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Andy Stanley - The Brave Ones · Andy Stanley Sermons

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Speaker 1: Well, good morning. It's great to see all of you
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Speaker 1: here in Atlanta. Thanks for coming to Atlanta, for those
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Speaker 1: of you who came here for the event, and thank
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Speaker 1: you for those of you who are tuning from all
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Speaker 1: over the world. We have a remote hosting site in Kuwait,
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Speaker 1: so it's about four o'clock in the afternoon. See you
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Speaker 1: guys probably need a little bit extra coffee. We've already
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Speaker 1: had ours. But thanks so much for joining us from
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Speaker 1: all over the world. This is a lot of fun.
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Speaker 1: I love I love the theme. I love the theme
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Speaker 1: because today's theme is a theme with a twist. And
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Speaker 1: here's what I mean by that. The title for the
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Speaker 1: day is the Brave Ones. We're gonna talk about leading
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Speaker 1: with boldness, and most of us, if we were super honest,
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Speaker 1: would say I'm neither. I'm neither brave nor am I bold.
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Speaker 1: And so perhaps when you found out about the theme,
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Speaker 1: or maybe when you got here, maybe when you tuned in,
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Speaker 1: you thought, oh, I'm just gonna be a spectator, because
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Speaker 1: there's gonna be like a lot of extroverts on the
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Speaker 1: stage talking really loud, reminding me of the boss I
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Speaker 1: used to have a little bit over the top, a
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Speaker 1: little bit arrogance, you know, smoking cigars in the back,
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Speaker 1: and so that's not me. So I don't think I'm brave,
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Speaker 1: I'm not bold. I'm not sure this conference is for me.
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Speaker 1: I'm gonna feel like a spectator. But the great news
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Speaker 1: is this, this is a theme with a twist. So
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Speaker 1: to start off with, I want to explode a few
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Speaker 1: myths as it relates to being brave and being a
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Speaker 1: bold leader. Then I want to give you a specific
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Speaker 1: definition for bold leadership. Then I'm going to give you
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Speaker 1: two questions that are going to help you make your
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Speaker 1: way to that thing that will give you the opportunity
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Speaker 1: to express boldness through your personality. And then if there's time,
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Speaker 1: I'm gonna tell you a story. So first of all,
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Speaker 1: let's talk about some bold leadership myths for really quick.
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Speaker 1: The first one is simply this that bold leadership is
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Speaker 1: reserved for bold people. Not true. Bold leadership is not
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Speaker 1: reserved for bold people. This has nothing to do with
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Speaker 1: the personality trait. This is not simply a conference for extroverts.
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Speaker 1: All the introverts in the room, you're gonna be fine.
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Speaker 1: This is not a conference just for extroverts. In fact,
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Speaker 1: how many introverts and I know if you're introverts, you
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Speaker 1: don't even want to raise your hands, like, but let's
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Speaker 1: just kind of you know, all the introverts high and bowld.
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Speaker 1: This might be the oldest thing you've ever done. Right there,
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Speaker 1: it is you raise your hand in public. It's it's dark,
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Speaker 1: nobody can see you. Right. The other myth is simply this,
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Speaker 1: that boldness this is important, That bold leadership is somehow
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Speaker 1: reserved for fearless people. Absolutely not the case. In fact,
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Speaker 1: the greatest insight you may get from me all day
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Speaker 1: is this next one. All the fearless people are dead.
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Speaker 1: Everybody has fear. Your fear is that gonna go away
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Speaker 1: until you're dead. So all the fearless people are dead.
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Speaker 1: Everybody has fear. So bold leadership is not about somehow
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Speaker 1: having no fear. The third myth is simply this, that
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Speaker 1: bold leadership requires some sort of specific gift or talent.
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Speaker 1: Not the case in fact, as my dad has told
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Speaker 1: me my entire life, Andy, if you're not careful, your
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Speaker 1: giftedness will get in the way of your potential. That
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Speaker 1: sometimes extraordinarily gifted people are talented. People lean so heavily
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Speaker 1: into their gift or their talent they miss opportunities. This
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Speaker 1: has nothing to do with a specific gift. It has
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Speaker 1: nothing to do with this specific talent. And the last
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Speaker 1: one that bold leadership is for the ultra smart or
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Speaker 1: the ultra resource. Now, let me tell you a secret
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Speaker 1: about really really smart people. Okay, about the ultra smart.
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Speaker 1: This will help you. This helps me tremendously. Or maybe
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Speaker 1: it's just a defense mechanism for me because I made bees. Okay,
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Speaker 1: it's simply this. Sometimes the super smart people are so
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Speaker 1: smart they talk themselves out of really good ideas because
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Speaker 1: they know twenty five reasons why it shouldn't work, because
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Speaker 1: they're so smart. Us be and see people, we are
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Speaker 1: not quite smart enough to know that we shouldn't try, right,
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Speaker 1: And then you can hire all those A students to
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Speaker 1: work for you later. Okay, So this has nothing to
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Speaker 1: do with IQ and it has nothing to do with
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Speaker 1: be an ultra resource. Think about it. Every success story
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Speaker 1: you've heard, every success story you've heard, except for a
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Speaker 1: few few exceptions, people did not start off with resources.
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Speaker 1: People started off with an idea. People didn't start off
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Speaker 1: with because they were resourced. They start off and started
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Speaker 1: off because they were committed to getting something done, and
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Speaker 1: they found the resources. So if you're in this room, introvert, extrovert, bold,
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Speaker 1: not bold, and charge of something not in charge of something,
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Speaker 1: resource not resource talents did not share. You have a
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Speaker 1: talent not even sure you can correctly spell. Talent doesn't matter.
