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Dr. Paul Enenche Just Delivered a POWERFUL Word on Leadership & Business 🔥 | THE BIG FIX Conference — Transcript

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0:02Father, we give you the praise. We give
0:04you the honor. We appreciate you. We say
0:07be glorified Lord for this moment.
0:09Breathe upon this meeting. And we ask
0:12that not one person will leave here the
0:14same way they have come. Be glorified
0:16Lord in Jesus [music] precious name.
0:19Amen. Can we give the Lord the praise?
0:21And let's take our seats.
0:25Please be seated. I want to appreciate
0:28Pastor Roberts and
0:32Jessica Cayanja for
0:36the love, the heart, the relationship
0:40and um want to really really salute you.
0:43We just watched the documentary while
0:45we're sitting on the Karamoja project
0:49and it is absolutely mindblowing
0:52to completely give the Lord the praise
0:54for that to completely
1:00rehabilitate
1:04and do a complete mental renovation
1:08of a forsaken land and a people for
1:11maybe centuries. ries for as long as
1:13they ever existed
1:15and um the heavy machinery and all the
1:18things going on there. It takes the
1:21heart of God to get that done. And we
1:25trust that the Lord will strengthen you
1:27and increase you in Jesus precious name.
1:30I appreciate everyone here today. Our
1:33dear friend Mike Francen, happy to see
1:35you. Mike was on the glory dome ground
1:39during construction. went around. He saw
1:42the structure before it was built and
1:45I'm sure you can see the difference now.
1:47Happy to see you. I welcome everyone
1:49here. Give the Lord the praise. I
1:52welcome everyone here today.
1:56I'll be speaking very very sharply on
1:59leadership wisdom.
2:03um the conference
2:07I have been allocated the subject of
2:10unique wisdom
2:12and I want to speak on leadership
2:15wisdom.
2:17I'm sure I can count on the screen.
2:19First Kings chapter 12 and in verse 7,
2:26the Bible speaking
2:28concerning
2:30the elders advising Rehoban, the son of
2:34Solomon. And they spake unto him,
2:36saying,
2:37If thou would be a servant unto these
2:39people this day,
2:42and will serve them, and answer them,
2:46and speak good words to them,
2:49then they will be thy servants
2:52forever.
2:55Our objective in this study
2:58is to understand the wisdom
3:02for effective organizational success.
3:06I've been told that I'm talking to
3:09leaders of industry,
3:11leaders in the business world, leaders
3:13in the corporate world and spiritual
3:16leaders.
3:18And like Dr. Morris Cerillo often said,
3:21all truths are parallel.
3:23So leadership principle for church
3:26leadership is the same with leadership
3:28principle for ministry leadership is the
3:31same with leadership principle for
3:33political leadership.
3:36Now there are three major things major
3:41objectives
3:43that every organization
3:46seek
3:48to achieve in order to be successful.
3:52three major objectives.
3:55Number one
3:57is the realization
3:59of
4:01organizational
4:03goals,
4:06vision
4:08and aspiration.
4:11Every organization
4:13is considered successful
4:15when they realize organizational goals,
4:20organizational vision,
4:24organizational aspirations.
4:26This is what we want to do. This is what
4:29we want to become.
4:31The second thing that organizations
4:34strive to achieve
4:37in order to be successful
4:40is the realization
4:45of client
4:47or customer
4:51aspirations and expectations. What is
4:54called customer satisfaction. The
4:56realization
4:57of client or customer
5:02expectations and aspirations. Every
5:04organization
5:06want to succeed by ensuring that the
5:09people they are called to serve are
5:11satisfied.
5:13The people they are called to to serve
5:16are fulfilled.
5:18So the the the the goals and the vision
5:21of the organization must be realized.
5:24And second,
5:25there must be the realization or the
5:28fulfillment of client or customer
5:30aspirations and expectations.
5:34And for a church setting,
5:38it's not um a financial kind of
5:39business. So your aim is to ensure that
5:43the people God called you to serve are
5:46effectively served and serviced.
5:51The third thing that
5:53organizations strive or must strive
5:58is the realization
6:01of optimal
6:06employee performance and output.
6:10Employee performance, workforce
6:13performance,
6:16employee performance
6:18and output
6:20that is the labor force.
6:22Those who work
6:25how to ensure that their performance is
6:29optimal.
6:30Now
6:33of all these three
6:37there is one on which everything hangs
6:42which is often the most ignored
6:46and that is
6:48the management of the workforce.
6:51the handling of the employee,
6:54the handling of the staff.
7:00It is important to note that how we
7:04handle the workforce
7:07determines the climate of the workplace
7:11as well as the future of the work.
