Biblical Leadership Show
The Biblical Leadership Show podcast explores timeless principles of leadership through a biblical lens, offering insightful discussions and practical wisdom for leaders seeking to integrate faith and leadership in their personal and professional lives. Join us as we delve into biblical narratives, lessons, and values to inspire and equip leaders to make a positive impact in their communities and organizations.
Biblical Leadership Show
Building Fortitude: Ancient Narratives Guiding Modern Risk Preparedness
Ever wonder how to brace for life's curveballs, both in the boardroom and at home? We've got you covered. Our latest episode delves into the critical world of risk management with stories that resonate from corporate halls to your personal spaces. I share eye-opening insights on identifying and prioritizing risks, reflecting on the unforeseen like the church fire Dr. Posey encountered, and why preparing for 'what-ifs' is prudent—not paranoid. We balance the gravity of the topic with light-hearted moments, proving that laughter and learning can coexist.
Transitioning to the nuts and bolts of business, we zoom in on the construction industry and the gripping reality of transformer shortages. I unpack how such challenges underscore the need for robust risk management strategies. You'll learn about practical tools like SWOT analysis and risk matrices to help prioritize and mitigate risks. Our discussion underscores the collective genius that emerges from brainstorming sessions, equipping you with strategies to safeguard your ventures against uncertainties.
Concluding with a blend of timeless wisdom and modern tactics, we draw parallels between biblical parables and today's risk management practices. Regular reassessments, proactive planning, and clear roles within contingency plans emerge as keystones for building a resilient foundation against potential upheavals. As always, we invite our vibrant community to chime in with their thoughts and even share a chuckle with their favorite dad jokes. Tune in for an episode that not only fortifies your risk management acumen but also reinforces our shared commitment to learning, preparation, and a good laugh.
Welcome, Welcome everybody to another exciting episode. Exciting episode yes. The Biblical Leadership Show podcast. Yes, yes, Welcome.
Speaker 2:Yeah, this is going to be a very important topic this week on risk management.
Speaker 1:Risk management. That's the lucky one that got drew out of the hat, yeah.
Speaker 2:We thought about just playing Scrabble and figuring out what the words meant.
Speaker 1:We couldn't make any of the words. We had a lot of Zs that didn't add up to anything Zs and Qs and we figured sleeping. The whole show was not going to work with all the Zs, so we drew risk management today.
Speaker 2:Yeah, so, gosh, we are past half a year doing a podcast. Now it's you know. We're getting new people every week listening to us and downloading the show. And so, if this is your first, time.
Speaker 1:Welcome, I think it was 11, but you know, 11, my gosh, we are in double digits now. We are, wow, we are just kicking some booty, yeah.
Speaker 2:So if this is your first time listening to us with our dad jokes. Stay until the end. Don't tune us off the first three minutes.
Speaker 1:Yeah, if this is your first time, I think we mentioned it last show. You know, we do a little biblical, we do a little leadership and we throw dad jokes in because we like dad jokes.
Speaker 2:Yeah, and the more you and I are here in the studio, the more we do this show, the more I realize that we have something in common.
Speaker 1:What would that be?
Speaker 2:Well, you don't know what I'm going to say, and neither do I. That's actually a good one. I like yeah but it's true.
Speaker 1:Just never know what's gonna come out of her mouth.
Speaker 2:No, we don't, even though we have notes and prep and all that kind of stuff.
Speaker 1:That is pretty good wing it, so yeah I even pulled some dad jokes out from I. I promised last show that I would come up with some triathlon or some exercise dad jokes yes.
Speaker 2:So I've actually got some sandbag over here some exercise ones, but I'm not going to get into them yet. You're not going to. We don't want to lose our first listeners at the very first, you know three minutes of the show. Let me just talk about work environment, because we're talking about risk management and that's not just dealing with a company that could deal with your family individual.
Speaker 1:Those kind of things. Yeah, absolutely.
