Your Title Is Not Your Authority If People Do Not Trust You

Your organization already has a “highest authority” at work, even if it isn’t the org chart. When the loudest voice in the room sets direction, when side conversations replace direct feedback, or when ego drives decisions, culture starts to crack. We use Hebrews chapter one as the jumping-off point to talk about what authority really is and how leaders earn it through character, clarity, and consistency.

We also zoom out to the Book of Hebrews itself: the mystery around the author, the heavy use of the Old Testament, and the sweeping claim that Christ is superior to angels, Moses, and the old sacrificial system. That theme of “superior authority” becomes a practical leadership framework. If you lead a team, a church, a nonprofit, or a business, the question becomes personal: what voice is shaping your decisions right now? Fear, pressure, pride, culture, intimidation, or something deeper?

Tim shares a coaching story that lands like a flashlight in a dark room: a leader who shuts people down is told to stop running the meeting and quietly watch what happens when someone else leads. The results are immediate and measurable, and it opens a path to healthier meetings, stronger succession planning, and a more resilient workplace culture. If you’ve ever wondered why your team feels quiet, tense, or disengaged, this one will give you a concrete experiment to try.

Subscribe for more biblical leadership principles, share this with a leader who cares about trust, and leave a review so more people can find the show. What voice do you want shaping your leadership this week?

Transcript

Welcome And Dad Jokes

SPEAKER_00 0:28

Alrighty, welcome. Welcome, welcome. Welcome, welcome. How you doing, Dr. Bose? I'm good, Tim. How you doing? I am hanging in today today. You know, can't complain. Oh, that's good. Nobody'll listen. I could be a magnifying to come up with something. But you know, it's one of those things.

SPEAKER_02 0:46

Hey. It is one of those things. Yeah. Yeah. I mean, you can complain all day. It doesn't change anything, right? Exactly. Except your attitude gets worse and worse and worse.

SPEAKER_00 0:54

That's exactly right.

SPEAKER_02 0:55

So it's like, uh-uh, not gonna go there. Just not gonna go there.

SPEAKER_00 0:59

Yeah, yeah. Yeah. Not gonna go there. No.

SPEAKER_02 1:01

But I will go to a dad joke. Okay.

SPEAKER_00 1:05

So first of all, you're just gonna treat him.

SPEAKER_02 1:08

Treat him right. Yes, exactly right. Welcome to the Biblical Leadership Show. I am Dr. Dean Posey. With me is my co-host, Tim Lansford.

SPEAKER_01 1:17

Yes.

SPEAKER_02 1:17

We have enjoyed doing this for almost three years now. Yeah. This is so much fun. And if you're a new listener, thank you. So I just heard today from my swim coach that uh we listen, we have a new listener out in California.

SPEAKER_00 1:31

Nice.

SPEAKER_02 1:31

And it's his nephew. I didn't get his name because I was in the pool. But so whoever you are out there, Chuck Chuck Burr's nephew out in California, thank you so much for listening. And all of those around the world that are listening to us, we really appreciate it. And uh share share this. Getting a lot of momentum. We do get a lot of momentum.

SPEAKER_00 1:51

So um we're doubling up to four people. Yeah, four people a week. I mean, we might be up to 17 people by now after three years.

SPEAKER_02 2:00

That's so fun. That is so much fun. Anyway, first time listener, what we do is uh right now we have been going through the entire Bible. Uh started in August of 24. We go through the book. Uh right now we're in the book of Hebrews. We start in the book of Genesis. Sometimes it takes us a week to go through a book, sometimes it takes a couple of weeks or a month or so to go through a book. And what we do is we look at the content of each book of the Bible and we pull out leadership principles that are in that particular book or chapter or verse. Like last week, we got through three verses of Hebrews chapter one. That's exactly right.

SPEAKER_00 2:39

So by the end of the year, you know, we might get through Hebrews.

SPEAKER_02 2:41

We might cut through Hebrews, right?

SPEAKER_00 2:43

Yeah.

SPEAKER_02 2:44

Um, anyway, and so then, of course, because it's our show and we want to have some fun, in addition to talking about leadership and the Bible, we throw in some dad jokes.