7:16What we do with the workforce,
7:19[snorts] what we do with the employees.
7:23What we do with the staff
7:26determines the climate
7:31of the workplace
7:33determines the future
7:35of the work.
7:40the church workers. If we are talking of
7:42church for example, the church staff,
7:44what we do with them,
7:47how we handle them, how we manage them
7:51determines both the climate in the
7:54environment and the future. Now most
7:58times the organizations and institutions
8:02are so heavy. This is what we want to
8:05achieve. This is what we want to
8:07achieve. This is what we need to get
8:09done. We need to get this done
8:12without paying attention
8:17to either
8:20the client satisfaction
8:25or the employee satisfaction.
8:29Other times organizations become very
8:32heavy on customer satisfaction. We must
8:36satisfy the customers. We must satisfy
8:38our clients. We must be sure that our
8:40clients are happy with us.
8:43And they tone down
8:47on the satisfaction
8:50and the care of the workforce.
8:54I want to say
8:57that
8:59one of the most critical leadership
9:01assignments
9:02is to ensure that the people that work
9:07are handled.
9:09If the workmen are well handled, it will
9:13handle customer satisfaction.
9:15If the workmen are well handled, it will
9:19handle the fulfillment of organizational
9:22goals.
9:25FRUSTRATION WITH the
9:28staff
9:29naturally
9:32overflows
9:34into frustration on the customers.
9:39When the when the staff are unhappy,
9:43when they are stressed, when they are
9:45frustrated, it naturally flows.
9:49That is why it is critical that
9:52leadership
9:53understands
9:55that a most critical aspect of
9:57leadership
9:59is what we do with the employee with the
10:02workforce and with the staff
10:05star organizations they know that I'm
10:08going to look at 14 14 things
10:12that is critical for every management
10:15level p person or leader of an
10:19organization to do in order to realize
10:23these three goals beginning with what to
10:26do with the staff. Number one,
10:30clearly define the vision,
10:34the goals
10:36and direction
10:38of your organization. clearly defined
10:41the vision, the goals, the direction
10:46of the organization. It must be clearly
10:49defined
10:51for three reasons.
10:53First,
10:55people only run with visions they
10:59understand.
11:01In Habac 2 and verse 4:3, he say, "Write
11:04the vision, make it plain."
11:08People only run with visions they
11:12understand. [clears throat]
11:13Secondly,
11:17people only commit to what they
11:20comprehend.
11:22They commit only to what they
11:25comprehend.
11:29And thirdly,
11:32people only score
11:36where the goal is clear.
11:40They score if the goal is clear. If the
11:45goal is not clear, there will be no
11:47score.
11:51a clear definition
11:55of the vision
11:58of the goals and of the direction of
12:01this organization.
12:03It shouldn't be assumed
12:05to the staff to the church workforce to
12:08the work whatever it must be
12:11consistently communicated. [snorts]
12:14Number two,
12:17very important,
12:19clearly communicate.
12:21I'm talking to the leader. Clearly
12:24communicate
12:26the difference you are out to make,
12:31the problem you are out to solve
12:35and the value you are out to add.
12:40Clearly communicate the difference. You
12:43are out your organization is out to make
12:47the problem. You are out to solve
12:52the value you are out to add.
12:56There are many organizations. WHAT MAKES
12:57YOURS DIFFERENT?
13:00There are many people trying to achieve
13:02MANY THINGS. SO WHY WHY IS yours
13:04necessary?
13:06The staff, the employee, the workforce
13:09must know.
13:12Nehemiah chapter 2:17, Nehemiah did
13:14that.
13:17Why is this important? again. First
13:22people are motivated
13:26when they when they sense
13:31that they are out to do something
13:33important with their lives.
13:36They are motivated.
13:38Every time they sense that they are out
13:40to do something important with their
13:42lives.
13:45Secondly,
13:47people are motivated
13:50when they feel a part of something
13:53bigger than themselves.
13:56When they feel that they are a part of
13:59doing something that is beyond
14:01themselves,
14:02something bigger than their size.
14:06When they feel that THEY ARE A PART OF
14:08CHANGING the world,
14:15Thirdly, people are motivated when they
14:18perceive that they are impute matter.
14:22This is what we are out to do and your
14:25impute matter.
14:29Friends, let's go on evangelism. Let's
14:31go on outreach. Let's make a mark for
14:34time and eternity. Let's touch the heart
14:37of the father. Let's feed the hungry.
14:40Let's put smiles on the faces of people.
14:43Let makes let's make life more
14:45comfortable for our generation.