Speaker 2:But one of the things I think people are very proud at in my line of work is they're multitasking, multitasking. You know I'm great at multitasking. I can waste time, be unproductive and procrastinate all at the same time.
Speaker 1:I'm pretty good at that too, to tell you the truth. So yeah, I'm, I'm very good multitasker. You know, a lot of times they say that they, you know, we, we can't multitask. And and I'm I'm a believer that your brain can multitask I can walk, chew gum and talk at the same time. You know, and you you know, a lot of the big speakers out there in the world, you know, corporate trainers like myself say that we can't multitask. And I haven't bought into that, I'm a huge multitasker.
Speaker 2:Well, we're not going to procrastinate anymore.
Speaker 1:We're not going to be unproductive.
Speaker 2:We're going to get right to it.
Speaker 1:Talk about risk management and here's one of the things that I said. I sort of printed this out and and this sort of summarizes risk management to me and the corporate side. Risk management and corporate leadership involves the identification, assessment and prioritization of risk, followed by coordinated efforts to minimize, monitor and control the impact of unforeseen events or the maximize the realization of opportunities wow, that's a mouthful, but it's so important that's our show, thank you. Thank you for listening.
Speaker 1:We'll talk to you next week three more jokes to go and we're out of here. Good day, easy hope.
Speaker 2:You had a great workout in the gym, but let's just think everybody just a few years ago was affected by COVID. Everybody, Everybody. We didn't see it coming.
Speaker 1:No, I mean, we heard about it. Nobody had that on their risk management plan.
Speaker 2:No, they did not, but let's just take that as an example. Hopefully that will never happen again to that extreme. However many times and I can say this from being a pastor for a long time much of the time we never thought about what the what-ifs is in a bad thing happening. You know, what if we lost, you know, one of our main staff people? What if we lost a significant portion of our donation? What if something happened?
Speaker 2:I was at a church many years ago and someone broke into the church on a Sunday night, tried to steal some money which wasn't there, but they set the church on fire and that was a traumatic thing for the you know, not just me, the whole congregation. We had to relocate to a high school for a long time as the building was being redone. You don't think about those kind of things, but there's other risk that what happens if your finance person is sick for extended period of time? You got to think about what happens if your finance person is sick for an extended period of time. You've got to think about what happens if Now you don't have to spend a lot of time on those things, but it's important to at least process them occasionally.
Speaker 1:Yeah, well, like we said, if you don't do risk management in some instance, you're always going to be reactive, and that's what risk management is is thinking about the what ifs, and that way you're proactive. You have a plan in place Now. You don't have to spend, like you know, write a 12 page you know thesis paper on what we're going to do if this happens. But you need to have some options right, pre-think it ahead of time. So what happens is it's really easy to get 10 people in a room when there's no problem and you can come up with some great things, but if you're put against something and a pressure situation, it's going to be a whole lot. You know, with that pressure on you, to come up with those solutions that are good, sound ones. A lot of times, yeah.
Speaker 2:So why don't you share with our, you know, eight people, maybe 10 people that are listening about the experience you had?
Speaker 1:as a home builder. We were up to 11. We're down to nine now because of your dad jokes. Well, let's see if we can get down to six.
Speaker 2:But prior to the show you were talking about a real thing that happened with you as a home builder. With the hurricane in Houston Now, obviously we're in the Dallas-Fort Worth area, with the hurricane in Houston now obviously we're in the Dallas-Fort Worth area. But you had a significant thing happen.
Speaker 1:We do risk management. I try to do risk management. I teach it in corporate for other people to do it. So I try to do what I preach and we've done risk management. We talked about hurricanes hitting and every time we do risk management, we sort of put it in and you'll see matrixes out there Matrix Matrixes, matrixes. We do risk management, we sort of put it in and you'll see matrixes out there in matrix matrixes and they out there online that you can use. And what they usually have is what's the probability of it happening? If it does happen, what's the impact on your business? And you know that's the one I sort of put in there. What's the probability, what's the impact? And you know that's the one I sort of put in there. What's the probability, what's the impact? And you know of a hurricane hitting Dallas, the probability is very slim. Right, we're going to get the rain showers. It's going to lose its umph before it gets to us. Uh, the impact, it's going to be low. You know we're going to have multiple days of rain, some bands coming through. It's usually not a big thing.
