a job because they don't know
what they don't know, right, So they still need a
lot of direction. So my job is to match my
leadership style to their need. Conversely, a person who may
(36:03):
have been doing a task for a while, their confidence
may wane and their commitment may wane, yeah, just because
they realize that they don't know what they thought they
knew when they first got started. And so my job
as a as a server, as a leader again is
(36:27):
to provide the coaching that's necessary to move them up right,
to let them know, Hey, listen, I'm here to support you.
You know, we're together, right, So here the things that
you're missing, So let's let's try to implement them so
we can grow to the next level, right, you know.
But that's that's where we miss it. So often we
want to lead people the way that we want them
to be led you know, yes, yes, rather than leading
(36:50):
them based upon where they are in their development.
Speaker 3 (36:54):
Yeah that's good. Yeah, that's good.
Speaker 4 (36:58):
So really you're you're you're multiplying right, Yes, career, you're
multiplying so.
Speaker 5 (37:06):
Well, because then you say multiplying because we want people
to mature, yeah, god, you know, we want to grow
to their potential right in their areas of strength. Now also,
you know, again, my job as a leader is to
help them identify their areas of strength too, you know,
because we can only grow to an average place in
our areas of weakness. Right, That's the whole point of
(37:28):
the principle love of strength strengths finders right again, And
I love that we can only grow to average level
in our areas of weakness. But our potential is limitless
when we focus on our strengths. So, as a leader,
my job is to try to help the people that
I have the privilege of serving to identify their strengths
(37:51):
and then we focus there to help them grow to
their potential, right because that's where that's where their greatest
fulfillment lives. Yeah, of potential in their area of strength.
And so we are in the business of helping people
grow to their potential and find fulfillment in the things
we're asking them to do.
Speaker 4 (38:11):
I love it. I love it because you kept saying
a lot of things. You're saying, keep saying, it's not
about me, it's not about us, it's about them.
Speaker 3 (38:17):
It's about developing them.
Speaker 4 (38:19):
So how do you lead someone? Suppose someone maybe slips
through the cracks, so to speak, and their chemistry does
not work out? What the culture? How do you lead
someone when the chemistry is not even working, even between
you and the person, as well as the other people
(38:40):
and the person.
Speaker 5 (38:40):
Sure, well, you know, values conversations are to me some
of the easiest conversations to have, you know, when there's
not a match, it's I mean, and if I'm clear
about what those values are. I mean, I have here
on my desk on my day the values card for
(39:01):
our organization, right, and when I can look at these
different you know, things that you think things like I
love customer satisfaction, integrity, dedication, growth, teamwork, fun, authenticity, health
and wellness. When I can look at these things and
clearly identify that the behaviors of a person are not matching,
what's here? The conversation is somewhat easy to have about
(39:25):
you know what, we're not a match. We're not we're
not jelling. You know, we're not simpatico. Right, We're not
on the same page. And you might need to find
another organization where you can thrive that really matches more
of viewer of the values that you espouse. Right. I've
had those conversations, and I mean, and I can tell
(39:47):
you those are some of the easiest conversations to have.
Some of the us have are you know, when you
know when when you have to either release or reprimand
someone who you know has the best interest of you
(40:08):
and the organization in mind, but may not have performed
well on the task. Right now, again, as a leader
of my job is to serve them, to serve them,
help them where to their potential. So the conversation, you know,
is a different one because you're trying to help them
grow versus someone who's not, you know, living up to
the values. It's like, you know, hey, point to this
(40:29):
and say, hey, you know, listen, it's just not working out. Let's,
you know, let's mutually agree that we're going to serve
one another with our absence.
Speaker 3 (40:40):
I love it. I love it.
Speaker 4 (40:42):
You're the first person I ever heard said it's easy
to release somebody because.
Speaker 3 (40:46):
I have the conversation.
Speaker 5 (40:47):
You know, let's be clear value conversation.
Speaker 3 (40:51):
Exactly, yeah, exactly.
Speaker 4 (40:53):
Yes, you're still the first person I heard say that,
because I don't you know, that's a method and it's
just being kind to people, honestly. Yes, so, Lloyd Audrey,
I know, Look we got we got four minutes left.
Come on up, Audrey, and let's see what nugga that
you pulled. I told you he was gonna he was
gonna flood us with nuggets of wisdom.
Speaker 3 (41:14):
What did you get from doctor Boy today? Come on
with it.
Speaker 5 (41:17):
You know.
Speaker 2 (41:17):
The one that's the one that stood out for me
the most is your gifts will make room for you.
I think that's one that a lot of people tend
to forget. They forget that part. But I think also,
Doctor Boy, a lot of people don't even know what
those gifts are because they kind of take them for granted.
So how do you help people recognize what they are
and let them know that this is something that you
could actually be doing something with, You could be monetizing
(41:40):
this because we take a lot of things for granted.
Speaker 3 (41:42):
I do I do this stuff like breathing.
Speaker 2 (41:44):
Right, and doctor Cherry reminds me all the time, like,
you know, you helped me a lot for me.
Speaker 3 (41:48):
This is just like breathing.
Speaker 2 (41:49):
So how do you help people recognize that this is
their gift? And how do they how do they let
the gift make room for them? How do they take
that and move forward?
Speaker 3 (41:57):
Sure?
Speaker 5 (41:58):
Well, you know one of the books that I've referenced
a little bit ago was called the Strengths Finder. I
do recommend that people go through the Strengths Finder assessment
and identify what their talents are. Now. So strengths are
the outcome of talents that have been developed. Right, as
(42:20):
we develop our talent, they become strengths for us. Now,
your question is really the better part of your question
is how to identify what my talent areas are? Right?
Because when I identify my talent areas I can then
focus on developing those into strengths that can ultimately you know,
earn money for me, right, can work in my favor. Right,
(42:44):
That's how the gifts make room for you. So Strength
Finder is a great resource that I do encourage people
to do. It's a book that once you've read it
there's an assessment that you take and then it identify
as your top ten strum let me say it differently,
your top ten talent areas. And again, once you identify
(43:05):
your talent areas, then when you invest in those talent areas,
you ultimately can turn those talents into strings that can
then add value to you as you know U as
an individual. Also they make you more valuable so you
can add greater value to your organization.