SPEAKER_00 2:55

Yes.

SPEAKER_02 2:55

So and I this morning I was reading the news and I read an article about a tomb that was recently discovered in northern Greece that some scholars, this is really true, some scholars believe it's the tomb of Alexander the Great.

SPEAKER_00 3:14

I know you never know.

SPEAKER_02 3:15

No, they believe that this tomb could possibly be the tomb of Alexander the Great. I'm thinking, wow, that's how cool that is. So it made me think of, you know, um, of Alexander. And then I thought, who else do I know by Alexander? Alexander Alexander. Oh, Alexander Graham Bale. You know, what an incredible person that was. But I'm sure most people have not heard of his brother, his twin brother.

SPEAKER_00 3:43

No?

SPEAKER_02 3:44

Yeah, Taco.

SPEAKER_00 3:47

Taco Bell. Taco Bell. It's close, man. It's close, but it's still bad. I had to sink into Taco, Taco, Taco. Where are we going with this one, right?

SPEAKER_02 3:59

Yeah, so I'm hungry. So you're talking about it. We were talking about food, and my backflip's neighbor makes incredible pie crust carrots. She's just awesome. So, what do you call a snake that loves to bake? I don't know. A python.

SPEAKER_00 4:22

I was trying to put snake in there somehow.

SPEAKER_02 4:25

So Okay, so here's the last one before we get into another one. Okay. What do you call a sheep with no legs?

SPEAKER_00 4:33

A sheep with no legs.

SPEAKER_02 4:37

A cloud. You need that gong bell. You just need that gong bell.

SPEAKER_00 4:48

Oh, I I yeah.

SPEAKER_02 4:51

Okay, so one last one before we get into another one. Okay. Why do ants never get sick? Why do ants never get sick? Um, because they have antibodies. Okay, let's move on.

SPEAKER_00 5:17

Oh my gosh.

SPEAKER_02 5:19

Yes. So, anyway, we're gonna talk about Hebrews. Last week um we had uh Dr. Sarah Kennedy with us. Yeah, and uh delightful visit with her. Delightful. Yeah, and so um yeah, a lot of fun. And

Hebrews Background And Big Theme

SPEAKER_02 5:34

we began the book of Hebrews.

SPEAKER_00 5:37

Um now, let me give a little background on Hebrews in case you were not still thinking about your jokes or process a couple of them.

SPEAKER_02 5:47

Um okay, so one thing about several things about the book of Hebrews, if you haven't read it, the main mystery about the book of Hebrews is the author. Uh for many dec for many centuries, people thought, most scholars thought, that Paul, Apostle Paul, wrote the book of Hebrews. Several hundred years ago, people began to doubt that because of the Greek, the style of Greek that was used, the fact that there was some things in Paul's letters from even from Romans all the way to Philemon, that the way he introduces the book, the way he uh finishes his letters, um, that are not consistent with the book of Hebrews. Um, obviously, the person who wrote the book of Hebrews, very, very familiar with the Old Testament. And so if you have not read um the first five books of the Old Testament called the Torah, I would encourage you, as you're getting ready to read the book of Hebrews. Now, it might take you a while to go through the book, the five books of the Old Five Books of the Old Testament, because you have Leviticus, you have numbers, and sometimes they'll slow you down. Um, but I encourage you to read those and then go back and read the book of Hebrews. You might want to read the book of Hebrews, then go read the the Torah, and then read the book of Hebrews again because it'll make so much more sense if you have a knowledge of some of the Old Testament. Um now, you'd have to read the whole Old Testament with the prophets and all those kind of things to understand all of what's going on in the book of Hebrews. But I think you'd get a really good understanding, um, especially with the angels and Moses, if you just read the Torah first, um, and then read the book of Hebrews. And you could read the book of Hebrews several times before you actually begin to grasp the meaning. But the main meaning is that Christ is superior to all of that, um, superior to the angels, superior to you know, Moses, superior to the priest, superior to Melchizedek, uh, superior to the sacrificial system in the Old Testament. Christ is superior to all of that. And and so that's kind of a background uh of the book of Hebrews. And um and so we'll move into that uh and talk about leadership um and how these passages in the book of Hebrews um give us some leadership principles that we can use every day. Whether you're a leader of a bowling league, uh tennis team, uh a golf team, uh, or a Fortune 500 company, there's gonna be some principles that you can uh employ, you know, begin to implement into your life even today. So all right, Tim.