Speaker 1:Well, we had the hurricane that hit. We've had a couple of them hit Houston. There was a big one years back that flooded Houston and pretty much we had to rebuild that. Well, we had the hurricane, but I never had a hurricane in Houston. On my risk management, well, it is on my risk management today because what happened is the impact on my risk management today. Because what happened is the impact.
Speaker 1:The probability of a hurricane hitting Houston, galveston, is very high. Right, if I lived down there that would be way up on my list and the impact is most of the time very high because it's strong. You know they're coming across from Category 3 to Category 5, big impact on the construction industry down there. Well, what happened is up here. We didn't think that as a risk until all our labor force went to Houston and we couldn't find the labor, and labor in the industry of construction already is thin to a point. But they all went to Houston to rebuild because they were paying top dollar, because there was just neighborhoods and towns and half the city needed to be rebuilt. And then a lot of times we found supply chains all the sheetrock was down there, all the stuff. They were being coming up here with big trucks buying everything and then taking to Houston because there wasn't the available inventory down there. So now, a hurricane hitting Houston is now on our risk management plan.
Speaker 1:So if we see a hurricane coming in Houston or something and we know it's a category four or five, then we need to see where our jobs are in a point. Do we need sheetrock, do we need some kind of material that's going to be sold out, that we have a supply chain issue in the state of Texas, or do we have a default plan to run up to Missouri and grab it from there and, as they come to Dallas, we have to go up to Oklahoma and Missouri to get ours and to be able to do it? But we need to think about that sooner than later. That's going to allow us to be in a better spot as a business and not having our house sit there, you know, for forever. That's a big one.
Speaker 1:Happening in the construction industry right now is transformers. People can't get transformers for their neighborhoods and these houses and they're just sitting there. I mean there's whole neighborhoods just waiting. They've been built and they don't have power because they're waiting on transformers and some other things. That could go on and on. So there's a lot of things that you have to put in sort of your risk management plan.
Speaker 2:And so for those people who might not be familiar with that or have no experience in risk management, are you saying that you think about the what ifs, what if this happened? Now you don't have to spend a lot of time. It's important to write it down, not just keep it in your head. Right, and there's some online tools that people can use to say, okay, what is the risk? And used, you know, to say okay, what is the risk. So you begin by identifying those potential risks of your organization. Right, yeah?
Speaker 1:and this is sort of an idea of what we do. What you do is you always want to do, you know, your risk management. You have to go through and identify them. And when you identify them, I mean they could be technology, right. We used to have a computer consulting company way back when, right, so we always had to have redundancy If a tornado came through and whipped our big server room out here. Well, we had redundancy one up in Ohio. So more than likely two tornadoes aren't going to hit our same buildings in two different places. So you had to have that redundancy because I mean, that's a huge risk If it wipes out all your computers, you know a lot of people will be very unhappy with you.
Speaker 1:And one of the ways that we do this is and I know that you've heard of is with the SWOT analysis. You know what's our strengths, what are our weaknesses, what's the opportunities, what's the threats. Because if you use that in sort of your risk identification, it's going to help you sort of see what you need to put in place. And you know that's one of the biggest things is, if you can get them identified, it's just going to help you be more prepared. And then one of the things from there is you have to analyze these. You know what is their potential impact, what's the probability.
Speaker 1:That's I said that's a matrix out there that you can find. That's the one I use. It's a simple one. They've got very you know very complicated ones. I guess you know where they got five or six lines, and you do all these different impacts and probabilities and you put a percentage to them. It's, it really is voicelessly. You know, is it going to put a percentage to them? It really is. Basically, you know, is it going to have a high probability? Is it going to have a high impact? Well then I need to come up with a plan on it. Is it very low possibility, very low impact? Well, I just need to monitor it. Basically, I just need to be knowledgeable of it, but I don't have to put a plan in place.