Speaker 4 (43:21):
I love that we have a question here from Donna Parish.
I don't know if you all can see what advice
doctor boy, would you give someone who has who has
leadership unwilling to adapt their leadership style to those day
responsible for and leading.
Speaker 5 (43:39):
Yeah, you know, so, let's let me be clear. You
cannot make any one person do anything. Okay. One of
the books that John Maxwell wrote years ago is called
three sixty Degree Leader, and the whole point of the
book is, you know, it's about leading up, it's about
leading down, it's about leading side to side right, and
so as a follower, you know, I do have a
risk of that there is a leadership, Believe it or not,
(44:00):
there is a leadership that we can do with our
leaders for sure, right, But you can only lead to
the point of your relational equity. And so so, if
there is a strength of relationship between the follower and
the leader, and you have the ability to speak to
that leader about the things that you recognizing yourself and
(44:22):
the way that you best receive and learn and grow,
having that conversation with the leaders very appropriate, very appropriate.
You know. Again, as leader, we also are on a
you know, the development pathway.
Speaker 3 (44:36):
You know, we should be less us all.
Speaker 5 (44:39):
You know, none of us are perfect. That's why again
it's incumbent upon us to read books, right, to have experiences,
to meet people, right, that will help shape us and
develop us. That's how our lives are shaped. So so,
but again, as a follower, if there is relational equity
with that leader, and there's a mutual trust, you know,
such that when you speak to the leader, they won't
receive what you have to say is insubordinate or you know,
(45:02):
just you know, you know, just you know, spewing out noise.
If that is indeed the nature of the relationship, then
I think you can have the conversation about how you
best learn and how you best grow, so that they
can be more intentional about helping you grow to your potential.
I love it. I love it. I love it.
Speaker 3 (45:21):
Ordie. Do we have time to give past the boyd
the last word?
Speaker 5 (45:24):
Yes? We do? All right, well, good well, thank you
again for allowing me to share time today. I'm grateful.
I do hope that something that was said can can
be a blessing to someone who's who's listening today. I
do want to just thank doctor Chen for the opportunity
and privilege of sharing this time. I just you know,
(45:46):
as an individual, we have responsibility to add value to ourselves. Right.
Nobody can do that for you, right, as an individual,
you have to take responsibility for adding value to yourself. Now,
as you add value to yourself, you make yourself more valuable.
You make yourself more value. When you make yourself more valuable,
(46:09):
you increase your worth. And then you can add greater
value to the organization where you are, and you can
also add greater value to yourself. And so my challenge
to each of you is to add value to yourself,
add value to yourself. Again. The way you do that
is by reading books, having new experiences, and meeting new
(46:29):
people that will ultimately shape your life. And when you
do that, don't be surprised if you are finding yourself
before men and women who have greatness on the inside
of them, who will open doors for you that no
man can shut.
Speaker 3 (46:44):
Awesome, awesome, great ending. Yes, yes, that is a great ending.
Speaker 2 (46:51):
Thank you so much. Now you're getting messages at deliver
very last minute. Okay, here you go. Thank you so much,
blessed with the last three minutes they've been listening. Thank
you for listening. Thank you doctor Boy, Thank you Doctor
ten for always bringing us amazing guests. Listen to QR
code right on your screen right there, Click that code,
Click scan that QR code, because what that's gonna do
is take you back to doctor Ten's podcast page and
(47:13):
you can subscribe there. This way you never miss an
episode and do us a favorite. Share with two friends.
It's free, not one two, it is free. Share with
two friends. We'll be back in two weeks, same place,
same time, so don't forget to subscribe so you don't
miss our next guest, because again we promised to bring
you the.
Speaker 3 (47:28):
Best, always the best.
Speaker 2 (47:30):
Thank you all again, Doctor ten, Thank you doctor Boy,
thank you until next Thank.
Speaker 3 (47:34):
You all, Thank you, love and peace. Right bye.
Speaker 1 (47:38):
Everybody you've been listening to keeping It Real with Doctor
Linda Chen. If you enjoyed this episode and hit the
like good and then share it with a friend, be
sure to support the show by going to Lindachinministries dot com,
subscribe to the show so you never missed an episode,
and tune in again in two weeks at two pm
Eastern Santi. Until next time, keep the faith and keep
(48:01):
it Real.
Welcome to Keeping It Real with Doctor Linda Chin. This
is the podcast where real life choices need biblical truth
without the flock. Tune on every second and fourth Monday
at two pm Eastern Standard Time as Doctor Chen shares
faith filled, practical insights to navigate everyday challenges. Get ready
(00:21):
for real talk, real life and real answers.
Speaker 2 (00:26):
Good afternoon, Good afternoon, Good after noon. Welcome to another
episode of Keeping It Real with Doctor Linda Chen. I
am Audrey Bell Curry, the producer of the show. Listen,
I'm excited. If you guys have not noticed, there's a
little QR code up in the right upper right hand corner,
up a left hand corner, depending on how you're looking
(00:46):
at us right now, there's a little QR code we
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I didn't want to put it at the end. Scan
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(01:07):
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Speaker 3 (01:17):
Right there.
Speaker 2 (01:18):
It's going to take you directly to the page where
you can subscribe to the show, so you never missed
an episode. I normally say this at the end of
the show, but I know people drop in and they
drop off, so before you drop off, I wanted you
to scan that QR cold, So go ahead, do us
a favorite.
Speaker 3 (01:31):
Scan that code. Doctor Chen has another great guest with
you too.
Speaker 2 (01:34):
With us today, you're gonna be talking about leadership, indeed,
leadership indeed, So without further ado, I will bring up
her and her guests, Reverend Christopher. Hold on one second,
let's welcome into the stage. Good afternoon, Good afternoon, Good
after So, Doctor Channer, we now we can have people
just scan the little QR code because you know, you
(01:55):
all over the place and you're expanding and people are
watching you on YouTube TV. What's nice about this is
when people are watching you on YouTube TV, it's on
their TV screen, and now people can scan the cure
our code with their phone and subscribe to the show
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Speaker 4 (02:14):
So thank you, thank you so much for all that
you do. I truly appreciate you. You you stretch men.