Knowing The Final Authority

SPEAKER_00 8:43

Yeah, I was just thinking of, you know, when we were talking about that first part there of, you know, that Jesus is above everything. And I was thinking of leadership principles because I don't know that we really got into a lot of the leadership. We've talked about a few things that think. But uh, you know, I was just looking at uh some things and and uh you know uh how we could pull something about leaders must know their their highest authority, right? Um whether it's them, how they treat it, how people look up to them compared to if they have somebody that's above them um in business wise, you know, is what I'm speaking of, not spiritually, you know, and and there's there's a lot of power there, you know. If you're the CEO of a company and and it's sort of like, you know, with Jesus, I mean there's there's a lot of God was speaking through Jesus and all that stuff, and and people are looking up to you as the CEO of the company and as the highest authority inside that company.

SPEAKER_02 9:38

So yes, and uh there's someone very famous that said the buck stops here. Right. Uh people need to know that if you're the head, that that's you. Um and if you're a leader at all, it took me a couple years um into the ministry to begin to to learn something that I did not learn in seminary. Um, and that is sometimes um people are thinking they're the ultimate authority or the final authority, they have the final say in the church or they have a final say in business other than the boss. And so there is occasionally sometimes when the people talk around talk behind the you know pastor's back or talk behind the boss's back and just create all kinds of problems for the organization because they think they're the final authority, um, or you know, they know what's better than the boss does, and it just creates all kinds of issues. Right. And it's never good. You know, if you have an issue with your boss, sometimes you might think if I say anything to the boss directly, I'll probably get fired. Right. Okay. So I'm just gonna talk to this person or that person and see if they can be on my side. And that is never good.

unknown 11:01

No.

SPEAKER_02 11:02

No, if you don't like it, just maybe fill out your resume and look for something else, really.

SPEAKER_00 11:07

Just call those the water cooler crew, right?

SPEAKER_02 11:09

Oh, the water crew. I hadn't heard that before.

SPEAKER_00 11:11

Where they all stand around the water cooler and say how they would run things differently and what needs to be changed around here back in the day.

SPEAKER_02 11:18

But you know, we see that in every aspect of life. We see it in sports teams, you know. We see it in small companies, we see it in big companies, we see it in nonprofits. I mean, it happens. And and sometimes their suggestions can be really, really good. Um, because leaders, no matter how long you've been in the company, how wise you are, you're not gonna get everything a hundred percent correct. There's gonna be some decisions, and I've made plenty, that were not accurate. Okay. Um, and if if I made a mistake, which I would acknowledge, I'd want someone to come to me in my office and say, you know what, I really disagree with that decision, or could you explain to me why you made that decision? I'd sit down and tell them. And sometimes, you know, I listen, and they were right. And I remember a very specific um time we were uh in uh one of my first churches, and we were um gonna build a another building. And um we had a crew, we were meeting with the architect, and there was like 13 or 14 of us in the room, and we were had a great discussion, the architect had some great plans, and uh this one person, I won't say it was, but it was very, very wise individual. He uh we all of us, you know, we took a vote, and everybody was for what the architect was proposing, except for one person. And so we turned to him and said, Could you explain why you're against this? And and he said, and you know what, he was absolutely right. And we changed the direction of what we were doing because of that one person who was willing to speak up. And and um, and so I would say, Hey, if you're that one person, um sometimes people don't want to speak up because they're afraid of losing their job.

SPEAKER_00 13:16

Right.

SPEAKER_02 13:16

Um, but I'd say, okay, find a way to do that instead of being a what did you call it? The water cooler crew.

SPEAKER_00 13:22

The water colour crew. Yeah, water cooler. Where everybody just go walk around.