Speaker 2:Okay, so you would identify your risk, whatever those might be, and there might be five, there might be 15.
Speaker 2:It depends on what you are yeah, assign a number to each one, like one to five, one to 10, or whatever. You make up your own. There's a lot of risk management tools online and you come up with some type of grid, almost like an Excel spreadsheet of of the. You analyze the risk, then you look at the probability of it, and then and then after that, don't you prioritize the ones that you say, okay, these are the ones that have the most probability of happening. We need to be thinking about our plan in case this happens.
Speaker 1:Yeah, and that's one of the things that you're doing is, once you identify them and you've got that, I need to come up with a strategy. Basically, you know what's my risk mitigation strategy. So you know what. What are we? What are we going to do to put something in place? Do we have to have a, a plan, a default plan like, say, do I where do I do I pre-buy get a warehouse where I can store everything? Do I do I get, you know, storage sheds? Do I run up and buy it out of a different market, whatever it might be? That's sort of the strategy that you have to put in place. It's one thing to identify it, but you have to have a plan. Again, if it's on monitor, where it's not an impact, not a probability, I need to have it on there, because that's what we do in these brainstorming sessions. Let's put it on there.
Speaker 1:But you know and that anytime you do brainstorming, what you want to do is just go through and write everything down. Don't think about the probability, don't think of the impact, just write, bulk everything right, and you might have 35 things on there. And here's the thing about brainstorming. I've got this exercise I do in some of my corporate don't give up.
Speaker 1:And a lot of times I'll have people sit there and they'll they'll have like 20 things on the sheet of paper, right, and they're like how we got them all? I'm like, well, that's great, but we have a 35 more minutes that we have to do this. And they're like what are we going to do? For 35 minutes? I go keep thinking about other ones, and so they'll sit there for another 30 minutes, and they were at 23, 24. They'll end up with 80 or 90 on their list. People give up way too early because one person will say one thing and then, all of a sudden, that'll spark five more, and then one person will say another one. That'll spark five more. And that's one of those things. Every time you're doing brainstorming, do that bulk brainstorming, then go back on these risks what's the probability, what's the impact, and then develop a plan based on you know that a strategy.
Speaker 2:Yeah, and one of the things you mentioned last week and when we were talking about building teams what are we talking about?
Speaker 1:I don't remember, I don't remember, I don't remember what happened at breakfast.
Speaker 2:How did I get here to the studio? You talked about cross-training your team, and so if you are weak in a particular area and you do spend some time cross-training, that's not going to cost anything. It's going to cost some time and some scheduling, but then your team is ready in case one of something happens to one of your employees, someone's sick, someone's extended leave because of health issues, whatever you've prepared for that particular thing to happen. And so the question would be how often do you need to reanalyze those risks? You need to do it like once a year, sit down at the beginning of the year and say, okay, these are the things that happened in 2023. Let's look at the things that might happen in 2024. Do we have them more probability in the summer because of whatever? Do we have a more probability in the winter because of weather? Is that a good kind of a good strategy to think through?
Speaker 1:We always do it once a year, but we add to it over the course of the year.
Speaker 2:Okay.
Speaker 1:So, in other words, if something happens, here's the thing that you know, being very involved in the Builders Association and National Association of Home Builders, you always hear stories, you always come up to them. We're in these government relation meetings, all these things happening across the country that maybe it doesn't affect our market. I was just on the phone with a gentleman this morning. He started going through three or four things that's affecting the Austin market, where it's not a huge one. Here we talk about it a little bit but not like they're going through down in the Austin market right now. And so at that point I might have to add those, because if it's affecting one market, it might come to my market soon enough, or it might be something that's coming out of our national government relations and stuff, something that's on the national level that's come down. I mean we do so much on the national level to mitigate these risks and keep them down. The National Association of Home Builders they do so much to keep the price of the home down. They go and they lobby and they fight some of these crazy rules that they come up with. I mean that if we just give them free reign, it'll add, you know, $6,000 to $30,000 for the price of the home every year of some of these things that they come up with. So that's one of those things we got to look at, that you know. So I'm going to go through once a year, I'm going to look at this, I'm going to add to it, based on another brainstorming, so we'll have everything on the historic data. We're not going to take them off the list. More likely, if they've made the list, we're going to keep them on the list and then we have another brainstorming session. Is there anything we heard in the news, anything that we didn't add over the course of the year, anything that we need to put on? So we keep adding to the list.