You help me grow, and we look forward to hearing
from you at the end because I'm sure doctor Boyd
is gonna bring some nuggets.
Speaker 3 (02:28):
I'm sure height and I'll be back at the end.
Have a great.
Speaker 4 (02:35):
Boy Thank you, thank you, thank you for being our
guest today.
Speaker 5 (02:40):
It's been my pleasure.
Speaker 3 (02:41):
I appreciate you.
Speaker 4 (02:42):
You know, we've known each other for several years, really
about two decades, about twenty years, believe it or not.
Speaker 3 (02:50):
God bless us, God bless us all.
Speaker 4 (02:55):
And you know how you watch people or you see
people even though you're not intentional watching them, And that's
the kind of person that you are, where people watch
you more than we can hear you because what you
do really does speak volumes, and I consider you, this
is truly my opinion. I consider you an expert in leadership,
(03:18):
and so I just want to tell the people a
little bit about you that he is the general manager
of the Riverside Epic Center there in Austell, Georgia, and
it is one hundred and thirteen thousand square foot lead
silver multi service venue. Wonderful place if you want to
have a venue, a wedding, sweet sixteen party, a fifty
year old party, family union, wonderful bowling, all of that.
(03:41):
It's got wonderful things to do there. But he also
serves as a trustee of the University of Lynchburg. He's
a past president of South cop Business Association. He was
a board chair of COB Collaborative Blending Market and Leadership,
and you know it is faith rooted and a community impact,
and certainly he does have community community impact. He teaches
(04:05):
entrepreneur and authentic leadership as an unjun adjunct professor and
on leadership, legacy and person and purpose. But I love
that the whole thing of purpose and legacy and leadership
is what he's focused on because it speaks volumes in
his life. You'll know, his personal mission is to provide
proactive life preparation strategies for youth. I love that life
(04:29):
preparation strategies for youth, church and business leaders.
Speaker 3 (04:33):
And he's married to a wonderful woman, Jennifer.
Speaker 4 (04:36):
Yes he is, and I know his beautiful wife and
he is the father of Jennifer's and his children, which
are Christina, Jordan and Christopher.
Speaker 3 (04:46):
Welcome to the show.
Speaker 4 (04:47):
And if I didn't mention anything that you want to
mention about yourself, this is your time.
Speaker 5 (04:51):
Dot No, very grateful to be here, and thank you
for the opportunity for sure, and so appreciate your friendship
too over these years, almost two decades of glass.
Speaker 4 (05:00):
I know, time flies, but you know he's the kind
of person, uh, that I saw before I heard And
I hope you all understand what we're saying.
Speaker 3 (05:12):
So just to ask a few questions.
Speaker 4 (05:15):
When you hear the term leader, what is what comes
to your mind?
Speaker 5 (05:23):
Sure? And and again just to reiterate, thank you, thank you,
thank you, thank you, thank you, thank you for the
opportunity to share with you in your audience. You know leader, Well,
let me just tell you how my leadership journey began.
I did not ask to be a leader, did not
And if they had asked me to raise my hand
(05:47):
and you know, lead something, I would not have raised
my hand.
Speaker 3 (05:50):
Wow.
Speaker 5 (05:52):
I was literally tapped on the shoulder and told I
was going to do this right. And it began with
my peers, and continue with my coaches, and continue with
other leaders that I respected quite well. And I assumed
that they saw something that they recognized as a trait
(06:15):
that would be helpful to others. And so therefore I
was placed into positions of leadership literally literally. And you know,
I think that just goes to show that, you know,
our gifts make room for us and before great people.
And so I'm grateful that my gifts, you know, shined
in a way that people recognize it. You know, you know,
(06:37):
let your actual signed before men that they might see
your good works and glorify your father in heaven. And
I mean, I'm grateful that that happened. And so as
a result of that, I was placed into a variety
of different roles. When I was in high school, I
became the captain of our basketball team, not because our
coach placed me there, but because my teammates did. Right.
In high school, I was one of the leaders in
(06:59):
the managers of our ROTC corps, and not because you know,
the leaders of the organization placed me there, but you know,
my peers did. When I was in college, you know,
I had the privilege of serving and student government up
to an including servant as the student government president of
our university, and not because you know, some adult placed
(07:20):
me there, but because you know, my peers did. And
so I'm grateful. You know, So when I hear the
term leadership, it really does come down to a servant
whood I mean to an entrusting of service. And I'm
grateful that that has always been my mindset, that leadership
is all about service to others, and that posture has
(07:43):
truly opened doors of opportunity for me that I never
would have imagined. So that that that is what leadership
is to me. It's it's about truly about service.
Speaker 3 (07:51):
I love it. I love it.
Speaker 4 (07:52):
I'm telling that's like I said, I saw you. We'll
get that. I want to get ahead of myself. But
what are some key things do you think leaders should
do habitually to stay sharp? Do you have anything that
you do habitually to stay sharp as a leader?
Speaker 5 (08:11):
Sure? And you know the thing about habits are you
know they are formed over time? For sure. I'm a
communicator in terms of so I enjoy written communication. So
writing is certainly something that does keep me engaged in
in sharp. So writing in my journal and that sort
of thing. But also being around other leaders I mean
that that is one of the best. You know, some
(08:34):
things are caught and other things are tall, but more
it's caught than it's tall. So being around people who
espouse strong leadership qualities is one way to grow as
a leader. And so I'm grateful again to have been
in the presence of people who are strong leaders and
again so I could absorb. So so writing communicating, certainly,
(08:57):
you know, being in an environment where leadership is is
is part of the atmosphere, you know. But also let
me reading books, right, you know, our lives are shaped
by the books we read, the experiences we have, and
the people that we meet, and so if we want
to grow our leadership, we need to read books that
will help us to elevate. Also need to be around
(09:19):
people who are going to help us to grow to
that place of leadership that we aspouse to grow to,
and also have experiences that will shape us because those
are ultimately the things that help us to grow not
only our leadership but also just the way we see
the world. And as we see more, we can absolutely
be able to influence more in others as they grow
to their potential as well.
Speaker 3 (09:41):
I love that.
Speaker 4 (09:42):
I love that, and I also love that you came
out the gate talking about having coaches.