SPEAKER_02 13:27

Try to do that without creating happiness.

SPEAKER_00 13:29

You know, and the the easiest way to do that if you if you if you don't have the the desire nor the confidence is just literally, like you said, just go ask a question. You know, I I just want to clearly understand the direction we're gonna go. I mean, I'm not here to challenge. I'm not I just would like to ask you some questions on this, so I I make sure I wrap my head around the the thought and all that stuff and and let them tell you. If it's their idea, more likely they're excited, they're gonna tell you, they're gonna, you know, say, you know, and then you can do it by facial expressions if you want. Like you know, whatever it might be.

SPEAKER_02 14:06

So yeah, so what and let me make sure I hear what you're saying. So, so the any organization needs to know um who their who the final authority is. Yeah. And if you're the leader, you need to be sure that your authority is not in your ego or your title or your position or charisma. That your your leadership authority comes from your character, right?

SPEAKER_01 14:33

Right.

SPEAKER_02 14:33

And and your consistency and the trust people have in you. That's that's where your authority comes from. Yes, you might be um the the person and and those kind of things. And um but the um you don't have to You know, I don't have to pretend to know everything, right?

SPEAKER_00 14:57

I don't have to build my leadership around, you know, like we were talking about, that ego, you know. Um it's just you have to have the knowledge, you have to have the presence, and and I think that's important, you know, is is be humble, but at the same time if know that people are looking up for you if you're the ultimate owner and and uh make sure that you're you know doing something that's respected and and clear to your people. So if you have a mixed message or a crazy message, then it's it's gonna come off as a crazy mixed message, and you're gonna have the water cooler crew standing around and and they're gonna be finding ways to sabotage you behind the back.

SPEAKER_02 15:41

So I have a a quote from Zig Ziggler. God, what he was amazing. Yeah, we're talking about him. Amazing gentleman. And this is what he says ability can take you to the top, but it takes character to keep you there.

SPEAKER_00 15:56

Nice.

SPEAKER_02 15:57

Yeah. So you might be in a position because of your past, you know, accomplishments, your resume, your whatever. But if you don't have the character and the trustworthiness of your people, being consistent, those kind of things, you're not gonna it's not gonna last long. It's gonna create a havoc and chaos in your organization. So so I think what we're seeing from Hebrews is that Jesus obviously he was a son of God, that's what we believe. Yes, but uh his character was consistent. Uh-huh. His confidence uh just uh he just exuded confidence uh because he knew his authority was God. Uh he was very consistent in his message about God loves all people and forgives all sin. And then people tr began to trust him. And uh you could see from several times in the scripture, uh some of the people were saying, Well, where'd this man get such authority? He didn't he didn't have official training, right? Well, it was because of his character and his confidence, and he knew who his authority was. And and so I would just say that would be a great role model for a leader of any organization. Let your character shine, let your consistently shine, and let your trust in your people so they can trust you, and and that will just build momentum uh as you go. Okay, yeah. I like it. Well, it was from Zig Ziggler, so you know how can you not lie? How can you not like that?

SPEAKER_00 17:30

That guy's amazing. He is just amazing, very smart guy, very nice guy, too. So just a great presence to him.

SPEAKER_02 17:39

So consistently, consistently, consistently. Yeah, yeah. So uh that brings us really to maybe verse four, chapter