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Speaker 1: You have the potential. This is what we want you
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Speaker 1: to hear starting off today. You have the potential to
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Speaker 1: exhibit bold leadership. So now that you know what it's not,
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Speaker 1: let me give you an idea of what it is.
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Speaker 1: And I think word pictures are better than anything. So
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Speaker 1: if you forget everything else about bold leadership as we
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Speaker 1: start the day together, I want to give you, just
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Speaker 1: in your mind's eye, a sort of a word picture,
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Speaker 1: not sort of a word picture of what is bold leadership?
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Speaker 1: And the best one I could come up with. I
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Speaker 1: got three kids, two sons and a daughter. Everybody's in college,
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Speaker 1: so I've kind of navigated this teenage years. I think
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Speaker 1: the best picture of bold leadership is simply this, a
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Speaker 1: middle school girl in pursuit of an iPhone. How many
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Speaker 1: of you have raised through got through middle school years
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Speaker 1: with one or two or three kids, right, A middle
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Speaker 1: school girl without an iPhone will display all the characteristics
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Speaker 1: of bold leadership, all of them. You don't even You'll
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Speaker 1: just remember this for example, because there's just four clarity.
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Speaker 1: She knows exactly what she wants, no confusion over what
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Speaker 1: she wants. Focus, you know, homework can wait. In fact,
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Speaker 1: everything can wait. I got to have an iPhone. Third stubbornness. Stubbornness. Now,
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Speaker 1: this is usually seen as a negative thing. Tony Dungee
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Speaker 1: says that Stubbornness is a virtue when you're right. Stubbornness
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Speaker 1: is a virtue when you're right. The middle school girl
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Speaker 1: and you know, looking for an iPhone extraordinarily stubborn and
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Speaker 1: last but not least resourceful, because if mama won't buy it,
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Speaker 1: daddy will. If daddy won't buy it, grandmama will. If
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Speaker 1: grandmama won't buy it, granddaddy will. And if I run,
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Speaker 1: and then if that doesn't work out, we'll just go
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Speaker 1: to the other set of grandparents. But somehow, some way,
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Speaker 1: I am gonna get myself an iPhone. Those are the
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Speaker 1: characteristics of bold leadership. That's why every single one of
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Speaker 1: us in this room and every single person watching has
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Speaker 1: the potential to be a bold leader. So let me
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Speaker 1: give you an actual definition that I'm going to give
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Speaker 1: you one more word picture, then we're gonna move on.
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Speaker 1: Bold leadership in terms of the day and how we're
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Speaker 1: defining it for the day is simply this clarity around,
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Speaker 1: clarity around, and unreasonable and that's the key word. That's
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Speaker 1: the operative word, clarity around, an unreasonable commitment to what
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Speaker 1: should be, clarity around, I know exactly what we need
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Speaker 1: to do, I know exactly the direction we need to
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Speaker 1: move in, I know exactly where we need to put
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Speaker 1: all of our eggs, and I know exactly where the
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Speaker 1: one basket is. And an unreasonable, stubborn neglect of all
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Speaker 1: other things, commitment to what should be something must be
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Speaker 1: one other word picture, and I get. And I think
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Speaker 1: this kind of brings some emotion to what can be,
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Speaker 1: you know, sort of a static definition. This past couple
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Speaker 1: of weeks, we've all watched the chaos in Baltimore, and
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Speaker 1: in Baltimore there are all kinds of people with all
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Speaker 1: kinds of titles and positions that found themselves scrambling around
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Speaker 1: and trying to leverage their influence and leverage their you know,
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Speaker 1: leadership to get something done and to solve that problem,
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Speaker 1: to address those issues as they should. But there was
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Speaker 1: one undisputed bold leader that emerged in Baltimore. Maybe you
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Speaker 1: saw this, This is this is Toya Graham right here.
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Speaker 1: When Anderson Cooper asked her if she was, you know,
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Speaker 1: if she was concerned about embarrassing her son, she said
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Speaker 1: not at all, not at all. Infact, I love this.
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Speaker 1: Here's what she said, this is fantastic. I wasn't there
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Speaker 1: to be recorded. What were you there for? What was
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Speaker 1: your goal? What was your mission? You know what what
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Speaker 1: were you trying to accomplish? Did you have it on
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Speaker 1: a card? Did you keep it on your mirror? You know?
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Speaker 1: I was there to give my child. Could you be
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Speaker 1: a little clearer? But what were you trying to do?
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Speaker 1: You know, we're confused. There was no confusion. I wasn't
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Speaker 1: there to be seen. I wasn't there to impress anybody.
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Speaker 1: I wasn't there because I thought I had something that
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Speaker 1: nobody else had. I had a very specific mission. I
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Speaker 1: was there to get my son. My friends. That is
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Speaker 1: the essence of bold leadership. It is clarity around and
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Speaker 1: an unreasonable commitment to something that should be And every
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Speaker 1: single one of you, every single one of us, has
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Speaker 1: the potential to exhibit that in some arena of life.
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Speaker 1: Larry Martinex the name that you probably have not heard before.