Speaker 5 (09:47):
And that's a.
Speaker 4 (09:47):
Wonderful part of your personality is a humility in you.
You know, a lot of people think, and I say
at your level because I understand what you do in
community and what you do in different areas Eagle Scouts,
whatever it is, right, is that you're humble enough to
know that you have coaches. Many people at your level
(10:08):
will think you know that they have arrived, and so
that's good to hear. So then let me ask this question,
do you coach people and leadership skills?
Speaker 5 (10:20):
Well, that's a very very good question. Yeah. One of
the things, so I've had the privilege of serving as
one of our pastors at Word of Face Family Works
Cathedral for a lot of years, and one of the
one of the lessons of Bishop Browner our senior pastors taught,
is about it's the principle of the vessel right, meaning
that in order for us to add more content to
(10:41):
who we are uh and the way that we serve
conserve the world, we have to be willing to pour
out what's in us right. So, so certainly, I have
a responsibility to seek people who who can benefit from
the content that's on the inside of me and pour
out of myself in order to a receive more into
(11:01):
my vessel and b even grow my vessel. And so
so yes is the answer I mean. And the thing
that wisdom teaches you and experience teaches you is everybody
does not benefit from your experience of life. And so again,
as a person who values others and values the gifts
(11:23):
of others, it's incumbent uble on me to make sure
I'm seeking out people who can benefit from the experiences
that I've had and intentional about pouring into them. Now
there's both a follower responsibility mentee responsibility as well as
a mentor responsibility, you know. So certainly, you know people
have to identify themselves. But also I have to be
again mature and humble enough to be able to recognize
(11:45):
a gift in someone and be able to speak to
it so that they can grow to their potential. You know,
it's recognizing the potential of others is a gift, a gift.
We all have potential, but we have our greatest potential
in our areas of strength. And so being able to
see the strengths of others and identify something in common
(12:08):
with others that's a gift. And so I think as
leaders we have a responsibility to see others who are
operating in a gift that's similar to ours and then
be intentional about pouring into them as they are, you know,
as they are mature enough to receive.
Speaker 4 (12:25):
So you talked about how you help youth develop life strategies,
you know, life preparation strategies.
Speaker 3 (12:35):
What areas where do you do that?
Speaker 5 (12:38):
Well? As my personal mission statement says, and you know,
I was when I was twenty one years old. I
mean it occurred to me the gifts that God had
really placed in my life. And so that's where my
personal mission statement was really developed, where I'm a provider
of proactive life preparation strategies for youth, church and business
(12:59):
leaders in the world. And so I was twenty one
years old when I wrote this statement, right, you know,
So I have had the privilege in the experience of
life of I mean literally ministering to young people and
to business leaders and to you know, community members and
different places around the around the country and around the world.
I remember when you remember the Columbine shootings that occurred US,
(13:23):
you know, many years ago. I had the privilege as
part of an organization when I was twenty one, twenty
two years old, traveling out to Colorado to speak to
young people about the importance of you know, just loving
each other right and in their community. You know. So
speaking to young people has been part of my experience
of life, you know, since I was young. You know,
(13:47):
I'm grateful that that that has certainly been you know,
a common staple you know, throughout my experience of life,
and even now as I work with more senior leaders,
I mean identifying again the gifts that are in you know, folks,
and being able to speak to those things. And you know,
again more is caught than has taught. So I'm grateful
(14:09):
that even in my day to day activity, I'm able
to engage with people in a way that you know,
because you know, and I can tell that people are
picking up things that I'm putting down, uh, because they
repeat what I say, whether it be in jest or
in you know, just in common conversation with other people,
(14:32):
you know, and uh, and I certainly appreciate that. Even
my son, you know, I mean the fact that he
can repeat to other people the things that I've shared
with him, you know, just in our you know, quiet
time conversation in the car, and people receive it from
him in a way that I never could offer it.
But you know, as a young person, I mean, I'm
grateful that I've had the privilege of mentoring even my
(14:53):
own children. Yeah, that they are able to impart to
other people. So so so you know, so yeah, I mean,
I'm provider proactive life preparation strategy for youth, church and
business leaders around the world. And I'm grateful that the
experience of life as indeed taking me down each of
those channels.
Speaker 3 (15:11):
I love it. I love it. So tell us some
of the things.
Speaker 4 (15:15):
How do you know when to do something yourself or
when to delegate?
Speaker 5 (15:23):
Well, that's a great question. I do recognize that I
have my own limitations and my own areas of strength
and my areas of weakness, and so certainly identifying people
who have strengths in areas where I am weak, you know,
those are definitely the places where you know, I need
(15:44):
to focus my delegation. But also, I mean, there are
only so many hours in a day, and I recognize
that if I focus on doing things that someone else
can do, then I'm not maximizing the skill set. So
(16:05):
there are things that only I can do as a leader, right,
simply because again we have limitations. There are only so
many hours in a day. But if I give my
time to things that other people are able to do,
they meaning they have the character of the confidence in
the chemistry you know, with our culture to be able
to execute those things. If I give my time to
(16:26):
those things, then there are other things that only I
can do that won't get done. Right. So my job
as a leader is to identify, first and foremost what
are the things that only I can do, and then
focus on giving at least eighty percent of my time
to those things. Right, that's the principle. If I give
(16:46):
eighty percent of my time to the things that only
I can do, and make sure I delegate that twenty
percent to others so who are capable, who have this
skill set to do those things, then we'll be much
more effective as organization in terms of achieving the goals
that we set out for. So so again, my job
again is to recognize what are the things that only
(17:08):
I can do give my time to those things. There
is a passive scripture in Exodus. I think at Sexus
chapter eighteen, where Moses and his father in law jeth Row,
we're talking about the uh, you know, this whole principle
of delegation.
Speaker 3 (17:26):
Yeah.
Speaker 5 (17:28):
What jeth Row told Moses was, you know, uh, this
thing that you are trying to do is too great
for you to handle. Yeah. And he said, you know,
divide love the work and give it to people who
are able bodied. Yeah, people who have the capacity to
be able to to do you know, some of these
other things. He said, But you, Moses, do the things
that only you can do. And then he said, if
(17:52):
you will follow this advice, you and the people that
you serve with will go home in peace. You know.