Which Voice Shapes Decisions

SPEAKER_02 17:50

one, you know. Um and so we get into the beginning of really into uh beyond chapter, I mean chapter one, really beyond verse four, uh, because the author of Hebrews begins to say um here in verse four, having become as much superior to angels as the name he has inherited is more excellent than theirs. So so here really in um in chapters one and two, um the author of Hebrews is talking about how Jesus is superior to the angels. The angels were created beings. Jesus was not a created being of God, but he is God, so he's existed from eternity to eternity. Um but uh the chapters one and two, the author talks about how Jesus is superior to the angels and to the Torah. So um you know the Torah contains the Ten Commandments, and those are great. Um but Jesus says, you know, I give you a new commandment, and that is to love one another as I have loved you. And so just he goes into that. We don't have time to go into all of that today, but um great, great message. Um and so the that leads us to a really good leadership principle, and and that is this what voice is shaping your decisions as a leader? Uh I mean, there's could be all kinds of voices. There could be a culture around you, it could be fear, it could be pressure, economic pressure, social pressure, could be your ego, it could be your pride. Uh, as we were talking before the show, some people lead by intimidation. Um some people try to lead because they're talking behind the back of the leader. Um, are you the loudest person in the room? Uh is that the one you have a board meeting and there's someone that's always dominates, even though they're not the CEO, but they always try to dominate the board meeting. Is that what everybody listens to? So so that's really a question is what voice is shaping decisions that you make as a leader? Yeah. So I'm sure you've had experience of that, you know, in your leadership talks around the country. No. No?

SPEAKER_00 20:25

Okay, let's move on. No, it's it that's exactly right. You know, I I

Ego And Blind Spots In Leaders

SPEAKER_00 20:30

uh uh you know, I and I've told stories many times on here about people that um they thought they they always pointed the other person, you know, saying, Oh, it's this person, you know, the my team won't bond. And and uh, you know, I don't know what's going on. I've tried everything, and it and it was took me five minutes of talking to them, going, Well, you're the problem. It's not it's gonna make anything right and then to work through that whole process, and that's that's one of those things. And and that's where that ego, I've I've seen it more than anything, that ego gets in the way, and they they feel like they feel like they're being transparent and open, and they're they're not, they're not even close. They're they're barking orders and telling people what to do. And and uh I've done it so much as far as coaching and just a simple thing of you know, HR hire me to meet with this supervisor. And uh so I I gave the supervisor this, you know, 10-page questionnaire, and I give each member of the team 10-page questionnaire, and they return them to me, and yeah, they don't even look even there's not even a line that's the same, right? You know, in the same way they've answered uh everything's great, I'm awesome, and to well my god, this guy's yeah, this this guy's a nightmare. He doesn't know what he's doing, and and I'm like, Oh, we got a lot of work here, you know, and that's uh it it gets it a lot more than more than not.

SPEAKER_02 21:55

And we have talked about one thing a lot, and that is humility. You know, and looking in the mirror. Um, and you know, when you go to the state fair and they have those mirrors that make you look all kinds of weird shapes, tall or big or you know, I wish they had one that made you look smart, but uh you know, they they don't have that one, not yet. But but you know, some people look in the mirror, uh, you know, not unless they're physically, but they they do a self-evaluation and they don't see anything that they've done wrong, even though profits are down, you know, morale is down, uh whatever is down, and they think it's the team's fault or it's it's uh you know acquisition's fault, or it's a finance department.

SPEAKER_00 22:41

Yeah.

SPEAKER_02 22:41

They never realize, hey, I could be the problem. And so as a person who deals with that on a very regular basis, how do you help a leader? I know it's a multi-step, maybe multi-month or year process. Yeah, how do you begin to even help a leader that has so much ego or so much pride that they can't even see their own mistakes? How how do you begin to do that?

SPEAKER_00 23:10

I don't, because they they won't hire me because I've told them it was their problem.

SPEAKER_02 23:14

Oh, you're the problem. Okay, you're fired.

SPEAKER_00 23:17

Before we even hire them, no, there's a lot of truth to that statement, is most of the time they can't see it, you know, and and the first step is getting them to see it and getting them to acknowledge it, and then we can develop a program to fix it. But a lot of people they don't. They they just say you don't know what you're talking about, and that's not the case. And it's very obvious to everybody involved except the person that writes the track that's trying to hire you. Now, if it's through an HR department, you know, you have some sane people, or this is you know, a manager that's below the people that can write a check, yeah. But if it's the CEO of the company and I'm pointing the fingers at him, going, It's really we got to work with you.

SPEAKER_02 23:55

And yeah, no, it's so of a of a let's just say a zero to a hundred out of a hundred people, uh, I'm sure you've dealt with a lot more than that, but of a hundred companies or CEOs that you've dealt with that have this issue, right? How many out of a hundred would actually be open to even talking to you about themselves?