14:49We must clearly communicate the
14:51difference we are out to make the
14:55problem we are out to solve
14:58and the value we are out to add. Don't
15:00just let people come because they they
15:02are looking for salary.
15:05Don't don't engage people with only the
15:09mind that they are going to be paid a
15:10salary.
15:13Let them know they are doing something
15:14with their lives that is worth it.
15:18It doesn't matter whether it is a
15:20telecommunications industry or whether
15:23it is a banking whatever it is make it
15:27clear to people.
15:30Number three,
15:34never try to use people.
15:38Always endeavor to raise people.
15:42Don't use people.
15:45Raise people.
15:48Never ever make people feel used.
15:52Make them feel raised.
16:02People who use people have [singing]
16:04plenty. When you use people, you lose
16:08people.
16:10When you raise people, you retain
16:13people.
16:16What is the meaning of that?
16:19Again, three things.
16:22First,
16:24people are excited
16:28when they feel enhanced [clears throat]
16:32and they are irritated when they feel
16:35abused.
16:40They are excited when they feel
16:41enhanced. Their lives, their lives worth
16:44and value feel enhanced. They are
16:46irritated when they feel
16:49abused.
16:51Second,
16:54let
16:56the association
16:58of people with your organization
17:02constitute a lift
17:05for their lives. A lift that is visible.
17:10That that that feedback is a bit uh
17:12disruptive.
17:19Amen.
17:23Let
17:25people come close to your to you and to
17:28your organization
17:30and let it herald the lift.
17:34A lift that is visible to their friends,
17:38visible to their family.
17:43Let life be better off
17:47because they associated with you and
17:51with your organization.
17:53The meaning of this is
17:56never leave people
17:59the same way you met them.
18:02Don't use people. Raise people.
18:06Raise them. Lift them. enhance them.
18:16Am I communicating? There are many
18:19employers that are using people, many
18:22boss, bosses
18:25that just look at people as commodities,
18:29property.
18:30>> Oh my god.
18:32>> These are just disposables.
18:35I hire you, I fire you.
18:39Let's not function like that.
18:43Let people feel a sense of worth, a
18:46sense of value,
18:49and you'll be shocked at the outcome of
18:52your organization.
18:54You'll be shocked at the overall worth.
18:58The worth of the workers
19:01determines the worth of the work.
19:05value placed on the workmen
19:08enhances [clears throat] the value of
19:10the overall work, the overall
19:12organization.
19:15That is a tough thing that I want us to
19:17know. This may not be very conventional,
19:20but I like you to apply it and you'll be
19:23shocked.
19:28Never try to use people.
19:31Always try to raise people. Number four,
19:36make the workmen happy
19:40and they will make the work happen.
19:45Make the workmen happy and they will
19:49make the work happen.
19:54The queen of Sheba said to Solomon,
19:57"Happy are these thy workmen."
20:01First Kings 10:8.
20:03Happy are these thy laborers. They are
20:05happy.
20:07Make the workmen happy.
20:11What does this mean? Three things.
20:14Happy are thy men.
20:17First,
20:19let the work environment
20:22be both exciting and empowering.
20:26Work environment.
20:28Exciting, empowering.
20:31Let people step into a climate
20:35that is not depressing and depressive,
20:39that is not demotivating.
20:42Let it be empowering.
20:44Let it be exciting.
20:47Second, let the work environment be
20:51devoid of both toxicity and tension.
20:55I'm sure you have heard of things like
20:57it's a toxic work environment.
21:00That kind of toxic work environment will
21:02choke away the workmen.
21:05There will be high turnover of of of
21:07employee. They will just come and be
21:08going.
21:10Let it be devoid of tension and
21:13[clears throat] toxicity.
21:16And thirdly, let the work environment
21:20be a place people look forward to coming
21:24make them happy.
21:26They look forward to coming to work
21:29devoid of strife, devoid of bitterness,
21:33devoid of harassments.
21:39Can I go ahead?
21:41The place look mighty quiet.
21:46Don't forget, make the workmen happy and
21:49they will make the work happen.
21:53Number
21:57five,
21:59love the people genuinely
22:02and they will serve passionately.
22:07Love the people. Love the people that
22:10work with you. Love them genuinely
22:13and they [clears throat] will serve
22:16passionately.
22:28This last Sunday I put a call to one of
22:29our pastors
22:31serving in a very rural area.
22:35When he was posted to that location, he
22:37felt bad. He said he had always served
22:41in rural communities and they are
22:44sending him to another another one.
22:49I called him to my office.
22:52I sat with him. We talked
22:55and I assured him,
22:58took him to the altar, prayed for him,
23:00laid hands on him.
