Second Corinthians And The Real Work Of Leadership

If leadership feels harder than it should, you’re not alone—and you’re not broken. We dig into Second Corinthians to uncover why perseverance, integrity, and compassion matter more than perfect plans, and how those choices turn ordinary teams into resilient ones. From construction sites to church staffs to school hallways, the same principles hold: show up on the rough days, be honest about constraints, and keep people focused on the mission when the timeline moves and the weather won’t cooperate.

We start by reframing success as consistency over genius. Then we move to transparency—the kind that steadies morale and equips people to steady others. Paul’s insight that comfort is meant to be shared becomes a practical cascade: leaders who listen and encourage create teams that do the same. We unpack real methods for navigating conflict without drama: restate the facts, invite each side to define success, fix the small miss that caused the big mess, and close with a clear decision. Along the way, we explore how a coach’s tone—blunt but compassionate—can be the difference between burnout and buy-in.

The heart of our conversation lands on weakness, limits, and team design. Paul’s story of unanswered prayer doesn’t end in defeat; it starts a smarter way to lead. Call your gaps “lesser strengths,” hire people whose best work fills them, and let everyone live near their natural edge. Strengths-based teams move faster and break less because handoffs are clean and energy stays high. We round it out with a hard-won truth about focus: you can’t give every task an A. Invest your best in the few priorities that matter most, delegate the rest to capable hands, and protect the habits that keep you steady.

If this resonates, follow the show, share it with someone who leads under pressure, and leave a quick review to help more people find these conversations. Your feedback shapes what we explore next.

Transcript

Tempo: 120.0

SPEAKER_03 0:12

Oh now, yeah.

SPEAKER_02 0:28

Alrighty, welcome, welcome, welcome, welcome, welcome, welcome. Say welcome.

SPEAKER_00 0:35

Welcome.

SPEAKER_02 0:36

More intensity.

SPEAKER_00 0:37

Welcome.

SPEAKER_02 0:39

We got a guest in the studio today. Got a guest in the studio. What is your name?

SPEAKER_00 0:46

Luke.

SPEAKER_02 0:47

Luke. The boy. I am your father. Luke, I am your father. I am your father. All right. Uh yeah. Welcome to episode what? 107. All right. Episode 107.

SPEAKER_01 1:04

107.1. Wolfman Jack. Whoopman Jack. 107.1.

SPEAKER_02 1:10

You don't need to know who Wolfman Jack is, yeah. No, that's uh.

SPEAKER_01 1:14

Oh my goodness. Yeah. Yeah, that's uh some ancient, ancient radio history. Yeah. It was before you're born. Yeah, way before. I can tell you. Like in the 70s. Yeah. It was way. I used to listen to him uh driving uh to college uh from Albuquerque. There was like nothing in West Texas. You turn your radio. I don't even know what station it was, but it was out of Chicago. And uh you'd hear Wolfman Jack, one of Zemboy1, you know. Not much has changed. No. No, there's still nothing. But there is a little town out in uh in West Texas between uh Abilene and Lubbock called Posey, Texas. Nice. Raise a lot of cotton out there. Nice cotton. So um yeah. So anyway, I mean here's the thing uh Posey, Texas is so small, they have the sign on both sides of the pole. I mean, that's how that's how that's how small it is. So if you literally, one of those towns, if you blink, you will miss it.

SPEAKER_02 2:14

You will miss it.

SPEAKER_01 2:14

All right, well, I understand. That's exciting, very exciting.

SPEAKER_02 2:18

I don't know that I've ever been through Posey, Texas. I have to check. I've drove up and down those roads out there quite a bit.

SPEAKER_01 2:23

Fabling to to Lubbock. Yeah. Uh I don't remember the number, but it's up there. It's up there. Hey, so for those of you who are uh you know joining us for the very first time, uh thank you for uh tuning in today. Uh this is the Biblical Leadership Show. I'm Dr. Dean Posey. We have Tim Lansford there and his son Luke today. Hello, Luke. How are you doing?

SPEAKER_03 2:42

Good.