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Speaker 1: He was a Los Angeles math teacher. Los Angeles math teacher,
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Speaker 1: and it drove him crazy that kids hated math, and
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Speaker 1: he just thought kids shouldn't hate math, And he discovered
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Speaker 1: why kids hated math, and he created his own approach
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Speaker 1: to teaching math. He started out by teaching his son Nick,
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Speaker 1: Then he began to teach his class, Then he began
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Speaker 1: to teach other classes. Then he began to write it
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Speaker 1: down and document what he found, and then in two
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Speaker 1: thousand and two he launched Mathnasium. Mathnasium has five hundred
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Speaker 1: sites all over the United States, Europe, and in parts
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Speaker 1: of Asia, all because of a guy who decided there
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Speaker 1: is something that isn't that absolutely should be and he
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Speaker 1: had an unreasonable commitment to that, not because of a talent,
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Speaker 1: not because he was resourced, not because he was a
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Speaker 1: bold personality, not because he was an introvert or an extrovert.
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Speaker 1: That he found that thing that was worth leaning his
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Speaker 1: life into, and consequently his influences felt all over the
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Speaker 1: country and in many places in the world. We all
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Speaker 1: know this name, and we all know this brand, and
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Speaker 1: we all know this product. But the thing that Joe
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Speaker 1: Howard Schultz crazy, and the thing that he got his
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Speaker 1: arms around and his emotions around and his head around,
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Speaker 1: was simply this that coffee is not about coffee. Coffee
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Speaker 1: is about community. Coffee is a about community. And people
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Speaker 1: thought he was crazy. You know, coffee is about coffee
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Speaker 1: because now you're wrong. I understand something that you don't understand.
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Speaker 1: I see something you don't see. And he bet a
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Speaker 1: whole lot on creating what they call and what we've
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Speaker 1: all experienced as the star Bucks experience because coffee wasn't
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Speaker 1: about coffee. Coffee was about community. Coffee was about experience.
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Speaker 1: All of us have the potential. All of us have
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Speaker 1: the potential when we trip over that thing, that idea,
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Speaker 1: that product, that that thing that needs to change in
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Speaker 1: our community or nation. All of us have the potential
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Speaker 1: for bold leadership once we discover what that thing is.
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Speaker 1: Now here's a little bit of the pushback. Here's a
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Speaker 1: little bit of the problem. If you're a parent, you
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Speaker 1: need to tune into this. If you've tuned out and
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Speaker 1: you're doing something else, or if you're already bored on
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Speaker 1: the other end of the camera out there on your
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Speaker 1: remote side, so or you got some problems, you really
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Speaker 1: really need to hear this, Bold Leaders, and you all
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Speaker 1: have that potential. Bold Leaders. Bold leaders refuse to be
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Speaker 1: cowed by how I want us to read this out loud.
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Speaker 1: This is huge all together, all of our remote sides.
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Speaker 1: Even if you're watching this by yourself, that's gonna be weird,
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Speaker 1: but read it out loud anyway. Okay, here we go, ready,
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Speaker 1: Bold Leaders, refuge. Here's the thing. You can how a
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Speaker 1: great idea to death. And for those of you who
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Speaker 1: run organizations or franchises, you can how a great idea
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Speaker 1: right out the door. If you don't believe me, ask
11:28
Speaker 1: the owners of Handy Dan Home Improvement Centers. Handy Dan
11:34
Speaker 1: Home Improvement Centers, this was one of the first home
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Speaker 1: improvement retail chains. But you can't ask the owners because
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Speaker 1: they shut their doors in nineteen eighty nine, just a
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Speaker 1: few years after firing Bernie Marcus and Arthur Blank, who
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Speaker 1: went on to found the What the Home Depot. Yes,
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Speaker 1: So when some one in your organization, when someone in
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Speaker 1: your family ladies, when your husband husbands, when your wife parents,
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Speaker 1: when your children, when somebody in your organization or your
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Speaker 1: family walks up and they say I've got an idea,
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Speaker 1: you say, wow, not how. Okay, all everybody together out loud, wow,
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Speaker 1: not how. You do not want to how a good
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Speaker 1: idea to death, and you certainly want to don't want
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Speaker 1: to how an idea to your competition, and you certainly
12:31
Speaker 1: don't want to shut down your kids good ideas because
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Speaker 1: if they make it, they pay for your retirement. Okay,
12:38
Speaker 1: so we're gonna be about wow, not how, so, ladies seriously.
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Speaker 1: And Sandra and I laugh about this all the time
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Speaker 1: because I've got an idea every day and she's learned
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Speaker 1: he's never gonna follow through, so I don't have to
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Speaker 1: worry about it. He's too busy to follow through on
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Speaker 1: any of his good ideas. So when I come up
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Speaker 1: with Sandra, got this idea and I've been thinking about
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Speaker 1: this thing, she goes. She just looks at me and
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Speaker 1: smiles cause you heard me teach this, And she goes, Wow, Wow, Wow, Hey,
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Speaker 1: can you clean out the dishwasher. I'll be back in
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Speaker 1: a few minutes. Wow, mister big idea guy. Right, Wow,
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Speaker 1: not how. Now it's funny, but I'm telling you this
13:10
Speaker 1: is super important. This is a The how question is
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Speaker 1: a bad habit. It's a bad habit. And if you
13:16
Speaker 1: work in finance and you're an accounting and you're a
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Speaker 1: responsible person, I know immediately you go to how much
13:21
Speaker 1: will it cost? How much will it cost? How much
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Speaker 1: you will it cost? Listen, listen. Nobody who's ever accomplished
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Speaker 1: anything of any significance in the corporate, the for profit
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Speaker 1: or the nonprofit world. None of that would have happened
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Speaker 1: if they had stopped with how are we going to
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Speaker 1: pay for it? Because bold leaders are like a middle
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Speaker 1: school girl with looking for an iPhone, pursuing an iPhone.