And I'm a big fan of going home in peace. Hello,
But not just me, right, I want the people that
I serve alongside and also go home in peace. But
if we all are focused on you know, you know,
feeling like we got to handle everything ourselves, and I'm not.
(18:14):
And this is the other part of it. When I
try to do everything myself, I don't give opportunity for
the people around me to develop themselves. Right, Hello, potential Right,
And we all have a journey that we have to take.
So my job as a leader is to see and
identify the skill set and other people and then match
them with opportunities to serve that maximize their strengths. And
(18:37):
when I do that and do that effectively, I can
focus on doing the things that only I can do,
and then we all get to go home at a
reasonable time and in peace, right and not in pieces right.
And I think that's one of the main roles of
(18:57):
a leader, to make sure that just people enjoy the
experi of being together a lot experience of doing life together.
We spend more time at work than we do typically
at home, right, especially at an event center. God bless us,
all right, and so we want to enjoy the experience
of being together. And the only way that that happens is, Yes,
it's a heavy load to lift, without question, but we
(19:19):
got to make sure that the load is balanced, is
balanced as possible so that we all can enjoy the
experience of being together and also enjoyed the experience of
going home.
Speaker 3 (19:28):
Hello, I love it.
Speaker 4 (19:30):
So what would you say if you were looking at
staff and looking at the different areas where you work
with people and interact with people, what are some of
the three give us three characteristics that you think every
leader should possess regardless of what they do.
Speaker 5 (19:51):
Well, you know, and I just talked about it a
minute ago. One of the things we talk about in
the staff that we look for to be part of
our team is three characteristics. Character, competence, and chemistry with
our culture. Character, competence and chemistry for their culture. It's
such an important thing that we actually put it in
the offer letters when we send them to people to
(20:13):
come and join our organization. So character, Everything begins with character. Right.
Character will keep me where my talent and skill can
only open the door. To right, my talents might open
the door, but character is what will keep me there
inside the door. Right. Character is non negotiable. So we
want to make sure that we have people who, as
best we can tell, reflect and you know, an attitude
(20:35):
of character that is reflective of the type of organization
we want to have, right, and we try to screen
that as best we can. But also competence. Right, We've
got to know something. It's not just about you know,
you know, people having you know, a feel good moment. Right,
you can have a whole bunch of puppet dogs who
you know will you know, you know, speak the language
and all of that sort of thing, you know, and
(20:57):
carry the water and do the task that you wanted
to do. But you know, can they actually grow to
a place where they can operate independently all right, have
competence to the point where they can graduate to a
high level of maturity and whatever the task is you're
asking them to do. We want to have people of
competence who can actually do the work and do it
to a high level of excellence. So you got to
(21:19):
have character, you got to have competence, and then also
chemistry with our culture. And I'm intentional about the way
that we say that we want to have people who
are a reflection of the culture we're trying to create here,
meaning that they espouse the values that we want to
have visible in our environment. You know, values are things
(21:42):
that you can either hear persons say or see a
person do. If you can't see if you don't see them,
you don't hear them say it, And if you don't
see them do it, it's not a value. They may
say it right, you verbialize it, but if it's not
executed in the actual experience of you know, of what
they do then it's not it's not truly a value.
And so we want people who who can come alongside
(22:04):
and be a reflection of what we hope to build
in our in our environment, our organization, and so character, competence,
and chemistry with our culture. Those are the things that
we look for and the people we want to connect with.
And if we're doing those things well, we will grow
to a level of excellence that ultimately we think will
be attractive to others who want to come alongside, both
(22:25):
staff as well as clients. Clients are attracted to organizations
that stand for something, Yes, have value and worth and
meaning other than just providing a service. We want to
be that kind of place where where people are attracted
to right, not just that they you know, happen upon.
Speaker 3 (22:48):
Yeah, yeah, you know.
Speaker 5 (22:49):
So, so that's what we strive to to have and
and you know, and answering your question, those are the
three types of characteristics we look for in people.
Speaker 4 (22:57):
I love that and the reason why I want to
do this episode on leadership is because we throw that
word around a lot. You know, this one's a leader.
I'm a leader and contact the leaders and the leaders
and the leaders and the leaders. But I have seen
over the years that many people profess to be in
(23:22):
leadership roles, and I, you know, after a while, I
have to question it because because a person calls themselves a.
Speaker 3 (23:30):
Leader does not make them a leader.
Speaker 4 (23:32):
Because someone else calls you a leader doesn't make you
a leader.
Speaker 3 (23:36):
So in your mind, what makes a person a leader?
Speaker 5 (23:40):
Well, let me just be clear once again. As I
started out, I did not seek out leadership. Okay, a
leadership found me. But I will say that once my
appetite was wet, and once I understood. You know, my grandfather,
when I was three years old, taught me and my
twin brother the importance of treating people with respect right,
and he started out with the lesson of saying yes
(24:03):
ma'am and no ma'am, and yes sir and no sir.
And I got to tell you, from the time I
was in school till this very point in life, just
those words yes ma'am and no ma'am, and yes sir
and no sir, treating people with respect has opened so
many doors for me, doors that I never would have
imagined would have opened to me. What I came to
learn when I was in high school was that what
(24:25):
my grandfather was also teaching me was about attitude. And
I learned that from my coach, my high school basketball coach,
who gave us a reading by Charles Windahl that was
titled Attitude. And actually I'll share the reading with you.
It says, the longer I lived, the mar I realized
the impact of attitude on life. Attitude to me is
more important than the past. It's more important than education,
(24:45):
than money, than circumstances, than failures and successes, than what
other people think, or say or do. It's more important
than appearance, giftedness or skill. It will make or break
a company, a church at home. The remarkable thing is
we all have a choice every day regarding our attitude.
We cannot change the fact that people act in a
certain way. We cannot change inevitable. The only thing we
(25:07):
can do is play on the one string we have
that is our attitude. And then this is my favorite
part of the reading. It says, I am convinced that
life is ten percent what happens to me and ninety
percent how I react to it. And so it is
with you. We are in charge of our attitudes, right,
that's Attitude by Charles Windalls. So what I did not
appreciate when I was three years old that not only
(25:28):
was my grandfather teaching me about respect for other people,
he was also teaching me about attitude for others. And
attitude took me into leadership, which again is which is
about service. And so when I appreciate that, again, life
is ten percent what happens to me, ninety percent how
I react to it. So stuff is going to happen,
(25:51):
right inevitably, It's just the name to live in life.