SPEAKER_01 2:42

And um glad to have you here. And so this is episode 107. So let me just give a little synopsis of what we've been doing. I actually looked it up. We started this in August of 2024. Really? Yes, with the book of Genesis. So this is episode 107. So we've been doing this over two years, and what we've been doing is um not over. Oh in about two and a half years now. Two and a half? Yeah, about two and a half years. 23 to 23, yeah. Is that 23 we did it? Yeah, we started in August of 24. And so we're doing right now is we are going through every book of the Bible. Uh, some uh weeks it takes like one week to go through a book like today. We're gonna go through the book of 2nd Corinthians. Other weeks it takes us a little longer. It does. It does. But uh what we do is we go through the book and pull out leadership principles um that we can apply to today's life from every book in the Bible. So uh Tim has uh been in custom home building for like 30 years. He also travels around the country speaking on leadership. I was a pastor for 45 years, and so uh we just uh just love what we're doing. And uh the thing that you might not know about our show is that we really like dad jokes. Yes, we do. And so I'm gonna start out with one. So here we go. What is the priest's favorite kitchen appliance?

SPEAKER_02 4:07

The priest?

SPEAKER_01 4:08

Yeah, priest's favorite kitchen appliance.

SPEAKER_02 4:11

I got two dad joke people in here. You gotta understand. Posey, great dad joke, right? He's got 600 dad jokes over here. But the rival him, even above me and my dad jokes, is my son. Oh he is the dad joke king. He creates them, he makes them, he figures them out, and uh okay, Luke, here we go.

SPEAKER_01 4:30

What's the priest's favorite kitchen appliance?

SPEAKER_00 4:36

I don't know.

SPEAKER_01 4:37

A deep fryer.

SPEAKER_02 4:40

You don't even know what a movie a fryer is, do you?

SPEAKER_00 4:44

I know what a fryer is.

SPEAKER_02 4:45

All right, there you go.

SPEAKER_01 4:46

All right. So yeah. All right. All right, so let's get let's get after it. Uh 2 Corinthians. So let me just uh summarize a little bit about 2 Corinthians. Um so Corinth was uh a city there in Greece. Um Paul went to Corinth on one of his missionary journeys, and um uh the church was having some issues as you know, churches just naturally have you know questions or thoughts or something. Uh and so they would write Paul, they would write Paul, and then he would respond. We don't have the letters that the people wrote to Paul, but we have Paul's response. So we can get an idea of what the issues were by l looking at his response. And uh so now we're in 2 Corinthians, so this is the second letter that Paul wrote back to the church at Corinth. And uh there's some serious um uh leadership issues that uh we're gonna talk about here today from the book of 2nd Corinthians. And so um, you know, talks about uh servant leadership, integrity, uh authority, uh vulnerability. So those are the kind of things we're gonna talk about today.

SPEAKER_02 6:04

Yeah, I I have them in my notes. One of the things is said that um uh 2 Corinthians is uh deeply personal, right? And uh leadership is not about power, it's about perseverance, integrity, and grace under pressure, sort of what I've came up with in some of my show notes. Um so yeah, it's uh it it sounds like a uh uh um fun subject.

SPEAKER_01 6:26

Yeah, so let's just talk about perseverance and this little quote I have. Um success does not require you to be the smartest, the richest, or the most talented. It requires you to be consistent, determined, and unwilling to quit when things get tough.

SPEAKER_02 6:43

Nice.

SPEAKER_01 6:44

And um, and that's so true because if you're gonna be a leader from for anything, it could be just your family, could be uh a scout organization, it could be uh, you know, a wood turning club, it could be um a car club, uh you know, a sporting club, whatever it may be.

SPEAKER_02 7:04

Your old pickup and stuff.

SPEAKER_01 7:05

Yeah, I had an old I had a a show truck for a long, long time and and loved doing that. But um, let's just say if you're a business and you own a bakery or electrical company, um you know, there's gonna be some tough days that you're gonna face. And that could be a supply issue, it could be your employees get sick, um, a contract doesn't fall through or fall through that you were counting on. Um, you know, there's all kinds of issues. And the question is, what happens when you face those tough issues? And it's uh very common to maybe just get upset, but uh, you know, how do you handle it when things don't go your way or when things are a little off the schedule, or you plan something and it doesn't happen, it falls through. Um, that's when real leadership character comes into play. So I'm sure you've dealt with that in building homes. Yeah, yeah, yeah. Things just don't happen according to the timeline you're hoping.