SPEAKER_00 24:15

Uh you know, you probably get a big seven. Yeah. I was gonna say like twenty or thirty, probably. Yeah, yeah. They're they're they're open. A lot of times they won't change, right? They won't they won't they go through they'll go through the motions and stuff. Um and it depends on how how big of an ego, how big of a uh you know, stick this guy wants to carry, or he he's proud that he's carrying, and and uh you know, everybody's different, and you know.

SPEAKER_02 24:47

But if that person chooses to go through some self-evaluation honest self-evaluation, not to be putting them down, but to pointing out some things that they might need to change, like go out on the warehouse floor and learn all your people's names. Yeah, simple thing. Sit sit down and have lunch with a group of them every so often, you know, just to get to know them, not as the boss, but just as a person, right? Um how long does it take to have them begin to realize, oh, I could do some simple things that really turned this whole thing around. Well, it takes a year, six months to do that.

SPEAKER_00 25:29

You know, it's a case-by-case basis. You know, I've worked with people for six, seven months, and it was still pulling teeth, you know, every time. But then I've had other things, and I've mentioned, I think, on the show before, that in five minutes uh the guy showed up at one of my seminars, I knew he was a problem. That I told him to go back and and just come down and call me right when his his meetings was getting ready to start, his his weekly meeting. Come down and call me like one minute before it meets. You're gonna be late to your meeting. And um he goes, All right. He goes, come down. He was really annoyed with me. He goes, Why am I calling you right before my meeting started? I'm like, because I don't want you in the meeting right now. He goes, What? I'm like, no, I want you who who's running your meeting. He goes, Well, you know, Bob's running the meeting. I was like, all right, great. I want you to sit here and talk to me for 15 minutes, and then I want you to walk in. I want you to slide in the back of the room, and I just want Bob to handle the meeting today. He goes, All right, I don't know what this is gonna do. I'm like, you're right. You don't know what's gonna do. I don't know what it's gonna do. Let's see, I have a hunch. So he did that, and I said, I want you to call me back as soon as your meeting's over. I don't want you to interject. I just want you to sit in the back, motion to him to keep the meeting going. I sit back and watch him. And then he came back after that, and he called me and go, How'd it go? He goes, Ah, the meeting was great. I go, Great. That tells me one thing. You're the problem. And uh he's Wow, that's the and we went back and I said, Here's what we're gonna do next week, next Monday, we're gonna do the exact same thing. You're gonna call me, and then you're gonna watch to see if it happens. And I said, For one, I I don't want you to ever run a meeting again. I just want you to sit in the back of the room and let Bob run the meetings. And he ended up giving it a try for a couple weeks, goes, I'll play your little silly game, Tim. He did it for a couple weeks, and he goes, Yeah, it's it's a whole new company based on him not leading the meetings and the way people are interjecting and the the vibe and the the motivation. So he got it. He got it quicker as than I even thought he would get it. But then some people, you know, it's it's uh, you know, pulling teeth for six or seven months trying to get them to see that. But you know, if you can get him an example and he can see hardcore stuff that's actually happening and the changes that that that happen overnight, then yeah, sometimes it it sinks in a little bit better.

SPEAKER_02 27:52

So does that in that particular in in instance, do you see that Okay, so he understands the dynamics of the meeting. Does that carry on to a day-to-day thing outside of the meeting? It just takes a while for that to kind of filter through the rest of the the week.

SPEAKER_00 28:10

Yeah, yeah. Eventually it it filtered. I mean, we had to cross the meetings, we had to cross as people being in a happy mood, and and you know, he'd stand up and run the meetings, and nobody wanted to talk to him, nobody'd give him any suggestions or even have any discussion because you know he'd probably yell at him if they did, right? And it's his way or the highway. And then as I think that probably you know evolved and uh over the course of time, it just it it led into a different culture that that probably shifted, and he probably felt that he probably need and I've told him, I said, you just need to be more hands-off, let your company sort of run itself. You got a good structure, you got good play, you know, everything in place, good bones of the company. It's just you're you're the roadblock of the company. And and I think eventually it it it sort of done. I worked with him for a couple months, and then he just felt like it was good. So, you know, and I I thought it was too. I thought it was headed in the right direction if if he would stay out of it. So hopefully he did.