Speaker 1:Again, it doesn't have to be, you know, out there. We don't have to have a 12-point plan to get it done, but we need to make sure that we know the impact and the probability. And then you know where you were going on. That is, you know, make sure everybody's on the same page, make sure we're able to implement this, you know, not just write it down on a piece of paper.
Speaker 1:What happens, how are we going to do that? Who's going to do what task? You know, because, again, like a fire happens, there's a lot of people that have to do a lot of different stuff. It'd be a lot better to know in your church you know that if you had a fire, who's going to do this, who's going to be in charge of the insurance, who's going to be trying to figure out a new location and all this, and you can sort of delegate some of the staff and tasks and have some names and plans. It doesn't have to be a full comprehensive plan, but a little bit of a plan together so we have a little thing would be helpful.
Speaker 2:And I'm sure it would have been helpful in your situation there.
Speaker 2:Yeah, I just never crossed our mind to think that. But what you're saying, I think the bottom line, is you want to be proactive on these ifs, not reactive, because if you at least start thinking about the what ifs before they happen and some of them will never happen, however, some of them might and so the question is if you start thinking about them beforehand, then if something does happen, even if not that particular thing, then at least you're in conversation with oh, you know, that's not exactly what we're thinking, but it's really close, so let's implement the same strategy to address it.
Speaker 1:And we'll tie this into some of the biblical and if you've listened to us from the very start, you know that Dr Posey wrote a book on Mr Noah and all of that, and I think that's one of the things that he had as far as risk mitigation. I mean you know, he was being guided, of course, by God, but I mean there's a whole thing. He was putting a thing in place that nobody ever thought would happen, so he had a default plan.
Speaker 2:You know he was putting a thing in place that nobody ever thought would happen, so he had a default plan. He did God said it's going to rain.
Speaker 1:It's going to rain, so I mean there's a good chance. But think how many people went what are you doing?
Speaker 2:What are you doing? What are you doing? It's not going to rain. It had rained for more than three days in a row. What do you think is going to rain for that log?
Speaker 1:But I mean he did, he had that in place. So to tie in, because we've got to put some of the biblical in here, I think that's one of the biggest things that came out of that is Noah having basically a risk mitigation. He had a plan in place.
Speaker 2:He had a plan in place. When something was going to happen, he thought about it. He worked on it for 100 years. Hopefully you don't have to do that long. Hopefully. You know, but at least he had something, he had a plan, he was proactive in doing it. He wasn't just sitting around thinking, oh, that's never going to happen, and so that's a great story. If you have never read the story of Noah, it's in the very first book of the Bible, the book of Genesis. It was beginning with chapter six going through verse nine.
Speaker 1:And what is that book?
Speaker 2:you read that you had Twelve Gifts you Can't Afford to Lose.
Speaker 1:Twelve Gifts you Can't Afford to Lose. Find that out there online. See I need to put a link to that on our website.
Speaker 2:Let's get that on our website, yeah, and maybe six more people would read it.
Speaker 1:I know it's exactly right, so I mean we double our listeners because they read your book and you made your 12 cents on your book, or whatever I think I made six cents last month Sweet. That's awesome, that's just sweet.
Speaker 2:You know, in a couple more years I'll be able to buy a Whataburger. Exactly right, exactly right. There's several stories about that and one that some people might be familiar with. At the very end of the Sermon on the Mount in Matthew, chapter 7, we're talking about the wise builder, and Jesus told a parable about one man that built a house on the sand and another man built a house on the rock.