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Speaker 1: They are resourceful, They decide it's got to be. They
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Speaker 1: have clarity around remember our definition, clarity around an unreasonable
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Speaker 1: commitment to what should be. Now the question, the difficult
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Speaker 1: thing about this topic is just like Andy, that's great.
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Speaker 1: And you know if I thought of you know, connecting
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Speaker 1: you know, community with coffee, you know, maybe I'd be
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Speaker 1: a gazillionaire by now. And you know, I never did
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Speaker 1: learn to do math at all, so I'm not going
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Speaker 1: to start mathnesium you know. And Mike, you know, I
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Speaker 1: this is all great, but how do you know, I mean,
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Speaker 1: how how do you know? How do you get clarity?
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Speaker 1: And how do you know the answer to the question
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Speaker 1: what what should be? What should be? What should be?
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Speaker 1: So what I want to do. What I want to
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Speaker 1: do is I want to help you discover or recognize
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Speaker 1: that thing. And the way I want to do that
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Speaker 1: and the way I want to help you do that
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Speaker 1: for others is I want to give you two what
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Speaker 1: I call bread crumb bread crumb questions. Now, do you
14:40
Speaker 1: know what the whole analogy or the word picture for
14:42
Speaker 1: bread crumb is. You need lay out bread crumbs and
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Speaker 1: people follow the bread crumbs and they, you know, end
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Speaker 1: up where they're supposed to be, or in the case
14:48
Speaker 1: of Handling Gretel, it did not work out so well.
14:50
Speaker 1: But anyway, that aside, the whole idea of bread crumbs
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Speaker 1: is putting something out there that leads us to where
14:56
Speaker 1: we ultimately need to be. So I want to give
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Speaker 1: you two extraordinary questions that I believe with all my heart,
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Speaker 1: and I'll give you a couple of illustrations that if
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Speaker 1: you will place these two questions front and center for
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Speaker 1: your management team, your leadership team, your partner, your franchise,
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Speaker 1: you know, your you know, your home business, whatever it
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Speaker 1: might be, you put these two questions front and center,
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Speaker 1: and you sit on these and you let them bother you.
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Speaker 1: These two questions are so powerful they may indeed lead
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Speaker 1: you to that thing that you give all of your
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Speaker 1: energy to, and it becomes the thing that's the context
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Speaker 1: in which you get to exhibit bold leadership that has
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Speaker 1: the potential to change your community, your industry, your franchise,
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Speaker 1: your company, or who knows the world. Now. The first
15:46
Speaker 1: question is a head question. The second question is a
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Speaker 1: heart question. The first question that comes from an author
15:52
Speaker 1: named Joel Barker. In nineteen ninety two, he'd published a
15:56
Speaker 1: book called Future Edge that did not do very well,
15:59
Speaker 1: I guess because they changed the name of the book
16:01
Speaker 1: to Paradigm. The Paradigm Book we call it now. Only
16:04
Speaker 1: the reason I say that is I have written a
16:06
Speaker 1: bunch of books, and whenever the publisher says, hey, Handy,
16:09
Speaker 1: we're thinking about maybe changing the name of the book,
16:12
Speaker 1: that is not a good phone call. That means nobody's
16:15
Speaker 1: buying the book, so we're going to try something else. Okay,
16:17
Speaker 1: So they change the name of the book. But in
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Speaker 1: nineteen ninety two, when this book came out Future Edge,
16:21
Speaker 1: I read the book. I'm about halfway through the book
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Speaker 1: and I bump into a question nineteen ninety two that
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Speaker 1: wrecked me, and I'm going to share it with you
16:29
Speaker 1: in just a second. This is the question that led
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Speaker 1: me and my team to a breakthrough in our industry. Now,
16:36
Speaker 1: as some of you know, I'm a pastor, and you
16:38
Speaker 1: don't usually think of church as an industry, but we
16:41
Speaker 1: think of it as an industry because it's what we do.
16:43
Speaker 1: We're always trying to figure stuff out. We're all about leadership,
16:46
Speaker 1: making it bigger and better and moving further and faster.
16:48
Speaker 1: It's why I love to study leaders So this was
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Speaker 1: the question that led us to the breakthrough that took
16:55
Speaker 1: us from where we were to where we are today.
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Speaker 1: And here's the question to say, are you ready? And
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Speaker 1: I want you to say I'm ready? Are you ready?
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Speaker 1: Everybody all over the world, you guys ready, in your
17:07
Speaker 1: in your language. I wish we could have heard that. That
17:09
Speaker 1: would have been awesome. Okay, So here's here's the question, ready,
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Speaker 1: Joel Barker nineteen ninety two. What do I believe is impossible?
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Speaker 1: What do I believe is impossible to do in my field?
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Speaker 1: But if it could be done, would fundamentally change my business?
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Speaker 1: That is an amazing, amazing question. What do I believe?
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Speaker 1: Which means everybody else believes is impossible? Oh, that couldn't happen.
17:37
Speaker 1: But if somebody figured that out, it would fundamentally change
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Speaker 1: the field I work in and would ultimately change my business.
17:45
Speaker 1: And let me tell you why this is so important.
17:48
Speaker 1: Even if you are not the person or the company
17:51
Speaker 1: that has the breakthrough idea, you need to know the
17:54
Speaker 1: answer to this question for two reasons. Number one, you
17:58
Speaker 1: may come up with the answer to the question what
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Speaker 1: is the thing that would be a breakthrough from my
18:03
Speaker 1: industry or my business? But more importantly, if you'll lock
18:07
Speaker 1: and load on this question, and if you come up
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Speaker 1: with the right answer to this question, when you hear
18:13
Speaker 1: about somebody else messing with that question, and when you
18:18
Speaker 1: hear about somebody else potentially coming up with an answer
18:21
Speaker 1: to the question that you come up. When you answer
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Speaker 1: that question, you will be first in line to embrace
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Speaker 1: a breakthrough idea, even if it is not your idea.