SPEAKER_02 29:07

So yeah, and so what a great example about what voice is shaping decisions or the direction of the company. And if you're the boss and you only run the meetings, it could be uh leadership by intimidation or fear or your ego or pride. And maybe one of the things you could do is do exactly what Tim just said and have someone else, obviously in advance, um, start running your meetings. You know, I knew I know we had uh meetings back to back on Tuesday mornings, and we'd have all the pastors get together, normally at nine o'clock, and we'd talk about everybody in the hospital and any pastoral care issues that needed to be dealt with, um, or anything else, you know, certainly in clergy. And then at 10 o'clock we'd have a staff meeting for everybody. And uh, you know, we'd go around the room, ask everybody to participate. Um, but what a great idea to have someone else not just be in the room and occasionally talk, but actually be the one who's leading the meetings.

SPEAKER_00 30:12

Yeah, you know, and it empowers them, it has a twofold thing, right? It empowers them to make decisions. They feel more important when they're running the meetings, they're in charge of the crew, you know. If this is your second in charge, you know, if if you're gonna go to Africa on a safari for first three weeks, who's gonna run your company? Then have that person run your meetings. Yeah, you know, and have that succession plan, have that that that that voice in place that you can start doing stuff, you can change the dynamic with a different personality at the helm of running a business.

SPEAKER_02 30:47

So yeah, and even I just thought this right now, you have several people that you could train up to do that exact same thing. So you might have you know Sally do it for a month or six weeks, and then you have Bill do it for a month to six weeks, but you train them up to do that. Yeah, and I would think that the confidence and the energy of the company would increase as more and more people are put into that leadership role. What a great suggestion. Yeah, 100%. What a great suggestion. So um that got us through chapter one. Through chapter one. Through chapter one,

Let Others Run The Meeting

SPEAKER_02 31:25

but what a great lesson about the voice, you know. So maybe we need to uh get into some dad jokes and um yeah, just just talk about some dad jokes.

SPEAKER_00 31:37

We probably should get some dad jokes.

SPEAKER_02 31:39

You think we should have some dad jokes? I don't, I don't, I don't know.

SPEAKER_00 31:42

I mean, I don't I don't have any dad jokes.

SPEAKER_02 31:44

I only have 379 of them on my phone and another 320 right here in front of me on the counter so there's another 60 and there's another 400 and then we have about a thousand dad jokes right now right here. So so here's the way, believe me, leaders, I mean listeners, please, if you know a dad joke that's obviously going to be better than what we do, please send it to us, biblical leadership show.com. But here's the question What's the best time to go to the dentist?

SPEAKER_00 32:16

I don't know.

SPEAKER_02 32:17

At 230.

SPEAKER_00 32:19

230. Oh boy.

SPEAKER_02 32:22

Oh my goodness. Oh okay. What did the boy volcano say to the girl volcano?

SPEAKER_00 32:36

Don't lose your lid or something. That's a good one.

SPEAKER_02 32:39

I lava you.

SPEAKER_00 32:44

Um why was 2019 scared of 2020?

SPEAKER_02 32:50

Because they knew COVID was coming. I don't know.

SPEAKER_00 32:53

Because they fought in 2021. Oh gosh. You have to think about it for a second. Give me that gong button. Oh my god.

SPEAKER_02 33:05

Oh my goodness. Yeah. So what

Golf Charity And Joke Run

SPEAKER_02 33:10

do you call a dog that loves the snow? A chili dog.

SPEAKER_00 33:27

Oh that that took me a second, but I like it. Okay. I like that one.

SPEAKER_02 33:32

You like that one?

SPEAKER_00 33:34

Yeah.

SPEAKER_02 33:35

Okay.

SPEAKER_00 33:36

Why don't programmers like nature?

SPEAKER_02 33:39

Why don't programmers like nature?