SPEAKER_02 8:02

Well, yeah, that's sort of construction in general, right? You know, there a lot of people don't understand that. That's there's there's a lot of things that are exterior factors that are out of uh builder's control. And uh it it does sort of uh weigh on you a little bit, you know, uh from from from products not coming in to the weather to all kinds of different things, uh people not showing up, and uh it's you know it's it's uh it's a juggling process when you're when you're building an uh new home that might take uh you know six months to a year and a half, depending on what the house size is.

SPEAKER_01 8:38

Exactly right. And so just uh the question is how consistent I I remember, I don't remember who said, I don't want to quote the wrong person, but one of the famous Hollywood uh actors said, uh, you know, 90% of success is just showing up.

SPEAKER_02 8:53

Yeah.

SPEAKER_01 8:54

And uh and that's showing up when the days are good, and that's showing up when the days are not so good. And and then so also one of the things that's important when things are not so good is transparency with your team. You know, it doesn't mean you have to be a downer, um, but it's important to be honest. And uh and the filter that you you know look at when you're dealing with tough issues, you know, sometimes we've had tough issues at a at a church, you know, whether it's uh like COVID or maybe it's a financial issue, or we had a staff member, you know, get sick. We had over the years several staff members have to leave because of cancer issues or health issues. And uh we have to just address that and figure out, okay, what's still gonna get done, who's gonna do it, what's not gonna get done, how do you prioritize and uh and move forward? And so you really during those tough times, you really get to prioritize what's the most important. And it's those times when you really have to keep focused on your vision and your mission.

SPEAKER_02 9:56

Luke, do you have any visions or missions for this year? Have you set any goals, or is there anything that you've thought about doing or getting better at? I know. What do you think? Do you have any vision visions or goals or anything that you you want to strive to be good at this year?

SPEAKER_00 10:19

Get in shape.

SPEAKER_02 10:20

Get in shape. Get in shape.

SPEAKER_01 10:22

That is great goal, great goal. In fact, I just came from the swimming pool, so I'm taking uh I'm taking swimming lessons, you know, just because uh I I I learned to swim when I was young, probably a little younger than you. You're in what fifth grade now? So um I I started swimming a little younger than that, but you know, they just say go go swim. No one really taught me how to do it correctly, and so um I signed up for a master swim class uh at Texas Westlean uh university, and I go on Mondays, you know, and uh the the the weeks and um Mondays and Wednesdays, they have it on Fridays, I normally can't make it. But the coach has been uh he was a swimming coach, I mean a swimmer in college. Um he was he's been a coach for 25 years, and just the way he coaches has been so encouraging, you know. He's not there slamming you, he's not there, you know, speaking down at you. Uh he's there encouraging you and saying, hey, just tweak this just a little bit, you know, twist your body just a little like this. And that just makes me want to do it, you know, better. Instead of, you know, I've had coaches in sports, I've I've never really was a good baseball player, but you know, when the coach just sits there and yells at you or football coaches says it doesn't motivate you. And I think part of the challenge in uh we're going back to let's circle back about the you know difficult times is that a leader needs to motivate their people and encourage them during those difficult times, um, you know, when things happen.

SPEAKER_02 12:01

Right. And and like I say, you know, we've mentioned it many times, and you know, leader is not always the true leader, you know, and and you that really stands out a lot of times, especially in those difficult times, you know. You hear so many stories of uh people stepping up when there's a a crisis or an emergency or something like that. That's that's a lot of times not the the true leader, you know, who has the title, who has a name tag.

SPEAKER_01 12:25

Right. So let's just go back to 2 Corinthians. I'm just gonna read from chapter one, beginning with verse 3. And um, this is what Paul wrote to the Corinthians Blessed be the God and Father of our Lord Jesus Christ, the Father of all of mercies and God of all comfort, who comforts us in our affliction so that we may be able to comfort those who are in any affliction with a comfort with which we ourselves are comforted by God. In other words, God comforts us so that we can comfort others. And so think about that. You know, we we as uh leaders, the goal is to during difficult times lead others or guide others, not just so we guide them, but so that we also train them to guide others. We're encouraging them so they can encourage others. Right. We are standing by them. You know, sometimes uh the leader has to get out on the factory floor and and be with your workers. Uh why? Because they're like, oh my gosh, he or she is one of us. They understand what we're going through, and and that just builds morale. And so that's uh so important part of a leader's job is to be with your people. They know with they were with you, and um, and that just brings uh a morale boost, encouragement, and doesn't necessarily change the circumstances, but it helps in the midst of circumstances uh to encourage the people.