23:03After Sunday service, I saw his text
23:06message and I called him back. How are
23:08you doing?
23:10I said, I want to let you know that you
23:12are okay. Everything is okay. God will
23:14bless you there. Everything will grow,
23:15will increase.
23:17and [clears throat]
23:18just get ready for excited. By the time
23:21I finished talking with him on the phone
23:24he called, he sent me a text message say
23:26he can't believe this kind of love that
23:29he thought he was always rejected from
23:30his family from everywhere. He felt
23:32rejection but that I took the phone and
23:35called him encouraging him in the
23:38assignment and telling him to continue
23:41to labor and that God is with him, it
23:44blew his mind.
23:46Listen to this these things. First of
23:49all,
23:52how do we love the people genuinely?
23:55First treat treat your staff as co-human
24:00beings.
24:02If nothing else, let them receive THE
24:05TREATMENT AS CO-HUMAN beings that have
24:08feelings and as aspirations.
24:12They have family, they have friends,
24:14they have feelings, they have
24:16aspirations. Let them be treated as
24:18such.
24:20Second,
24:21put yourself in their shoes.
24:25How would you love to be treated if you
24:28were the employee?
24:32We put ourself in their shoes. How would
24:35I love to be treated if I was the staff?
24:39[snorts]
24:41It's very very important.
24:44The Bible says, "What thingsoever you
24:45want men to do to you, do to them. That
24:47is the law and the prophets." Finally,
24:50release good will
24:53on a continuous basis. Bless them, speak
24:57well to them,
24:59communicate well to them.
25:03This is leadership wisdom
25:06that will cause the goals of the
25:08organization to be fulfilled.
25:12Number six, so the first thing we said
25:14is
25:18clearly define the vision, the goals and
25:21direction of the organization. Second,
25:24clearly communicate the difference you
25:26are out to make,
25:30the problem you are out to solve, the
25:33value you are out to add. Thirdly, never
25:35try to use people. Raise people. Number
25:39four, make the workmen happy and they
25:42will make the work happen. Number five,
25:46love the people genuinely and they will
25:49walk serve passionately. Number six,
25:52these are all connected. Number six, pay
25:56attention to the welfare [clears throat]
25:59and physical well-being of the people
26:03of the staff. Pay attention to the
26:06welfare and physical well-being
26:11when people are looking sad. Notice it
26:16when they are dressing drab. Notice it
26:20WHEN AN EXCITABLE EXCITED EXCITING STAFF
26:24is not smiling. Notice it.
26:28That was what Joseph did in the prison.
26:30He noticed the people that were under
26:33him. He noticed there. He noticed that
26:35they woke up. They were not smiling.
26:40People don't care
26:43who you are
26:45or what you have.
26:48until they know how you care.
26:52You may be a billionaire, they don't
26:54care. The question is, do you care for
26:56me?
26:58Secondly,
27:01people are there for those who are there
27:04for them.
27:06If you are there for me, I'll be there
27:08for you. If you are there for the staff,
27:11the staff will be there for you. If you
27:14are, we reap what we sow.
27:19Thirdly,
27:21you may touch
27:24the pocket of the staff
27:27with their salary,
27:30but you touch their heart with your
27:32love.
27:37And touching the heart is superior to
27:40touching the pocket or the account.
27:44You may impact their account with their
27:47salary, but you impact their heart with
27:51your charity.
27:54You impact their lives with your
27:57charity.
27:59There are things you do for people that
28:02matter more to them than any allowance
28:03you pay them.
28:06Very, very important.
28:11Number seven,
28:13listen
28:14for the aspirations,
28:17yearnings,
28:19concerns
28:21and challenges of the people. Listen
28:26for
28:28the aspirations,
28:30the yearnings,
28:32the concerns and the challenges of
28:35staff,
28:37of workforce. listening is called
28:40feedback.
28:44What is bothering them?
28:47What is their yearning? What are they
28:50looking forward to? Some are comparing
28:52themselves with employees in other
28:54places.
28:57Someone said feedback is the breakfast
28:59of champions.
29:01And for me I know that feedback
29:06is a major diet of leaders. Feedback.
29:12Feedback destroys tension in the works
29:14workplace.
29:16Feedback.
29:19Feedback facilitates improvement in
29:21leadership.
29:23Feedback. It facilitates improvement in
29:26your leadership capacity. Feedback.
29:31Feedback is key to progress.
29:35This is very very important. Many of us
29:38we don't listen.
29:40We are not we don't pay attention.
29:44I have had staff draw our attention to
29:46many things many times.
29:49And that leads me to point number eight.
29:51Respond promptly.