Speaker 2:Well, obviously, the man that built his house on the sand never thought about what could happen if there is a high tide and it washes my house away. The man who built the house on the rock. There's so many lessons we can learn from this but as far as risk management, he thought through what's going to happen if. If I build it on the sand, this could happen. If I build it on the sand, this could happen. But if I build it on a solid foundation, then this, even if this happens high tide, what storm, whatever, it's not going to destroy my house and I think that's what you're saying is that you have to think through if I make this decision, what are the consequences? Am I putting my company or my family at risk by doing this? Or, if I make this decision is there going to be less risk in the future?
Speaker 1:Yeah, and the funny one hit me was you were talking about that one is you know, think about the big bad wolf as the risk out there, right, and you're the three pigs. How are you going to mitigate that risk if you knew the big bad wolf was out there? Because the big bad wolf is sometimes we see it, we just hear it huffing and puffing and we don't know what it is. And that's one of those things. What can we put in place? And that one came to my head while you were talking about it.
Speaker 2:Well, that's a very good story. Yeah, I know You're like anyway moving on, you know. So, anyway, what else we got? Well, in Proverbs, the book of Proverbs, chapter 27, verse 12, we read these words the prudent see danger and take refuge, but the simple keep going and pay the penalty. And so what a great statement from Proverbs. There it's like no, we're going to open our eyes to think about what if, what, if this something happens.
Speaker 1:And that's one of the things I was going to throw in a second ago is, you know, one of the things I wrote down here is effective leaders recognize that managing risk is not about avoidance or mitigation, but it's about recognizing and seizing opportunities that arise from an ever-changing business model or landscape or threat that might be out there doing the SWOT. So, you know, based on, like, what you're saying with the, what was it? The parables? Yeah, you know, we're not trying to avoid it, we just have a plan in place. We know that there's a good chance that it might happen. Hopefully it never does. But we again go back to that proactive-reactive thing.
Speaker 2:Right. And so what happens if you have a person who is naturally anxious and their glass is always half empty? They could be consumed by thinking about the what-ifs, right? And we're not suggesting that at all. We're not suggesting that you spend days and days and days focusing on the negative. We're suggesting that at least at some point during the year, your team gets together and that's what's so important about a good team, and it could be a team building exercise. What are the things, what are those what ifs that might happen to our organization. Whether I run a restaurant, whether I run a warehouse, whether I run a church, whether I run home building, whatever my business might be, I might run a group of electricians or plumbers. What are the things that might happen that could cause us to lose production, lose finances, those kind of? Let's just think, let's take an afternoon and let's think through those things. Then we'll process it over a time and come up with a plan. We'll prioritize the ones that we think might happen and at least we have started the conversation.
Speaker 1:Yeah, and here's the thing in today's world, with computers and all this and we have access to so much information, it's very easy to do a search, find out what problems builders had, what problems restaurants had, what problems churches have had. I mean, a lot of this information is out there. A lot of people have posted this. There's a lot of people that specialize in the industry that they create programs based around risk and based around problems, things that have happened in churches, and if you can do the research, it'll just help you and then take that information that's out there online.
Speaker 1:But make it personal, don't just copy and paste. Make it your plan, take it back to your team. How are we going to do this? Who's going to implement it? Is everybody on the same page? What's the probability? Because you may think it's very, very big probability, it's going to happen, but everybody in the meeting might go, no, that's really a low probability, because you might've had a past experience to sway your decision based on this, right, you think, oh, fire, right, no, it's never going to happen, right? But you are going to be like, yeah, it's very possible because you've experienced it, you went through it in your church, so at that point, you would have that discussion with your team going no, this is what happened, this is what we went through.
Speaker 2:Now we need to have a plan in place if something went south on it. Yeah, and so if you have a brainstorming exercise and you have, say, 10 things at the beginning, the first time you go you have 10 things Instead of just taking all the responsibility on yourself as the leader to come up with a strategy you might assign. Okay, you two over there, I want you to focus on the first two things. We're going to meet in a month. You come back with some options or at least get the conversation going. You two focus on these so that you split up the. You know you divide and conquer, you help the team grow. It's a team building exercise.