Stuff is going to happen. Now I get to choose, though,
how I respond to it. So if I get to
choose how to respond to it, and I'm always operating
from a posture of respect for other people, then in
my leadership it has inevitably becomes about service to other people,
(26:12):
making sure that I am in position to meet the
needs no matter what the situation is that arises.
Speaker 3 (26:22):
Say that again, I love it.
Speaker 5 (26:24):
So my leadership is all about meeting the needs that
people may have, no matter what that situation might No
matter what the situation might be, So it might be
a crisis moment, or it might be that things are
all you know, pie in the sky. But no matter
whatever state I find myself in, I find myself in
a place of contentment, and I never give up my
(26:46):
power to respect people and to have a good attitude
because that's where the spirit of service lives. And so
my grandfather taught me that when I was three years old,
about respect for other people. Basketball you taught me about attitude,
and those things have opened more doors for me than
again I never would have imagined. I mean, I've been
(27:09):
places and met people and done things that I never
would have had opportunity to experience had it not been
for those lessons having been taught to me, you know,
from the time when I was an infant.
Speaker 4 (27:24):
So I loved I loved the servanthood, and that's I
love that. A friend of I we were talking yesterday
about some of the experiences we had when we first
were licensed to minister and came into the ministry, and.
Speaker 3 (27:39):
We talked about how.
Speaker 4 (27:42):
When there was an event and they would have food
serve that, you know, there was a head table, and
we both laughed and experience and she said, remember when
they used to get mad at you because you used to.
Speaker 3 (27:55):
Be walking around serving the people.
Speaker 4 (27:56):
And I thought, yeah, because I didn't get the whole
head table thing. I just I didn't care for the
whole head table thing. And even when you think about
a scripture has the people sitting and the disciples serving
the people, right, not the people serving, not the people
serving the disciples. And so that's what I wanted to
have this topic because indeed, not just oh indeed, so
(28:20):
I mean in what you do, you are a leader. Indeed,
and what you do, I see the deeds. I see
the servant or that you know. You see you rolling
up your sleeves and picking up and putting down. And
I've seen you stand before people and let people talk.
I've seen you when you're having a one on one
conversation with people, it's like they're the only person in
(28:42):
the room.
Speaker 3 (28:42):
They're the only person that matters.
Speaker 4 (28:44):
And I don't know why, but I'm getting really emotional
as I think about it, particularly because a lot of
people don't feel heard. A lot of people don't feel
like they're heard, and you're really really good at that.
Speaker 3 (28:56):
So whether you were looking.
Speaker 4 (28:57):
For my leadership rulling, I'm glad that people saw that
in you. I mean, it's really touching, and especially even
as you serve the root. So I want to ask you,
as you give people opportunities to grow. What is your
basic method of following up or ensuring that the task
was completed?
Speaker 5 (29:20):
Well, one of the things that bish Barona says often
is people don't do what you expect, they do what
you inspect. You know. Now, I will say this. You know,
I used to teach a course in the situational leadership,
and there are four leadership styles. There's directing, coaching, supporting,
and delegating. Directing, coaching, supporting, and delegating. And so my
(29:43):
natural leadership style, I mean the place I gravitate towards
most often is delegating. I've had the great privilege, you know,
for most of my career of leading high capacity leaders, right,
so meaning you know, and a lot of times with
high capacity leaders, you know, they are chopping at the
bit to give you feedback about how they have accomplished
(30:06):
the tasks that they were assigned. Right. So, as a result,
I don't have to do a lot of follow up
with you know, with with high capacity leaders. And again
that's that's been a great blessing. But I do recognize
that as a leader. Again, my job again, their four
leadership styles coaching, uh, directing, coaching, supporting, and delegating, directing, coaching, supporting,
(30:31):
and delegating. Now, my job as a leader is to
match my leadership style with the needs of the person,
right to be flexible, to match my leadership style with
the needs of the person. Many people think that it's
the follower's job to meet you where you are, but no,
leadership is all about meeting the follower where they are
and giving them the type of leadership that's going to
(30:52):
help them to elevate and grow to their potential. Right. So,
if a person is new to a task, my job
is to make sure that I'm providing the direction that's
going to help them to execute that task well, right,
because I want them to grow so that they can
operate well without supervision. That's ultimately the only way that
happens is if they understand what the task is. So
(31:13):
I have to define the goal for them. I have
to lay out what those tasks are that they have
to that that need to be accomplished. I have to
even instill what the work behaviors need to be, you know,
make sure that we're maintaining a respectful you know environment,
you know. So all those things are the leaders responsibility.
When a person's new to a task. So again, the
(31:34):
the job of the leader is to match his or
her leadership style to the needs of the person. So
when a person needs a follow up to answer your question,
a person needs, you know, the follow up in order
to make sure that they are keeping up with with
the task that you've assigned. I mean, the job is
just to ask them, where are you in the process?
(31:55):
Right and simple? Yeah, it is that simple, because again,
I can't lead that person if I'm not following up
and making sure that they're tracking, you know, along the
journey of trying to you know, complete the task. But
also here's the thing. My job as a servant to
that follower is to help them grow. So follow up.
(32:18):
You know, people have this big, bad idea that follow
up is all about you know, big brother watching over you.
But no, no, no. As a leader, my job is
to help people grow to their potential. Right. But if
I'm not following up to see how well they are
tracking in the process of accomplishing whatever the task is
that that they've been assigned, then I'm not serving them
(32:42):
well you know. So my job again is to match
my leadership style to be flexible enough to match my
leadership style to the needs of the follower so that
they can grow to their potential, because it's all about them.
It's all about them growing to become a mature, mature person,
whatever the task is that they've been assigned, and and
(33:05):
and that's what servant leadership is truly all about.
Speaker 3 (33:11):
It's all about them.
Speaker 4 (33:12):
So then that means how so then how important is
it for a leader to know what their style is
and and and so that means that you have to
cross some of those lines, right.
