Does that line up with what you've seen? It lines up

completely.

I want to press on a third and it kind of piggybacks off what you've just said, because I've used it even as a hiding place at times.

The nobody trained me is a true sentence.

It just has a shelf life.

That's all I qualify it with.

I mean, I learned Greek to preach a text a handful of times.

That's for you,

Why this?

Well, I'm happy to go.

I was just going to say it's quite a personal thing for me because it was my...

And he was a builder in Seven Oaks in England.

And he was a fireman in World War II.

So he saw some amazing sights and he used to tell us the stories about just talk about it and tell us all about it.

So he became a builder after he was a final and it was really his stories about making for me that sort of got my interest in what we were doing with architects and I think from about the age of about eight onwards I just told my parents I was going to be an architect and they believed me and I don't think I knew what it was so I just went with it and I think the draw for me is the idea of making something that's not necessarily rote learning or a tangible thing that you know what it's going to be before you finish the process.

Well, it

Jonathan, when you look at your own team through that lens, not the total number, but where people actually sit, how do you decide what a ministry area is worth in staff? Honestly,

I think when the unstuck report came out and showed the distribution of the staff across those different lanes, we realize that maybe we have a problem.

Part of our reason, we're re-engaging the unstuck group.

I wish I was so strategic, but like most churches, staffing allocation is often a record of who has advocated best in the past often, not a record of what mattered most.

The loudest speaker gets the position, the ministry with the most visibility weekly gets the position because everybody sees what happens on a Sunday.

Or sometimes it comes from our tradition, like we're a Pentecostal church, so worship is a big bearing on our church experience.

So when I look at it now, I run it through these three filters.

So, Jonathan, anything you'd add or anything you'd tell a pastor not to do at this stage? Well, I

So let me just start by preaching from the floor this morning because I injured myself yesterday.

I wish I could say it was from, you know, like playing basketball or doing something important, but I injured myself stepping out of a bus.

So there's that.

That's what happens when you're 85.

So I look good for 85, don't I? Yeah, yeah, yeah.

Hey, let's pray.

What inspired you to start Elizabeth Gift?

Yeah, so our, our oldest si- There's four of us.

Elizabeth was our oldest sister, and, uh, she, uh, was born with cerebral palsy.

She lived her whole life in a wheelchair, and non-verbal.

And, um, she, being the oldest, she was such sort of the center of our, our world and, um, how we grew up, and everything sort of revolved around her and, um, and her needs.

And, uh, she got, she got very sick last year and she passed away and, you know, we were...

Uh, that was last June, and we were having her memorial service and had all these friends and family and, um, people all together and, and, you know, one of the...

[laughs]

And how did you get into integration?

So kind of from the racing, like I said, I got to a point where I would have loved to be the race car driver on the yacht, living that life that I dreamed of.

We all dreamed of being race car drivers, but I needed to go get a job and make some money to pay the bills.

And I'm still at this point, early 20s.

You know, life hasn't really even started yet.

But one of my best friends, Jason Sherriff, who's still in the industry, he has his own firm.

He's doing great things.

Take us through kind of how you went from that introduction to ultimately owning your own business or launching your own business in 22.

What does good teamwork look like to you?

Good teamwork is that we're able to challenge each other, that we're able to work through complicated and difficult questions.

I think you often hear this phrase around psychological safety, and it's become a bit of a pejorative term now, but it is really, really important that you do create that environment that enables people to check and challenge the decision-making process.

That is key because if you surround yourself with people who just think like you, who've just got your own worldview, then you're going to make some poor decisions.

What you need is the broadest breadth of talent around you who may look different to you, may think different, have a different worldview, have a different perspective.

That is really, really important because it then enables the right decisions to be taken 90% of the time because you are actually putting all the alternative options on the table.

Ultimately, I've still got to make a decision and the team have got to make a decision.

How would you go about making a decision when there isn't an obvious right answer?

This is an issue for golf, and perhaps the challenge is to kind of get together to make

golf's case.

I think it is one of the most difficult things that golf faces, government relations in general, because as Gina points to, there are so many different issues that governments are accountable for, and they... all seem to relate to golf.

Golf is economic, social, and environmental in a whole host of ways.

There's hardly a sustainability issue that doesn't affect golf in some way, shape, or form because it's land and business and all the different things.

So that's a lot for golf to have to gear up for.

And to tackle some of those issues individually, whether it's biodiversity protection, land use planning, water regulation, pesticide regulation, energy and carbon, That's a lot.

Just tell us a little bit more about that, because that in some ways is kind of the nub of presenting golf as a solution.

[laughs]

Like, shot 30, he's a 37, he's a career 37% three-point shooter.

Only shot 33% this year.

Um, but I just, everything about him.

Like, he is high energy.

He's really athletic.

You can trust him to get in a stancing guard.

Yeah

Mm-hmm

... and that has 500.

So one borough in London has 200 more high-rises than our next closest comparator in the UK that we have to deal with and we have to manage.

So it's, it's an urban scale unlike anywhere else in the UK, which is why when we talk about comparing London Fire Brigade to other fire and rescue services, you have to look at places like New York, like Paris, like Tokyo, like Dubai, like Beijing, you know, these big global cities.

That's our comparator, and we have to make sure the fire and rescue service here is able to deal with the risks and challenges that London will continue to throw at us over the course of the next, sort of, 5 to 10 to 15 years.

Which is a real challenge now because risk just evolves so quickly, you know? And the-

Okay

... 144 pumping appliances.

I identify as an entrepreneur.

I grew up as an entrepreneur.

I'm a negotiation coach with the Black Swan Group.

I've worked with, like, 150 entrepreneurial businesses to help them grow their business.

You're gonna be like, "Well, but I- so and so's been with me for five years, so we have to find a seat for them." I'm like, "No, no, no.

Structure first, people second." What got you to where you are, those folks are not gonna get you where you wanna go.

What makes us a good listener? How do we listen better?

I think good listening starts with staying curious.

So how do CEOs, for example, when it comes to understanding decisions and whether they have to negotiate, fight less or win more, do they base decisions also on, on data? And if so, what, what are those data sets that they'd look at?

Yeah, so it's really interesting.

When I do negotiations training, like let's say with a private equity firm or investment management firm, or kind of...

I haven't worked with people like Peter at this point, but if I were to work with those folks, a lot of times, like the Harvard Business School, Wharton Business School folks start with data.

So like, "We're gonna go into negotiation.

We're gonna tell them how it is, and this is how it works." And I'm like, "Well, first of all, they have to feel heard, and if they don't feel heard and they don't f- feel an emotional connection to what's going on, you will not have trust-based vulnerability and you will not be able to get to the deal and explain to the, the, your counterpart your position." So we say when you're explaining too early, you're losing.

And a lot of folks who have learned to just talk with data and not deal with the emotional aspects of the negotiation fail-

What?

Oh, collect enough studs and you get this, or, or just buy this from, like, a local vendor." This one looked a little bit more, like, level based almost, like you upgrade through your playthrough.

So there are two kinds of upgrade systems.

There are the Waynetech chips that you'll collect both through the story as rewards and are, are scattered in puzzles and challenge rooms across the whole of the city.

Those you can use at the workbench in the Batcave to upgrade your gadgets.

So your batarangs, you can give yourself, uh, we show in the video a concussive batarang, or you could summon a swarm of bats to take on a group of enemies.

Uh, you could enhance your focus abilities, which is something you earn through, through the combat to pull off some really spectacular moves with your batclaw or with some of the other gadgets as well.

Then separately you can upgrade your skills in combat and traversal as well.

What, what are you most excited about them to just, just marinate in, Jonathan?