In what way?

Um, it is- It is difficult to, um, sacrifice your own needs and wants every day, and every week, and every year for what your kids need and what they want to do.

Um, it is, um, it's difficult to navigate training them.

The, um, so the, the burden seems really daunting of like, how do I get these kids ready for the world? I mean, from the things you mentioned, like changing a tire, which my kids are not ...

They've seen me do things like that, but, you know, they're not old enough yet to really do it on their own, but they just, they still love being there.

But not only that, but like how do I teach them about their finances, and how do I teach them, um, we're, we're homeschooling, so, you know, how do we t- also teach them the knowledge-

How do you, how do you do that, um, knowing that there's inherent competition between those items? Or is there?

I, I've had that conversation with m- with Lindsay regularly.

Thanks for the welcome.

Glenn, thank you particularly for the welcome.

I don't know if you sanitized that.

I was actually worried.

I don't know if you sanitized it or Paul just got nice.

That's hardly true.

Yeah.

And I come back to it, if, if we're gonna get really practical for the leaders out there, how do you do it? I think if you're the leader, to get very practical, what's critical is to create the space for it.

Y- your team likely wants to be respectful to you.

So you inviting them in is important.

I, I like to use kind of a, a continuum, if you will.

There are directive decisions, where we're not, we don't need to have a, a, a friction conversation.

We know that we're going in this decision.

Yeah

Mm

... probably the most common thing that I see working with churches, and we've all done that quite a bit.

And, and what that looks like is let's just rely on conviction alone.

Like, as long as we are really excited about this and I'm convicted and I'm, I'm all on board, then I'm gonna do whatever it takes to get it done.

Well, the problem is when we move to a place where we are a team that's, that's larger than one or two, all of a sudden we've got to know lanes.

Hmm

W-I-N, a win audit, and here's, here's what I mean for it.

In this chapter, Tim, you write about silos and breaking down silos, and we were talking before about that, that shiny object and, and, uh, allowing maybe a certain skill set to destroy the rest of, of your team.