SPEAKER_02 13:52

Right. Did you have something you want to say, Luke? You look like you were about ready to say something.

SPEAKER_03 13:56

Yeah.

SPEAKER_02 13:57

No. Okay. Uh one of the things I mentioned is uh transparent leadership builds trust. You know, one of those things that we always talk about is a lot of times the people that are open and transparent uh where we're doing, how we're doing it, how we're making money, how we need to do things, what do we need to do. Uh, those tend to be leaders that have a bigger, uh, closer knit group uh of followers to uh help them uh reach success.

SPEAKER_01 14:25

Yes, that is so, so true. Um so um let's just uh go through um 2 Corinthians and um and talk about some of the other issues um that comes up here. One is uh integrity and authenticity, and I think that is what you were just saying being about being transparency. Um Paul was um uh a let's just say he he would had the ability to be blunt, but he also had the ability to have a lot of compassion for people.

SPEAKER_02 15:01

And he sounds like one of my friends. Doesn't he sound like one of my friends? I could hang out with him. He's blunt, but he has a lot of compassion.

SPEAKER_01 15:10

You know, and so the question is the good leader knows when to be blunt. Yes, they do, but being blunt with compassion is a totally separate thing. I mean, it's a totally new, it's a skill. Um and and so one of the other things that um uh Paul was dealing with, uh, we see this uh specifically in uh chapter seven was um, and there's just gonna be some times when um some of the employees, some of the teammates, some of whatever are just having some conflict. Okay. They might disagree on a timeline, they might disagree on a graphic design or a whatever it may be, an editorial issue. They might just disagree, they're uh whatever. Um and and the question is, how does the leader handle when there's a disagreement between your people? And so um Paul was uh feeling hey, you're gonna have those issues, you know, when when something happens between your people and a good leader knows how to handle it. So you want to kick in there and talk about from your experience. I'm sure you deal with this when you talk around the country how to how to deal with conflict between people.

SPEAKER_02 16:26

Yeah, I mean there's there there's every every circumstance, I guess, and when you're dealing with conflict from people, it could be just a simple, simple, you know, misunderstanding to uh a major conflict on systems or processes that might be in place. So every little situation is handled a little bit different, but ultimately uh I think one of the things that you need to look at is communication. You know, half of everything in conflict is most of the time just some kind of communication error, some kind of communication disagreement, something was misunderstood a lot of times. And if you get out and you reiterate the uh the facts of the matter and you work through it systematically, a lot of times there's just one little task that maybe needs to be tweaked or uh uh talked about and and re-evaluated a little bit. And I think that's uh one of the biggest things that I can say that in conflict is uh to go back and look at all the facts and take them one at a time.

SPEAKER_01 17:31

Exactly right. So I just uh remember sometimes uh and I've done a over my career, I've done a lot of uh marriage counseling, premarriage counseling, those kind of things. And when a couple comes to me and has an issue, a lot of times I'll just sit there, you know, listening to it and get both of their story, you know, one from the woman, one from the man, and let him, and then I'll say, you know what? Um I've got some thoughts that how you can work this out, but I'm gonna leave the room for five minutes and I'm gonna just see what you can do to maybe work this out. Now that I understood uh from, you know, I want to make sure I understand what you're saying. I want to make sure I understand what you're saying, but I'm gonna leave the room for five minutes and I'm gonna come back and then I'm gonna hear your your suggestions on how you're gonna resolve this. And so sometimes that works amazingly well, other times it doesn't work at all. But the question is the leader has to be committed to reconcile, you know, get the people reconciled because you could have two people, you could have an organization of a hundred people. Okay. You have two people that don't really get along, and it literally can put a stop or slow down your organization because it'll eventually filter through, it's toxic, they people start taking sides, and it might not happen immediately, but over time, it really can't bring down your organization.

SPEAKER_02 18:58

Yeah. So how about you, Luke? Uh do you have any um conflicts or disagreements at school? Maybe not you, but kids, and or how do they work it out, or how do the teachers make them work it out as far as disagreements or anything like that?

SPEAKER_00 19:15

Punishment.