18:31
Speaker 1: But if you're not asking this question, when you hear
18:34
Speaker 1: about all these crazy people in your industry doing all
18:37
Speaker 1: these crazy things that you tell your team that won't work,
18:41
Speaker 1: I mean texting, why don't you just call that'll never
18:45
Speaker 1: catch on right YouTube? I mean, who's gonna put videos
18:51
Speaker 1: of himself on the internet? Everybody? Right. So, now here's
18:57
Speaker 1: where this broke through for us. In nineteen ninety two,
18:59
Speaker 1: I read this question. The whole book is tremendous, but
19:02
Speaker 1: this question, this question has been hanging in all of
19:04
Speaker 1: my different offices since nineteen ninety two. And the question
19:08
Speaker 1: for us in our industry was this. And you don't
19:10
Speaker 1: really care about this, but they let me speak. So
19:12
Speaker 1: just kind of follow this for just a second. In
19:14
Speaker 1: my industry, that could lead to leadership and the lead
19:18
Speaker 1: to explosive growth in church world. Is this In the
19:20
Speaker 1: church world, you got to find somebody who can keep
19:23
Speaker 1: people awake for fifteen to thirty five minutes every single
19:26
Speaker 1: Sunday morning and engage and people go, oh my gosh,
19:29
Speaker 1: I can't wait to come back next Sunday. And they've
19:31
Speaker 1: also got to be able to lead a growing organization. Well,
19:35
Speaker 1: that's two different skill sets. There's the you know, a
19:37
Speaker 1: person that can talk talk talk and everybody loves it,
19:39
Speaker 1: and then there's the person that can get down to business,
19:41
Speaker 1: raise money and lead an organization. So the problem was
19:44
Speaker 1: you had to find people who had both of those
19:46
Speaker 1: skill sets all wrapped into one person. That limits the potential.
19:51
Speaker 1: So I remember going to John Maxwell years ago, Saint John,
19:53
Speaker 1: because John was the pastor. John the problem with the
19:56
Speaker 1: local churches. Great local churches are led well by leaders
20:01
Speaker 1: who can also you know, wow people with their speaking ability.
20:04
Speaker 1: And how many of those are there? You know, do
20:06
Speaker 1: we have to wait till we find more of those?
20:08
Speaker 1: Have you ever seen a church where there's like the
20:11
Speaker 1: leaders led and the speaker spoke, and you didn't ask
20:15
Speaker 1: the leaders to speak because they're not good speakers, And
20:17
Speaker 1: you dared not let the preacher lead because he couldn't
20:20
Speaker 1: lead himself anywhere. You know, he just wants to study
20:23
Speaker 1: and preach. John said, no, I've never seen it. So
20:25
Speaker 1: in the meantime, we built our first building. We had
20:27
Speaker 1: an auditorium this set like twenty seven hundred people, which
20:29
Speaker 1: was massive, and I thought, why do we build this
20:31
Speaker 1: so big? We fill it up once, fill it up twice.
20:33
Speaker 1: Then we did this crazy bold idea. We built another
20:36
Speaker 1: auditorium right behind it that were joined at the stage.
20:39
Speaker 1: It would be like I would talk to you, then
20:41
Speaker 1: go backstage, and then show up on another stage on
20:43
Speaker 1: the other side of this building. So they were connected
20:45
Speaker 1: at the stage. We called them the Siamese sanctuaries, which
20:48
Speaker 1: is a terrible phrase, but they were joined joined at
20:51
Speaker 1: the stage. And so we got a room that seats
20:53
Speaker 1: twenty seven hundred and a room that seats two thousand.
20:56
Speaker 1: So I preach on one side and we have a
20:58
Speaker 1: giant video screen on the other side. So we got,
21:01
Speaker 1: you know, two thousand people a couple times a weekend
21:03
Speaker 1: watching me preaching. I'm thirty feet away preaching to a
21:06
Speaker 1: live audience. So one day I walk out of the
21:08
Speaker 1: live side and I'm going back to my office, and
21:10
Speaker 1: one of our business leaders walks out of the video
21:12
Speaker 1: side and he sees me and he goes, hey, Andy,
21:14
Speaker 1: I said, hey, buddy, didn't know his name. Hey guy, friend,
21:19
Speaker 1: how's it going guy? You know? Okay, sorry, he says.
21:24
Speaker 1: He points over his shoulder at the video room. He says,
21:28
Speaker 1: that really works. That would work anywhere. Walked off, and
21:34
Speaker 1: I'm like, duh, okay, if it would work thirty feet away,
21:39
Speaker 1: I wonder if we could make it work thirty miles away.
21:43
Speaker 1: So we go back to the team. Some of my
21:45
Speaker 1: team had already had this idea, and I'm like, I
21:47
Speaker 1: don't know how how about to how I'm out the
21:50
Speaker 1: you know, the organization. So we we did something bold.
21:53
Speaker 1: We spent about thirty five million dollars building two campuses,
21:56
Speaker 1: won twenty miles north, one twenty miles south, built around
22:00
Speaker 1: the idea that we could free leaders to lead and
22:03
Speaker 1: all I had to do was speak because I'm a
22:04
Speaker 1: pretty good speaker, and keep people await for thirty five
22:06
Speaker 1: minutes in a row on most weekends. Okay, So what
22:10
Speaker 1: it did, though, this was a major paradigm shift for
22:13
Speaker 1: the local church and for us, and it just blew up.