29:53Respond promptly and appropriately.
29:58to those to the to to the feedbacks.
30:01Respond
30:04when we receive feedbacks,
30:07when we hear their aspirations,
30:10when we hear their yellings,
30:13when we hear
30:17their concerns,
30:19when we hear their challenges,
30:22respond.
30:24When you do that, three things happen.
30:26One, it shows that the people matter.
30:30You are showing the people that they
30:32matter to you. It enhances their sense
30:35of value.
30:37When we do that, we show that they have
30:41a future with us.
30:45We are showing them.
30:47When we do that, listen to this. This is
30:50very important. When we listen to the
30:52people's feedbacks
30:55and we do something about them,
30:59it shows them that they can trust us
31:02with their lives and we will not
31:04mismanage it.
31:09It shows the people that you can be
31:11trusted with their future. You can be
31:14trusted with their destiny
31:16and it will not be mismanaged.
31:20Many people don't believe we the the
31:23boss the CEO can be trusted.
31:28So they just just just they JUST DO ANY
31:30KIND OF WORK permanently on the lookout
31:32for another job
31:35permanently
31:37and after you have done all your
31:38investments in their lives they get
31:40another job.
31:43So when we listen to the feedbacks
31:47and THEY SEE THAT WE DID SOMETHING ABOUT
31:49IT, he said, "This man [clears throat]
31:52has my future in his mind. I can trust
31:56him with my life, with my destiny, and I
32:00won't regret it. He will not mismanage
32:02it." This is very, very important. Can I
32:06go ahead?
32:09Number nine.
32:16Let the people see a future with you.
32:22The people who work in your
32:24organization, let them see a future with
32:27you.
32:31Why is this necessary?
32:34Because
32:36no one goes on a journey
32:39to a futureless place.
32:43No one enters a vehicle and they say
32:45where you are going [clears throat]
32:46I don't know.
32:48No one enters a a an aircraft and they
32:51say where are you going? Say
32:52[clears throat] I I I can't tell. No one
32:54enters a vehicle to a futureless place.
33:00People disappear. Now what are the
33:02things that give gives them a future? A
33:04clearly defined structure.
33:08People disappear when they don't
33:10perceive a structure and a future WHERE
33:14EVERYTHING LOOKS UPSIDE DOWN.
33:17Where they can't perceive a structure or
33:20a future. They only hang around for lack
33:23of employment.
33:25And when they find a better job that
33:27they think they have a better future,
33:29they disappear. Let people have a sense
33:32of a future
33:34and that is possible by a structure and
33:37a clear vision. Give them the vision
33:40that gives them the idea of the future
33:43and let the vision be back with action.
33:47Act in ways that make people know they
33:51have a future.
33:54Number 10, [clears throat]
33:56be a servant leader.
34:00If you will serve these people,
34:03the people people will gladly serve who
34:07serves them.
34:09If you will serve these people and be a
34:12servant to them, they will be your
34:15servants forever.
34:19What is the meaning of be being a
34:21servant leader? Number one, be clothed
34:23with humility.
34:25Humility and simplicity. Nothing beats
34:29it in in leadership. Humility and
34:32simplicity be devoid
34:34of that typical
34:37bossy arrogance
34:39that this is the boss passing.
34:42Everybody is is taking cover. Is there
34:44running, taking a hide? Be the KIND OF
34:48BOSS THAT SHAKES HAND WITH A CLEANER.
34:54Be the kind of leader that is asking for
34:56the name of the of the janitor of the
35:00gardener. How are you? Where is your
35:01family? What's your name? Where are you
35:03from? Can I can I know more about you?
35:07I'm glad to meet you. Please, if you
35:09have any problem, don't hesitate to see
35:10me in the office. You are talking to the
35:12gardener.
35:14He has a supervisor. He has a manager.
35:18Yet you said if you have any problem,
35:20feel free to see me. If you are talking
35:22to the lowest level,
35:24you are you are shaking hands with him.
35:26You are finding out his name. You are
35:28asking about his family.
35:31>> You have some little change in your
35:33pocket. You just get just have this for
35:35lunch.
35:37This is minor salary and he's wondering
35:40what kind of boss is this.
35:43And he's at home. He's at rest.
35:46He feels like you YOU ARE TREATING HIM
35:48LIKE A HUMAN BEING.
35:50He's not just a a a number in the
35:53system. He's the person
35:57>> that is BE YOU ARE CLOTHED WITH HUMILITY
36:00AND simplicity in servant leadership.
36:03Secondly, it means you model service in
36:08front of the employee. You model it.
36:11A servant leadership, a servant leaders.