Speaker 2:Which we talked about last week, but it helps the leader or the president of the company or whatever. Trust your people. Let me think what are you thinking about if this happens? What are you thinking about if this happens and I'd like to hear your opinion about that Then we'll all get back together, maybe over lunch or whatever. We'll bring some lunch in. We'll start processing that as a team. We'll get together, we'll try to prioritize all of that and then come up with some type of strategy to address the most three, most important things, right?
Speaker 1:And that's one of the biggest things is the leaders don't have all the answers.
Speaker 1:a lot of times it's the people in the trenches right, the people out there doing work Exactly right, I'm never going to come up with a risk management strategy, even though I've done this for many, many decades. I'm still going to ask my guys that are out there in the field my project manager, my supervisor, my district managers what do we do? What do we need to do, what do we need to come up with as a plan? Because the things that I think about that's going to be problematic. They're going to think they're going to have a whole different list of things that we need to do. You know, and we do that between each other as a team, you know, but we need to have it on paper. We need to have a plan in place Because, again, if it was me and Manny and we're we're bouncing back and forth Manny's worked for me for 23 years, right? So what if Manny didn't work for me?
Speaker 1:or he retires, he goes, moves away or something. Then I'm with another person. We might not have that same knowledge, and before he moves away, or he retires or goes someplace, we want to capture that knowledge on a piece of paper. That's why you don't wait, you do it now. That way it's captured and then you train your new employees, new people that come in, and it's a plan that you put in place.
Speaker 2:Yes, and so let's think about one that a lot of companies are doing now. They have online meetings. We did a lot of that during COVID, but do you know why cats don't like online meetings?
Speaker 1:We're just going there. Huh, what's cats, why do?
Speaker 2:they not like-.
Speaker 1:Why do?
Speaker 2:cats like online meetings.
Speaker 1:They don't like.
Speaker 2:They don't like online meetings. Why?
Speaker 1:I mean I can come up with one that's probably not in there because they're not perfect.
Speaker 2:That's a good one, but I would say, because there's too many mouses, oh nice.
Speaker 1:But I like your answer better yeah.
Speaker 2:But let's think about this because this literally happened this morning in our home. Just say, for example, I was scheduled to meet with my staff in an online meeting. We had a storm come through last night, literally and we had no power.
Speaker 2:We had power, but we had no internet. So the question would be, for those of you who do online meetings, maybe with your company around the country or whatever, what happens if you have no internet? How are you going to address that? I think that should be up in the top level of your risk management. Okay, if there's somebody who can't make the meeting because they have no internet, well, yes, you can call in whatever, but don't think about that plan after the storm comes through. Think about it beforehand. Here's our plan If you don't have, you know, internet, you can't get online. This is the option. Everybody knows what that is, Because storm season in the fall, you've got hurricane season in the south. It does affect companies a lot, but you've got to have that plan in place before it happens so that when it happens, you know exactly what you're going to do.
Speaker 1:Well, just to give you an idea, like when I'm doing speaking online, a lot of times I will have a secondary device logged in as a co-host, but that one is on the cellular network, so if I lose my Wi-Fi in the office, it'll default to that one. It'll keep the line open. I don't have to have 40 people trying to figure out how to get in where we're at.
Speaker 1:I also have routers in here that I have dual, where I have AT&T and Spectrum both hooked up. So if AT&T went out, spectrum would take over. It's a dual frequency so it'll automatically hook up and my uh, my internet signal will stay intact. So there's a lot of things that we mitigate that risk. And well, why? Why do we do that? Because at some point it's happened. Right, you know, if power go out, well, it's going to be a dark room, they're not going to be able to see much on cameras and all that stuff, but I still be able to keep the line open going. Hey, just everybody hang out for a second. We don't have power and it's going to be a problem.