SPEAKER_00 33:42

I don't know. Has too many bugs.

SPEAKER_02 33:46

Oh. So right before I was coming to the studio today, I stopped by a um a golf tournament, a golf course because uh a good friend of mine is the head of a uh nonprofit organization, the uh Trinity Community Foundation, and they are an incredible organization. Um, they raise money, and then all through the year they go to parks or apartment complexes and do these play days for kids. And it's just a phenomenal oh, it's so cool. And they've been doing it for years. Um and I I just wanted to stop in and say hi before I came. So made me think of a golf joke. Okay. How many golfers does it take to change a light bulb?

SPEAKER_00 34:32

How many golfers does it take to change a light bulb?

SPEAKER_02 34:35

Four. Four. Okay, what is a golfer's favorite type of music? Swing.

SPEAKER_00 34:52

Nice.

SPEAKER_02 34:52

Okay, here's one more. Maybe two more.

SPEAKER_00 34:54

I'm a golfer, so I'm thinking hard on these.

SPEAKER_02 34:56

What is a golfer's favorite animal?

SPEAKER_00 35:01

Everybody's like, that's common sense, man. You shouldn't know that. Um birdie.

SPEAKER_02 35:08

Yes, that's awesome. Okay, what's a golfer's favorite letter?

SPEAKER_01 35:18

Um T.

SPEAKER_00 35:26

T. Yeah. All right. I was sitting there going.

SPEAKER_02 35:33

Okay.

SPEAKER_00 35:34

You got it?

SPEAKER_02 35:35

Yeah. Um I got a few more. I got about seven hundred more.

SPEAKER_00 35:39

I know you got a lot.

SPEAKER_02 35:41

Okay, so I ordered this fascinating book on chronology, and it finally arrived on Saturday. It's about time.

SPEAKER_00 35:54

I almost want to give it to you, but I'll give it to you. All right, two more.

SPEAKER_02 36:00

Yeah, so two more. Okay, I'll stop. I'll stop.

SPEAKER_00 36:03

Well, why do why why did how do robots how do robots pay for things?

SPEAKER_02 36:12

Debit. Cash. Cash.

SPEAKER_00 36:16

If you're a computer guy, you understand it.

SPEAKER_02 36:20

So why did the chicken cross the playground? To get to the other slide.

SPEAKER_00 36:35

All right, one more. We'll let the people off.

SPEAKER_02 36:44

I I just that one choked me up. Um okay. Did you know it takes five sheep to make one sweater? Five sheep to make one sweater. I I didn't really know that because I didn't even know sheep could knit.

SPEAKER_00 37:06

Send there going, oh boy, where are we going to miss? All right, guys, I'm gonna let you off. I'm gonna stop him right there. Hey, uh, check us out Biblical

Wrap Up And Next Week Preview

SPEAKER_00 37:15

Leadershipshow.com. Um send us prayer requests, send us some dad jokes. Send me some good dad jokes, right? You know, so I can uh uh have some good ones over here. Uh messages, all that stuff on there. But other than that, we're gonna come back and start with Hebrews.

SPEAKER_02 37:34

Next week in our in our uh lesson, yeah, uh we're gonna talk about, you know, sometimes companies get off kind of off track. Okay. It's usually not something that happens quickly. It normally is uh one degree at a time. So they begin to drift and then begin to realize, oh, we're not where we should be. So we're gonna talk about that. You know, it's it's very easy to steer a ship in the harbor, but once you get out in open water and you have a lot more wind and currents and all that kind of stuff, and some of that time that's sometimes happens with organizations, businesses, you know, families, whatever. And so we're gonna talk about how do you steer the ship back. How how do you get back? Some principles to do that, and we'll talk about that next week.

SPEAKER_00 38:26

One degree isn't a lot if you're going across the parking lot, but if you're going across the other side of the globe, that's quite a bit of difference. One degree can make a huge difference. There you go. All right. Something to think about. We'll talk about it next week. Check us out, biblical leadershipshow.com. Other than that, Dr. B. Hey, thanks for joining us. Make it a great day.

unknown 38:44

Thank you.