36:15This is an example. My my our people
36:18know my wife is aware.
36:21I'm driving within our premises, the one
36:24you just saw and I saw a piece of paper
36:28on the ground and the and and and and
36:31the driver and all of them need know
36:32that they have to stop on the spot, open
36:35the car and pick the paper.
36:38>> All right.
36:40I
36:42anywhere they all know
36:46you join the cleaner to clean.
36:50You join the sweeper to sweep where
36:53necessary.
36:54You join the technicians to do not
36:57because YOU ARE UNDER OBLIGATION TO DO
36:59it but you are showing them that doing
37:02it is not punishment.
37:05You are SHOWING THEM THAT DOING IT IS
37:07NOT SLAVERY.
37:09You are SHOWING THEM THAT DOING IT DOES
37:11NOT MAKE THEM LOWER THAN any other
37:13person.
37:16You you are a SERVANT LEADER. YOU MODEL
37:19SERVICE in front of the employee.
37:25You know what is going to happen after a
37:27short time? The workplace becomes like a
37:30community, a family.
37:33Nobody thinks of changing his family.
37:37It just becomes [music] it just becomes
37:39it just becomes a a a it just becomes a
37:42a a unit of love.
37:45Be a servant leader. It also means
37:51serve the people
37:53in any way possible.
37:57Any way possible. Whatever whatever
38:00service is possible, you serve the
38:03people. Number 10, be a servant leader.
38:07Number 11,
38:09invest
38:11in the training and [clears throat]
38:13development of the people.
38:16Invest,
38:18pay money
38:20to to to train them,
38:23release resources to develop them,
38:26do [snorts] what you can to bring the
38:28best out of people. And there are three
38:31reasons for this. One impute
38:35determines output.
38:38What you put in the people is the
38:41determinant of what the people can bring
38:43out.
38:45Impute determines output. What you put
38:49into them is a determinant of what you
38:52can get out of them. Number two, you are
38:55not permitted to blame them until you
38:58train them.
39:04People cannot be blamed if they have not
39:07been trained. [laughter]
39:11Look at somebody said, look at help me
39:13tell someone near you. Say don't blame
39:15them
39:16until you train them.
39:22>> Tell another say don't blame them
39:25until you train them. We are busy
39:28BLAMING A LOT OF THE CAMERAMAN didn't do
39:30this well. the uh the the the the video
39:33editor didn't do this well. The the book
39:34writer didn't do this well. This person
39:36didn't do this well. Everyone didn't do
39:38anything well. Question is, when was the
39:40last time you spent time and money
41:17Then you confirm. Can you repeat it to
41:18me? What did I [clears throat] say?
41:20Your job. Number one. Yes. Say it. Two.
41:23Tell me. Number two. Number three.
41:25Number four. Number five. Is that clear?
41:28Perfect. You insist, you confirm.
41:32You don't only insist. You insist, you
41:35confirm clear job description. I was
41:39expecting something from one of our
41:41officers some time back
41:44and
41:46I didn't get it.
41:48I said I was expecting this
41:52and and and he said nobody told me
42:00all your colleagues ARE DOING IT THIS
42:02WAY. THEY SAY I DIDN'T KNOW.
42:05I said I know I I knew Saul because I
42:07know you are smart enough
42:09to produce a result but you didn't know.
42:13So it had to be established. Okay. This
42:15is what it is. Okay. Now we establish it
42:18for everybody. Aresh. All right. All of
42:20you in this unit. This is what to do.
42:26>> Very very important.
42:29We
42:31don't assume, we insist
42:35and we enforce.
42:38And the third aspect of that never
42:40assume is
42:43inspection
42:47is
42:48important in the confirmation of
42:51expectation.
42:53Inspection
42:55you don't teach. The Bible said a child
42:57left to himself bringeth shame. An
43:01employee left to to themsel bring shame.
43:05Inspection is critical for the
43:08confirmation of expectation.
43:11I heard some time back that you don't
43:14expect what you don't inspect.
43:19If you won't inspect it, don't expect
43:21it.
43:24very very important very very important
43:27so so while the work is going on there
43:30are different levels of people ex
43:32inspecting to show that the right thing
43:34is being done
43:36that the that's the work of auditors and
43:39auditing various things at various
43:42points very very important and then
43:47number 13
43:49never play
43:51with the wages wages
43:54of the workmen.
43:56Don't play with the wages of the
43:58workmen, the salary, the pay, the
44:01allowances. Don't play with them.
44:05Pay them well
44:08and pay them on time.
44:11Pay them well
44:13and pay them on time. The Bible says the
44:17laborer is worthy of his hire.