Speaker 2:But you have addressed that proactively, because it does happen it has happened. It's going to happen in the future and you're ready for it, in case it does.
Speaker 1:If it's a big enough client where we have some of these people we have 70 people I will get a co-host and I'll just have that person as a co-host in a different location. Uh, it could be one of my speaker friends across the country. I'll just have them. I'll pay them a come in just to be co-host, interject some thoughts if you want, but other than that, it's just to keep the line open. So if mine shuts down, they can say, hey, don't know where Tim went, but you know cause it's happened. You know, I just I was gone, you're gone 15 minutes. I come back and I'm like, cause I gave them the book. They just kept going, you know. And then all of a sudden, we, we come back. I'm like, all right, I'm back for you guys. So, yeah, so you know what you know I I think we're coming out close at the end of the show here and and I promised some triathlons- one.
Speaker 1:Yes, I've been ready why are triathlons like a good joke? Because this one ties into triathlons and our show oh my goodness I don't know why are triathlons like a good joke timing is everything. Yes, it is, it is not for me.
Speaker 2:I just want to finish standing up exactly right, that's it.
Speaker 1:that's the goal. Finish standing up Exactly right, that's it.
Speaker 2:That's the goal. Finish standing up.
Speaker 1:Yes, that's always good.
Speaker 2:What's a ghost's?
Speaker 1:favorite part of a triathlon.
Speaker 2:The snacks.
Speaker 1:The boo cycle.
Speaker 2:The boo cycle.
Speaker 1:I was a groaner. Let's see, I don't have any. I don't have any. Oh, that was the wrong one. Oh, that was the wrong one. Oh, that was the wrong one, that was crickets.
Speaker 2:Okay, okay, here's one. I'm going to go out with this one.
Speaker 1:All right.
Speaker 2:So I asked the corporate wellness officers A lot of companies now have wellness officers, counselors so I asked the corporate wellness officer can you teach me some yoga? And he said how flexible are you? And I said, well, I can't make it on Tuesdays.
Speaker 1:Oh, I wish I would have had this one last week. I'm going to throw one more in. I'm done. I'll let you see if you have one here.
Speaker 2:What do you call a?
Speaker 1:group of rabbits hopping backwards. A ribbit, a receding hairline. Oh, there you go. Well, we both have that. Let's see, is that the green?
Speaker 2:one?
Speaker 1:No, I don't know what that one is. Yeah, yeah, I got it on my other one here, so anyway. So do you have one more or are you going to leave it? I just have one more, all right.
Speaker 2:I have one more. I told my boss three companies were after me and I needed a raise to stay at my job. We haggled for a few minutes and he gave me a 5% raise, leaving his office. He stopped and asked me, by the way, which companies are after you? And I responded the gas company, electric company and the cable company.
Speaker 1:There it is. Oh, I got it. I found it while you were there.
Speaker 1:Okay, we're good. Hey everybody, Thank you you for joining us today. Be sure and check us out. Biblicalleadershipshowcom. Go in there. Little form out there, fill out. If you had some dad jokes for us, we always welcome the dad jokes. You got us something to talk about, whether it be church related, uh, something going on in your life. You want us to say a prayer for you? We are always available for you. And other than that, guys just reach out to us, check us out. We got ever-changing stuff. Biblicalleadershipshowcom. We're going to be adding to that over the course as we get time where we're not in studio and not running around trying to make some money and doctor here is not exercising all day. We're working on that.
Speaker 1:So, he's traveling the country, going to state parks and national parks and stuff like that.
Speaker 2:Yes, exactly right. So anyway, share our podcast with someone else if you think they'll like it.
Speaker 1:Yeah, we'd like to get up to 12 listeners.
Speaker 2:Yes, we would, at least in a month from now. That would be nice.
Speaker 1:Last week I think we dropped by two. My jokes are so bad. Other than that, guys, I hope you had a great day and, dr Dean, take us out. Make it a great day. Talk to you, bye.