22:15
Speaker 1: And now churches all over the you know the world
22:17
Speaker 1: are doing multi site. We did not invent it, but
22:20
Speaker 1: this is what I want you to hear. We did
22:21
Speaker 1: not invent it, but we were on the lookout for
22:24
Speaker 1: an idea that would allow us to split the leadership
22:27
Speaker 1: role from the preaching role. Because once you do that,
22:30
Speaker 1: there are a lot of people who can lead like crazy,
22:33
Speaker 1: and there are people who can speak like crazy. But
22:36
Speaker 1: now we got people doing what they do best, and
22:38
Speaker 1: our whole world change, and the entire church world began
22:41
Speaker 1: to change. It brought us at church world. In fact,
22:43
Speaker 1: you know you hear people talk about megachurch. Megachurch is
22:45
Speaker 1: so yesterday. It's multi site church, multi site church, multi
22:49
Speaker 1: site church. Because but here's the thing. Here's the thing.
22:52
Speaker 1: Because it addressed the issue that was holding us back
22:56
Speaker 1: in our industry. This is why when Steve Jobs went
22:59
Speaker 1: back to Apple and Night ten ninety seven with Steve
23:01
Speaker 1: Jobs went back to Apple, he did not get everybody
23:03
Speaker 1: together announced We're going to build faster computers. Because Steve
23:09
Speaker 1: Jobs knew that building faster computers would not change the
23:13
Speaker 1: computer industry. It wasn't going to put a computer a
23:16
Speaker 1: PC in everybody's home. He didn't walk in and say
23:18
Speaker 1: we're going to build smaller computers because building smaller computers
23:22
Speaker 1: wouldn't guarantee that there would be a computer and everybody's home.
23:25
Speaker 1: He walked in, you know what he said. He said,
23:27
Speaker 1: we are going to build computers that are easy to use.
23:33
Speaker 1: Because he knew the breakthrough idea for his field and
23:36
Speaker 1: his industry was not speed, was not cool, was not size.
23:40
Speaker 1: It was ease of use. And suddenly his whole team
23:44
Speaker 1: and that whole business leaned in toward ideas like using
23:47
Speaker 1: a mouse, icons and all the things that have totally
23:51
Speaker 1: revolutionized that world, in your field, in your industry, maybe
23:55
Speaker 1: in your office, in your department, your division, your franchise.
23:59
Speaker 1: There is an idea, there is a problem that needs
24:02
Speaker 1: to be solved, and whoever solves it first owns that
24:05
Speaker 1: space for a while. And whoever gets in line first
24:09
Speaker 1: because they're waiting for someone to solve it gets in
24:11
Speaker 1: line second and third, and sometimes second and third becomes
24:14
Speaker 1: first pretty quickly. So you need to wrestle this question
24:19
Speaker 1: to the ground. That's the head question. Heart question. Is
24:23
Speaker 1: this the heart question? Is this what breaks your heart?
24:29
Speaker 1: What breaks your heart? Every significant every significant nonprofit that
24:36
Speaker 1: has made an impact in the world, and most social
24:39
Speaker 1: movements that have impacted the world began with a broken
24:43
Speaker 1: hearted leader, someone whose heart was so broken over an issue,
24:49
Speaker 1: someone whose heart was so broken over what was happening
24:51
Speaker 1: in their community, their school system, their city, their community,
24:55
Speaker 1: their world, that they decided something has to be done.
25:00
Speaker 1: They decided not to take no for an answer. Now,
25:02
Speaker 1: this is an extremely important question for all of you.
25:06
Speaker 1: What breaks your heart? It's why doctor King was in Boston,
25:10
Speaker 1: had this cushed teaching job, you know, kind of had
25:13
Speaker 1: all going on. Everything's worked out safe and sound, But
25:16
Speaker 1: what was happening in the South broke his heart, and
25:21
Speaker 1: he took his leadership skills and he came south and
25:23
Speaker 1: changed our world. It's the story of you know, Bob Pierce,
25:29
Speaker 1: who was in China visiting China, and a mom who
25:32
Speaker 1: can't afford a child hands him her child and says,
25:34
Speaker 1: I can't afford this child. And he had five dollars
25:36
Speaker 1: and gave her five dollars and gave her the child
25:38
Speaker 1: back and to change her world. And he thought to himself,
25:41
Speaker 1: if I can do this, other people can do this.
25:43
Speaker 1: He came back to the United States, his heart was broken,
25:46
Speaker 1: and he launched what would have become World Vision four
25:49
Speaker 1: million children in over one hundred countries because of one
25:54
Speaker 1: broken hearted leader. What breaks your heart. It's the story
25:56
Speaker 1: of Linda and Millard Fuller who decided it's ridiculous that
26:00
Speaker 1: people can't afford homes, and you know, the underprivilege and
26:04
Speaker 1: the poor people in the world will never ever own
26:06
Speaker 1: a home unless something changes. So they got some money
26:09
Speaker 1: together and some friends together, and they built a house,
26:11
Speaker 1: and they put someone in a house they could not
26:13
Speaker 1: afford it, and showed him how to afford it, and
26:15
Speaker 1: then they built another one, and then they built another one,
26:18
Speaker 1: and eventually their organization came to be known what we
26:20
Speaker 1: call Habitat for Humanity, and they're all over the world
26:24
Speaker 1: right over I think over eight hundred thousand homes they
26:29
Speaker 1: had either fixed up or built for people who would
26:32
Speaker 1: never own a home, all because of a broken heart.
