So Murray, for an MSP owner who feels like they're constantly fighting fires, what do you think or what's one tool or discipline, and we've just talked a bit about discipline, you've seen have the most immediate game-changing impact on their day-to-day life?

Yeah, so for me, there's lots of opportunities to have that impact with EOS, but I'm always amazed when I sit down and talk to businesses about accountability and then who's accountable for what and then working out what we know as the accountability chart.

For those that don't know it, it may have the appearance of an organisational chart, but it's really about who's accountable for what, what are the top five things they're accountable for, And let's be clear about that and make sure that one person is accountable, not two and all those sorts of things.

But just going through that process of working out the accountability chart and therefore who's accountable for what, I always find interesting because particularly in MSPs, it's like, and this is when it gets messy.

It's like, okay, you're in charge.

Who's accountable for account management? That's the classic.

Oh, yeah, yeah.

Based on insights you've gathered over the years as EOS implementer, the businesses you've worked with, what does a healthy leadership team look like after 12 months of implementation? And how does that affect the overall value of the business?

For somebody who didn't catch part one of the program, will you go over that a bit?

Sure.

There's two parts to success in business, and they're not mutually exclusive of one another, and that's what most people think, and that is you and your business.

And so the book, One Coach, and our life's work focuses on how to bring the two of you into alignment.

And so the first half of the book deals with you.

Everything starts with a thought, transcends into a belief, turns into a behavior, which creates the results that we have.

The neuro-reconditioning part that Daniel's talking about suggests that we're not hardwired.

I just want to, you said you were going to give us like the one common thread in the research that you were talking about when I took a break.

Murray, to start us off, how does Christ's ascension shape our understanding of his ongoing presence and reign?

Yeah, so the ascension is maybe one of the lines in the creed that's often overlooked, isn't it? It's receiving actually some attention in recent scholarship, but I think often in the life of the church, we don't recognize or celebrate the ascension and its significance as much as we should.

So I guess the first thing to say is to remember who the one is who ascended, and that's going to apply the whole way through this section because we're picking up the creed here two-thirds of the way through, and so far the Creed's been emphasizing for us that there's one God and one Lord, the one Lord Jesus Christ, who is God from God and light from light and true God from true God, begotten, not made, the eternal Son of God who, for us and our salvation, became incarnate and lived and suffered and died and rose, and that same one is ascending.

So this is the ascension of the eternal incarnate Son of God.

And it's the next phase in his ministry.

We can separate the work of Christ into his state of humiliation and his state of exaltation.

His humiliation in the incarnation and then in his life and his suffering and his death.

What does that mean?

And why did you say it's a difficult position to fill?

The integrated position because it's a mix between being strategic but also being tactical and it also requires a different level of thinking.

So, you know, whilst they may have the technical ability or understand the business, the other stream of actually understanding how to get the best out of people, what is the level of work that's required is in terms of both managing people the founder or the visionary, if you like, of a business and also engaging with the leadership team and making sure that they're doing their job.

It all sounds rather simple, of course, but, you know, in a lot of the businesses we work with are 10 to 250 employees.

So the access to a person who has the ability to be ambidextrous, if you like, and move from strategic thinking to actually making sure that people are doing their day-to-day job is not easy.

And it's not a common trait.

So when businesses find one and they know it or when they see one and they know it, they understand the value that that person brings.

it so once they hire you right they hire tell me from an integrated integrator perspective why would i want to be on the bench