Speaker 5 (33:23):
Sure, well, yes, I mean you have. I mean, the
whole goal is to mature to a place where you
can be you know, one who does delegate, right, I
mean that's the whole Now, I think all of us
have a default style, which is why you know, again
I say, you know, a default to delegating, you know,
And it's just the I mean again, I've had the
(33:43):
privilege of working with high capacity leaders, so I've been
able to give, you know, give focused attention to the
things that matter most. You know that I can engage
my my skill set with But but you know, again,
the leader's job is to to really not rest on
their lower h in their in their area, in the
(34:04):
what they're naturally inclined to. Right, My job as a
leader is to be flexible to match my leadership style
again four styles to the needs of the person. So
if a person needs uh needs coaching, that means that
their development level they're there are so. So development level
(34:25):
is based upon two parts or two words. It's competence
and commitment.
Speaker 3 (34:33):
Okay, okay.
Speaker 5 (34:34):
Competence is made of two parts, knowledge and skills. Knowledge
is what you get through on the job training, right,
it's hands on work. Skills are what you get through
formal education. Right. You know, a person who's so a
follower has both competence and then they have commitment. Commitments
made up of two parts. It's made up of confidence
(34:56):
confidence a person's feeling of being able to do a
job will without supervision. But also it's made up of motivation,
that's their desire the task. Right. So my job as
a leader is to identify what is the competence and
what is the commitment of this follower, right, Because then
that tells me what their development level is. And then
(35:18):
as a leader, I have to match my attempt to
leave them based upon or serve them. And I'm going
to intentionally use that word now on their development level.
So a person who is who has a high level
of competence and a high level of commitment, I can
delegate to them, right because you know, they know how
(35:40):
to do it and they're motivated to do it. Right.
But a person who has a low level of competence
but also may have a high level of commitment, right,
they're typically new to a job because they don't know
what they don't know, right, So they still need a
lot of direction. So my job is to match my
leadership style to their need. Conversely, a person who may
(36:03):
have been doing a task for a while, their confidence
may wane and their commitment may wane, yeah, just because
they realize that they don't know what they thought they
knew when they first got started. And so my job
as a as a server, as a leader again is
(36:27):
to provide the coaching that's necessary to move them up right,
to let them know, Hey, listen, I'm here to support you.
You know, we're together, right, So here the things that
you're missing, So let's let's try to implement them so
we can grow to the next level, right, you know.
But that's that's where we miss it. So often we
want to lead people the way that we want them
to be led you know, yes, yes, rather than leading
(36:50):
them based upon where they are in their development.
Speaker 3 (36:54):
Yeah that's good. Yeah, that's good.
Speaker 4 (36:58):
So really you're you're you're multiplying right, Yes, career, you're
multiplying so.
Speaker 5 (37:06):
Well, because then you say multiplying because we want people
to mature, yeah, god, you know, we want to grow
to their potential right in their areas of strength. Now also,
you know, again, my job as a leader is to
help them identify their areas of strength too, you know,
because we can only grow to an average place in
our areas of weakness. Right, That's the whole point of
(37:28):
the principle love of strength strengths finders right again, And
I love that we can only grow to average level
in our areas of weakness. But our potential is limitless
when we focus on our strengths. So, as a leader,
my job is to try to help the people that
I have the privilege of serving to identify their strengths
(37:51):
and then we focus there to help them grow to
their potential, right because that's where that's where their greatest
fulfillment lives. Yeah, of potential in their area of strength.
And so we are in the business of helping people
grow to their potential and find fulfillment in the things
we're asking them to do.
Speaker 4 (38:11):
I love it. I love it because you kept saying
a lot of things. You're saying, keep saying, it's not
about me, it's not about us, it's about them.
Speaker 3 (38:17):
It's about developing them.
Speaker 4 (38:19):
So how do you lead someone? Suppose someone maybe slips
through the cracks, so to speak, and their chemistry does
not work out? What the culture? How do you lead
someone when the chemistry is not even working, even between
you and the person, as well as the other people
(38:40):
and the person.
Speaker 5 (38:40):
Sure, well, you know, values conversations are to me some
of the easiest conversations to have, you know, when there's
not a match, it's I mean, and if I'm clear
about what those values are. I mean, I have here
on my desk on my day the values card for
(39:01):
our organization, right, and when I can look at these
different you know, things that you think things like I
love customer satisfaction, integrity, dedication, growth, teamwork, fun, authenticity, health
and wellness. When I can look at these things and
clearly identify that the behaviors of a person are not matching,
what's here? The conversation is somewhat easy to have about
(39:25):
you know what, we're not a match. We're not we're
not jelling. You know, we're not simpatico. Right, We're not
on the same page. And you might need to find
another organization where you can thrive that really matches more
of viewer of the values that you espouse. Right. I've
had those conversations, and I mean, and I can tell
(39:47):
you those are some of the easiest conversations to have.
Some of the us have are you know, when you
know when when you have to either release or reprimand
someone who you know has the best interest of you
(40:08):
and the organization in mind, but may not have performed
well on the task. Right now, again, as a leader
of my job is to serve them, to serve them,
help them where to their potential. So the conversation, you know,
is a different one because you're trying to help them
grow versus someone who's not, you know, living up to
the values. It's like, you know, hey, point to this
(40:29):
and say, hey, you know, listen, it's just not working out. Let's,
you know, let's mutually agree that we're going to serve
one another with our absence.
Speaker 3 (40:40):
I love it. I love it.
Speaker 4 (40:42):
You're the first person I ever heard said it's easy
to release somebody because.
Speaker 3 (40:46):
I have the conversation.
Speaker 5 (40:47):
You know, let's be clear value conversation.
Speaker 3 (40:51):
Exactly, yeah, exactly.
Speaker 4 (40:53):
Yes, you're still the first person I heard say that,
because I don't you know, that's a method and it's
just being kind to people, honestly. Yes, so, Lloyd Audrey,
I know, Look we got we got four minutes left.
Come on up, Audrey, and let's see what nugga that
you pulled. I told you he was gonna he was
gonna flood us with nuggets of wisdom.