44:20I may say this may be very very tough
44:22for some people but it is not legal and
44:26it is not morally justified
44:30for salary to move from one month into
44:32another month.
44:34It's not morally justifiable.
44:38It's not it's not morally justifiable.
44:43And there are a lot of scriptures that
44:46God speaks the law of God is against it.
44:49Please place on the screen for me
44:50Leviticus 19 and verse 13.
44:54Leviticus 19 and in verse 13.
44:58Do I expect that scripture on the
44:59screen? Thou shall not defraud your
45:01neighbor, neither rob him. The wages of
45:05him that is hired shall not abide with
45:08you all night until the morning. If you
45:11are to pay him today, don't pay him
45:12tomorrow. Pay him today.
45:16Pay him today. Pay him today. Now,
45:19Deuteronomy 24:14-15.
45:22Check that quickly. Deuteronomy
45:2424:14-15.
45:25And I'm sure that there are people here
45:27who may not um there are maybe
45:30executives who may not be Bible
45:32oriented, but the Bible is a book of all
45:34principles. He said, "Thou shall not
45:36oppress a hired servant that is poor and
45:39needy." THAT'S A STAFF. WHETHER is it be
45:42of your brethren or of the strangers
45:44that are in your land within your gates.
45:49I'm reading the screen. Verse 15.
45:53Next verse.
45:55At [clears throat] his day
45:57you shall give him his salary.
46:00Neither shall the son go down on it
46:04for he is poor and setth his heart on
46:07it. in case he cry against you to the
46:11Lord and it is sin against you is sin
46:14unto you.
46:16Hallelujah.
46:18>> I spoke in in our nation and I spoke to
46:21some of the I said some of some of the
46:23government state governments owing
46:24people one month, two month, three
46:26months salam you are under a curse.
46:30You are walking under a curse.
46:35That is why A LOT OF INSTITUTIONS ARE
46:36NOT growing
46:38because a lot of people are grumbling.
46:43This is very very important. In our own
46:45organization, you are not permitted to
46:47cross. Even 30th is not is not going to
46:50is not permitted to be nearby
46:55for 4 days, 5 days before the month end,
46:57they are paid.
47:00By December, they have extra salaries.
47:03By the time we had a certain situation
47:05in our country, fuel price, what do you
47:07call subsidy was removed and all of that
47:10and the difficulty became intense. We
47:12decided to increase salary by maybe 50%.
47:15So that they can be able to handle the
47:18the the economic situation at the time
47:21and all that goes on from time to time
47:24to ensure that the workmen are happy.
47:29Now three things we must know on this.
47:31First, when you pay them on time, it is
47:35your communication
47:37of value for their labor. You value it.
47:41You you you are letting the people know
47:43I value your work.
47:46Second,
47:48it enhances commitment to duty. They
47:51have no justification for not being
47:54serious with duty.
47:57IT ENHANCES COMMITMENT TO DUTY.
48:01It destroys every reason for slackness.
48:05You are paid and you are paid well and
48:07you are paid on time and you are still
48:10slack at work. You're on your way out.
48:15And thirdly, it activates the blessing
48:17of God that you care for the people that
48:20work for you and that you are not owing
48:22them. It activates the blessing of God.
48:25So never play with the wages of the
48:28workmen. Number five, finally res
48:32respect all agreements and contracts of
48:36employment.
48:38Respect it as it pertains to the
48:40workmen. Respect all agreements and
48:44contracts [clears throat]
48:45of employment. That is there should be a
48:49clearly stated employment contract.
48:52employment agreement that details
48:56the expectation of the employer from the
48:59employee and the responsibility of the
49:02employer towards the employee. This is
49:04what I expect you to do and as you do
49:06this this is what I will do and in the
49:09same manner [clears throat] it details
49:11the responsibility of the employee
49:13towards his employer and his own
49:16expectation from the employer. I I'm
49:18going to walk like this, but this is
49:20what I expect from you at the end of 30
49:22days. This must be clearly documented.
49:25We live in a world today where there is
49:27a lot of litigations and a lot of a lot
49:29of terrible things that happen where
49:32people will claim all the wrong things.
49:34So things must be clearly documented and
49:38it must be respected.
49:41When the contract need to be amended,
49:44when it needs to be adjusted, both
49:46parties must agree this is what is we
49:49about to do and it is done so that you
49:52can be trusted. You see when we keep on
49:55changing the gold post like Laban,
49:59you know Laban and Jacob, he changed his
50:01condition of service 10 times, changed
50:04his wages 10 times, then you cannot be
50:07trusted. And
50:10leadership
50:12is a product of trust.