26:36
Speaker 1: What breaks your heart? And for all of you who
26:41
Speaker 1: are going that's great. I like that first question better
26:42
Speaker 1: because I think I can make more money with that
26:44
Speaker 1: first question. Can we go back to the first question
26:46
Speaker 1: for just a second. I know what you're thinking, right
26:48
Speaker 1: you know, how about this guy Blake mccoskey. Do you
26:51
Speaker 1: know this guy is? Blake mccoskey is a young entrepreneur.
26:55
Speaker 1: He's in Argentina on vacation and he sees all these
26:58
Speaker 1: kids running around barefoot, and he starts asking questions and
27:01
Speaker 1: he finds out that it, you know, run around barefoot
27:03
Speaker 1: as a kid can create problems for you as an adult,
27:06
Speaker 1: especially in that culture. So we came back to the
27:08
Speaker 1: United States of America. He began a for profit company
27:12
Speaker 1: that makes shoes, and then he created this new idea
27:16
Speaker 1: that you know, we've all heard of now, but it
27:18
Speaker 1: started with him, and in terms of he made it famous,
27:20
Speaker 1: this whole idea of a business model built around one
27:22
Speaker 1: for one. You buy one of my products, I'll give
27:25
Speaker 1: one away to somebody who can't afford it. We know
27:27
Speaker 1: it as Tom's Shoes, but the company is Tom's. Last
27:31
Speaker 1: year he sold half the company. It was valued. The
27:34
Speaker 1: entire company was valued at six hundred and twenty five
27:36
Speaker 1: or six hundred and thirty million dollars, a for profit
27:41
Speaker 1: company born from a broken hearted leader who thought something
27:46
Speaker 1: must be done about that. I think I'll go home
27:50
Speaker 1: and do it. They also announced last year that for
27:52
Speaker 1: every every year going forward, they are going to release
27:55
Speaker 1: a new one for one product. Every time somebody buys one,
27:59
Speaker 1: some buy in some part of the world gets one
28:02
Speaker 1: for free. So, leaders, if you want to figure out
28:05
Speaker 1: that thing that creates the context for bold leadership in
28:09
Speaker 1: your context, you've got to have an answer to the
28:11
Speaker 1: question what breaks your heart? When my wife and I
28:15
Speaker 1: first talked about this about a year and a half ago,
28:18
Speaker 1: she came up with her version of the same question.
28:20
Speaker 1: Maybe you'll like this better. It's what would I like
28:22
Speaker 1: people to line up and thank you me for? When
28:25
Speaker 1: I'm an old lady, what would I like people to
28:27
Speaker 1: line up and thank me for. When my career is over.
28:29
Speaker 1: What would I like people to line up and thank
28:31
Speaker 1: me for when I can't serve or help anybody, or
28:33
Speaker 1: hire anybody anybody, and you know anymore, what would I
28:36
Speaker 1: like people to line up and thank me for? What's
28:38
Speaker 1: the answer to that question. If you'll hang on to
28:40
Speaker 1: these questions, if you'll hang on to that first question,
28:43
Speaker 1: and you keep them front and center, those are breadcrumb
28:47
Speaker 1: questions that may lead you to the breakthrough idea, the
28:50
Speaker 1: breakthrough innovation, or the breakthrough shift in your current industry
28:54
Speaker 1: that may change your world, may change the world. Now,
29:00
Speaker 1: I want to leave you with a simple statement from
29:04
Speaker 1: an ancient, ancient Jewish leader who did an extraordinary, extraordinary thing.
29:09
Speaker 1: In the midst of this extraordinary thing he did, he
29:12
Speaker 1: left us with a phrase that hangs in my home.
29:14
Speaker 1: I've repeated it a thousand times. It's sort of the
29:16
Speaker 1: battle cry for our family, and in many cases, it's
29:19
Speaker 1: sort of a battle cry for everybody that works with
29:21
Speaker 1: me and around me. His name is Nehemiah. He lived
29:25
Speaker 1: or this event happened about four hundred and forty four BC.
29:28
Speaker 1: He lived in the basically modern day Iran and the
29:31
Speaker 1: ancient city of Suso, sort of the capital city of
29:34
Speaker 1: the Persian Empire. He worked for art Exer sees the
29:37
Speaker 1: thing as he lived there. We don't know if he'd
29:39
Speaker 1: ever been to Judea or not. We don't know if
29:41
Speaker 1: he'd ever actually been to Jerusalem, even though he was
29:43
Speaker 1: a Jew. But he found out that the walls around
29:47
Speaker 1: his city had been they'd been torn down over one
29:49
Speaker 1: hundred years before, and they'd never been repaired. And in
29:52
Speaker 1: ancient times, a city without a wall is no city
29:56
Speaker 1: at all. A city without a wall has no defenses,
29:59
Speaker 1: a city with out a wall has no status. And
30:02
Speaker 1: it broke his heart that his city, that the gates
30:04
Speaker 1: were burned and the walls were torn down. It's an
30:06
Speaker 1: extraordinary story of leadership that was so important to the
30:09
Speaker 1: ancient Jews that it became part of their scripture. But
30:12
Speaker 1: it's a story of leadership. He gathers the resources, he
30:16
Speaker 1: actually goes to his boss and asks for time off,
30:18
Speaker 1: which you know, that's awkward. Now, that's really awkward. You know,
30:21
Speaker 1: in four hundred and forty four BC, when he wasn't
30:23
Speaker 1: getting paid anyway, you know, and your boss is the emperor.