Speaker 3 (41:14):
What did you get from doctor Boy today? Come on
with it.
Speaker 5 (41:17):
You know.
Speaker 2 (41:17):
The one that's the one that stood out for me
the most is your gifts will make room for you.
I think that's one that a lot of people tend
to forget. They forget that part. But I think also,
Doctor Boy, a lot of people don't even know what
those gifts are because they kind of take them for granted.
So how do you help people recognize what they are
and let them know that this is something that you
could actually be doing something with, You could be monetizing
(41:40):
this because we take a lot of things for granted.
Speaker 3 (41:42):
I do I do this stuff like breathing.
Speaker 2 (41:44):
Right, and doctor Cherry reminds me all the time, like,
you know, you helped me a lot for me.
Speaker 3 (41:48):
This is just like breathing.
Speaker 2 (41:49):
So how do you help people recognize that this is
their gift? And how do they how do they let
the gift make room for them? How do they take
that and move forward?
Speaker 3 (41:57):
Sure?
Speaker 5 (41:58):
Well, you know one of the books that I've referenced
a little bit ago was called the Strengths Finder. I
do recommend that people go through the Strengths Finder assessment
and identify what their talents are. Now. So strengths are
the outcome of talents that have been developed. Right, as
(42:20):
we develop our talent, they become strengths for us. Now,
your question is really the better part of your question
is how to identify what my talent areas are? Right?
Because when I identify my talent areas I can then
focus on developing those into strengths that can ultimately you know,
earn money for me, right, can work in my favor. Right,
(42:44):
That's how the gifts make room for you. So Strength
Finder is a great resource that I do encourage people
to do. It's a book that once you've read it
there's an assessment that you take and then it identify
as your top ten strum let me say it differently,
your top ten talent areas. And again, once you identify
(43:05):
your talent areas, then when you invest in those talent areas,
you ultimately can turn those talents into strings that can
then add value to you as you know U as
an individual. Also they make you more valuable so you
can add greater value to your organization.
Speaker 4 (43:21):
I love that we have a question here from Donna Parish.
I don't know if you all can see what advice
doctor boy, would you give someone who has who has
leadership unwilling to adapt their leadership style to those day
responsible for and leading.
Speaker 5 (43:39):
Yeah, you know, so, let's let me be clear. You
cannot make any one person do anything. Okay. One of
the books that John Maxwell wrote years ago is called
three sixty Degree Leader, and the whole point of the
book is, you know, it's about leading up, it's about
leading down, it's about leading side to side right, and
so as a follower, you know, I do have a
risk of that there is a leadership, Believe it or not,
(44:00):
there is a leadership that we can do with our
leaders for sure, right, But you can only lead to
the point of your relational equity. And so so, if
there is a strength of relationship between the follower and
the leader, and you have the ability to speak to
that leader about the things that you recognizing yourself and
(44:22):
the way that you best receive and learn and grow,
having that conversation with the leaders very appropriate, very appropriate.
You know. Again, as leader, we also are on a
you know, the development pathway.
Speaker 3 (44:36):
You know, we should be less us all.
Speaker 5 (44:39):
You know, none of us are perfect. That's why again
it's incumbent upon us to read books, right, to have experiences,
to meet people, right, that will help shape us and
develop us. That's how our lives are shaped. So so,
but again, as a follower, if there is relational equity
with that leader, and there's a mutual trust, you know,
such that when you speak to the leader, they won't
receive what you have to say is insubordinate or you know,
(45:02):
just you know, you know, just you know, spewing out noise.
If that is indeed the nature of the relationship, then
I think you can have the conversation about how you
best learn and how you best grow, so that they
can be more intentional about helping you grow to your potential.
I love it. I love it. I love it.
Speaker 3 (45:21):
Ordie. Do we have time to give past the boyd
the last word?
Speaker 5 (45:24):
Yes? We do? All right, well, good well, thank you
again for allowing me to share time today. I'm grateful.
I do hope that something that was said can can
be a blessing to someone who's who's listening today. I
do want to just thank doctor Chen for the opportunity
and privilege of sharing this time. I just you know,
(45:46):
as an individual, we have responsibility to add value to ourselves. Right.
Nobody can do that for you, right, as an individual,
you have to take responsibility for adding value to yourself. Now,
as you add value to yourself, you make yourself more valuable.
You make yourself more value. When you make yourself more valuable,
(46:09):
you increase your worth. And then you can add greater
value to the organization where you are, and you can
also add greater value to yourself. And so my challenge
to each of you is to add value to yourself,
add value to yourself. Again. The way you do that
is by reading books, having new experiences, and meeting new
(46:29):
people that will ultimately shape your life. And when you
do that, don't be surprised if you are finding yourself
before men and women who have greatness on the inside
of them, who will open doors for you that no
man can shut.
Speaker 3 (46:44):
Awesome, awesome, great ending. Yes, yes, that is a great ending.
Speaker 2 (46:51):
Thank you so much. Now you're getting messages at deliver
very last minute. Okay, here you go. Thank you so much,
blessed with the last three minutes they've been listening. Thank
you for listening. Thank you doctor Boy, Thank you Doctor
ten for always bringing us amazing guests. Listen to QR
code right on your screen right there, Click that code,
Click scan that QR code, because what that's gonna do
is take you back to doctor Ten's podcast page and
(47:13):
you can subscribe there. This way you never miss an
episode and do us a favorite. Share with two friends.
It's free, not one two, it is free. Share with
two friends. We'll be back in two weeks, same place,
same time, so don't forget to subscribe so you don't
miss our next guest, because again we promised to bring
you the.
Speaker 3 (47:28):
Best, always the best.
Speaker 2 (47:30):
Thank you all again, Doctor ten, Thank you doctor Boy,
thank you until next Thank.
Speaker 3 (47:34):
You all, Thank you, love and peace. Right bye.
Speaker 1 (47:38):
Everybody you've been listening to keeping It Real with Doctor
Linda Chen. If you enjoyed this episode and hit the
like good and then share it with a friend, be
sure to support the show by going to Lindachinministries dot com,
subscribe to the show so you never missed an episode,
and tune in again in two weeks at two pm
Eastern Santi. Until next time, keep the faith and keep
(48:01):
it Real.
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