50:15People trust, people follow who they
50:18trust.
50:20If you can no longer be trusted,
50:23your leadership is gone. There are
50:26church leaders who have lost churches
50:28because they could no longer be trusted.
50:30There are organizations that have lost
50:33everything because they could no longer
50:35be trusted. You remember the the
50:37collapse in 2006 of many companies in
50:43America, including um Enron, the energy
50:45company, and many of those companies.
50:47They declared a lot of profit that were
50:49unrealistic
50:51drew through true orchestrated
50:52accounting fraud where um shareholders
50:56thought they were making money and they
50:58were making nothing. It was just on
51:00paper fraud. When it was all discovered
51:03that these people like the companies
51:04crashed, some CEOs committed suicide.
51:08Companies just wiped out because they
51:11couldn't be trusted. They couldn't they
51:14were not reliable. They were not
51:16trustworthy and they lost everything. So
51:19we respect agreements, respect contracts
51:22and respect all these things [snorts]
51:24for so many reasons but including the
51:26fact that we must be trustworthy,
51:28reliable
51:30and then the followership is enhanced.
51:32[clears throat] I have spoken 14 things
51:35that leaders must do management level
51:38people in order to have your goals
51:42fulfilled. the goals of the organization
51:44and customer satisfaction. Once these
51:46things are done, there may be more, but
51:49this is where we'll stop tonight. Once
51:51these things are done, you don't need to
51:53beg the staff to give customer
51:57satisfaction. They are duty bound. When
52:01someone is excited, the excitement is
52:03contagious. When somebody is happy, the
52:05happiness flows is infectious. everyone,
52:09every every um client, he comes in
52:12concert, he just transmits the same joy,
52:14the same excitement, the same
52:15fulfillment. Again to go over it, the
52:19first thing that we need to do is first
52:21of all, we must ensure
52:24that we have a clearly defined vision,
52:27goals and direction. Number two, clearly
52:30communicate the difference your
52:32organization is out to make the the
52:35problem you are out to solve, the value
52:37you are out to create. Thirdly, never
52:40try to use people. Endeavor to raise
52:43people. Four, make the workmen happy and
52:46the work will happen. Five, love the
52:50people genuinely and they will serve
52:52passionately. Six, pay attention to the
52:55welfare and physical well-being of the
52:57people. Number seven, listen for the
53:00aspirations, the yearnings, the concerns
53:02and the challenges of the people. That's
53:03feedback. Number eight, pay attention.
53:08Respond promptly and appropriately to
53:11the feedbacks. Number nine, let the
53:14people see a future with you. Number 10,
53:17be a servant leader. Number 11, invest
53:21in the training and development of the
53:23people. Number 12, never assume that
53:27people know what they what to do. Always
53:31confirm and insist that they know.
53:34Number 13, never play with the wages of
53:40the workmen. And number 14, respect all
53:44agreements and contracts of employment.
53:47Thank you so much for your audience. Can
53:49we all stand up on our feet at this
53:52moment?
53:54>> [music]
54:01[applause]
54:03>> I see something changing. I see an
54:06organization changing. I see an
54:08organization changing. I see something
54:11changing. I see something changing.
54:14[music]
54:15I see something changing with somebody.
54:17If you can see the thing that I see, say
54:20amen. I see something changing. I see an
54:23organization changing. I see an
54:26institution changing. I see an [music]
54:28industry changing. I see there are many
54:32of us here. You are already successful.
54:34But God sent me to let you know your
54:36success is moving to another level. Your
54:39team is moving to another level. Your
54:42organization is shifting to another
54:43level. I
54:48push
54:50away. [music]
54:58[music]
55:11Heat. Heat.
55:22Thank you master. [music]
55:23Thank you. We glorify you. Thank you
55:28in Jesus precious name. [music]
55:30And I pray for everyone here today. I
55:33ask that you will cause [music]
55:37success
55:38to be the outcome of every organization
55:43and every ministry and every [music]
55:45institution here in the name of Jesus.
55:48The wisdom of leadership, may we walk
55:51with it. [music] May we run with it.
55:53That will not hear these things only,
55:55but we'll run with them. We'll do them.
55:58We'll test them to produce drastic
56:01results in our lives in the name of
56:03Jesus. Father, thank you. Adon I thank
56:06you. Elon, thank you. Be glorified in
56:10Jesus name. Amen. I don't know what
56:12you're going to do, but help me
56:13congratulate three or four people. Tell
56:15them, "Get ready for a shift in level."
56:18Get ready for a shift in level. [music]
56:20A shift in the level
56:29[music] in the name of Jesus.
56:34[music]
56:42>> [music]

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