30:26
Speaker 1: It's like you want to do what. Let me get
30:27
Speaker 1: this straight. So I want to go home. I want
30:30
Speaker 1: you to help me resource rebuilding the walls around my city.
30:33
Speaker 1: He gets there. He cast an incredible vision. In fact,
30:36
Speaker 1: my little book making vision stick. That whole book is
30:39
Speaker 1: sort of an extrapolation of what Nehemiah said to the
30:41
Speaker 1: people that day when he motivated them and cast a
30:44
Speaker 1: vision to rebuild a wall that had been laying in
30:47
Speaker 1: ruins for over one hundred years. It's a powerful, powerful
30:49
Speaker 1: little lesson. But then they begin to rebuild the walls,
30:53
Speaker 1: and the surrounding people and the surrounding villages and the
30:56
Speaker 1: surrounding towns are threatened by the idea that Jerusalem would
30:59
Speaker 1: become an economic center again, that Jerusalem may be a
31:02
Speaker 1: gathering place for the Jews from all over the world.
31:05
Speaker 1: So they're threatened by this, so they attack the workers,
31:08
Speaker 1: They threaten the workers, they bribe the workers, they do
31:11
Speaker 1: everything they can to stop the reconstruction of the wall.
31:14
Speaker 1: But Neemiah is a bold leader and he's decided this
31:18
Speaker 1: has to happen no matter what. So the whole story
31:22
Speaker 1: is him fending off people, motivating people, keeping the workers safe,
31:25
Speaker 1: keeping the workers motivated, and finally they're about to finish
31:29
Speaker 1: the wall, they're about to install the gates. And his enemies,
31:33
Speaker 1: the people that are trying to stop this work, finally
31:35
Speaker 1: come up with their one last ditch effort to stop Nehemiah.
31:40
Speaker 1: And do you know what they did. They invited him
31:43
Speaker 1: to a meeting. They started inviting him to meetings. They
31:50
Speaker 1: would send there, you know, the people that work for him.
31:53
Speaker 1: And Neamiah is up on a ladder working on this wall.
31:55
Speaker 1: This Hey, Neomiah, Hey, stand ballot, and you know the gang.
31:58
Speaker 1: We like to have a meeting. Do you have time
32:00
Speaker 1: to come to a meeting? Isn't it true that your
32:04
Speaker 1: schedule pretty much pretty much undermines oftentimes your potential to
32:08
Speaker 1: lean into the thing that you need to lean into
32:10
Speaker 1: the most. Did you know that did not start in
32:11
Speaker 1: the twentieth or the twenty first century. Fifth century BC
32:15
Speaker 1: four hundred and forty four BC. Hey, could you come
32:17
Speaker 1: to a meeting? And in the middle of the story
32:20
Speaker 1: that I'm done? This is so great. In the middle
32:22
Speaker 1: of the story, Neamiah is up on the ladder working
32:25
Speaker 1: on that wall because he knows this is the thing
32:28
Speaker 1: I must get done, to the neglect of everything else.
32:31
Speaker 1: And he turns around to the group that's inviting him
32:34
Speaker 1: to a meeting, trying to distract him from the work,
32:37
Speaker 1: and he makes this statement, I am doing a great
32:40
Speaker 1: work and I cannot come down. I am doing a
32:46
Speaker 1: great work and I cannot calm down. Let's just say
32:50
Speaker 1: this out loud together. Ready, I am doing a great
32:54
Speaker 1: work and I cannot come down. Ladies and gentlemen, many
32:58
Speaker 1: of you have discovered that thing that will be the
33:00
Speaker 1: breakthrough for you, your family, your industry, your business, your franchise,
33:04
Speaker 1: your division, your department, and there are so many distractions,
33:09
Speaker 1: and your battle cry needs to be Hey, I know
33:11
Speaker 1: that's important. I know that's important. I know that's important.
33:14
Speaker 1: I know that's important. But this is the one thing
33:16
Speaker 1: that must be done. This is the make or break
33:18
Speaker 1: for us. I am doing a great work and I
33:22
Speaker 1: cannot come down. Bold leadership, bold leadership, clarity around and
33:28
Speaker 1: unreasonable commitment to what should be. So, if you know
33:33
Speaker 1: what that thing is, do not let your calendar or
33:38
Speaker 1: your organization conspire against you. Because your organization is organized
33:43
Speaker 1: to do what it's organized to do, and your calendar
33:46
Speaker 1: in your schedule has no sense of priority none. Do
33:52
Speaker 1: not allow your calendar or your organization to conspire against
33:56
Speaker 1: you if you know what it is you need to do,
33:57
Speaker 1: if you do not follow the bread crumb, ask these
34:01
Speaker 1: two questions. Wrestle with these two questions with your team,
34:04
Speaker 1: with your family, with the people that you work with,
34:06
Speaker 1: with your board, with your leadership team. What is the
34:09
Speaker 1: one thing that we think is impossible to do? But
34:11
Speaker 1: if anyone figures this out, it's a game changer. We
34:14
Speaker 1: need to know the answer to that question, and we
34:16
Speaker 1: need to be on the lookout for someone who's messing
34:19
Speaker 1: around the edges who might actually answer it. And then
34:22
Speaker 1: once you know, once you know the answer to the
34:25
Speaker 1: question what should be, then you announced to your world
34:30
Speaker 1: I am doing a great work and I cannot and
34:34
Speaker 1: I will not come down. Thank you so much. This
34:39
Speaker 1: is going to be an incredible day. Hope to see
34:41
Speaker 1: you soon as