SPEAKER_02 19:17

Punishment? They just say that's it, you gotta go to detention.

SPEAKER_00 19:22

Well, not really. They mostly gave demerits, probably.

SPEAKER_02 19:25

Demerits, yeah. Is there any time the teacher sets down two people and they talk about what was wrong or what can be better or how we figure out how to make it better? I mean, tell me a little bit about it. Tell me a little bit about it.

SPEAKER_00 19:41

So um if someone does something bad. So if someone does something bad and the teacher gets told the teacher like keep going, I'm sorry.

SPEAKER_02 20:10

Right. So he looks at both sides of the story of and figure out who's right and wrong and if there's anything they can do to work it out.

SPEAKER_00 20:17

Yes.

SPEAKER_01 20:18

Okay, fair. That's good leadership. Yeah, you a good leader is a good listener. Yes. Okay. Now, they might not agree with what you said, but they're willing to listen. And that is a good leader. And and that's what Paul's saying. Hey, you're gonna have some conflict, you need to be willing to come in there without, you know, a predetermined thought, a predetermined decision, and listen to what your people say. And uh that's so, so important. Um so so we can uh move on to uh chapter chapter 12, I think is maybe one of the most important chapters in this uh in this book. Um Paul talks about a vision that a man had up in the heavens, and then um he's talking about a weakness that he had and he pleads to God um that uh God would take away this uh this weakness. Um and uh the the thing about it is um uh Paul says that he has been um uh you know he pleaded with God three times. Now over the years, scholars have tried to figure out what exactly is this weakness. Many scholars think is it was his eyesight that Paul was uh because of other things he wrote in in different um other letters, they think his eyesight was going like he was becoming blind, he couldn't see, so he was pleading to God to heal him of that. My that might not have been it, but something was going on in his life that he was pleading to God.

SPEAKER_02 21:53

Um he does reference that back in the earlier chapters as he talks about uh treasures um being. Um God's power and frag fragile vessels, basically the human body. So that could tie in once you said that. Because I always wondered where waves repeat.

SPEAKER_01 22:08

Yeah, and in one of the letters he talks about, you know, I know that you would give me your eyes if I asked you to. So there's a lot of uh thinking from scholars about that. But here's the thing um God didn't answer that prayer. And in my experience, God answers prayer one in three ways yes, no, and wait. And um, so he said no. And so Paul was saying, you know, I need to work through this even though it's a weakness. And um, and and so let's just say, you know, everybody has strengths and what I call lesser strengths. And a good leader understands their lesser strengths. I don't like to necessarily call them weaknesses, I like to call them lesser strengths. And so when you're hiring people on your team or whatever, you need to be sure that you hire people that have a strength when you have a lesser strength. So you really balance each other out and you can work together. Like we talked about this last week with First Corinthians. About uh Paul was talking about the image of the body, and each person has a part to play. And so some people have the gift of administration, some people have the gift of finance, some people have the gift of graphic design, some people have the gift of other things, and you build a team on those people's strengths, and you can have a really solid team.

SPEAKER_02 23:30

Right. And you know, we we in leadership we talk about it, you know, strengths-based training is you know, if if you hire those people for their strengths, like exactly reiterate what you just said, is you know, if if you hire somebody their strengths, don't worry about their weaknesses, you know. A lot of times in school, like you know, like you know, Luke here, what's your weakness? We just looked at report cards here, you know, an hour before you arrived. And we were looking at strengths and weaknesses, and and again, he's he's got good grades on everything, but at the same time, we said, oh, this one could get up, you know, a couple points to match everything up. But I mean, they're all A's and he's doing really good. But I don't when we we concentrate when you're growing up as a youth in college, which my weaknesses, we got to get those up. You gotta you we we need to get these up, right? We can't have any uh subpar grades, but as you get adults, as you get in the business world, we don't worry about those weaknesses. Like you said, we worry about the strengths. If everybody's working to their strengths, and you hire a person that if there's a weakness that everybody can't fill with their strength, then hire somebody of that strength. I don't hire people that are that are people that go out and and kiss babies and shake hands and all that. That's my job. I'm the person to go out to get the business, I'm the person to go out to networking events. I have to hire the people actually get it done. If I didn't have people to get it done, well, I wouldn't have too much of a business because I can go out and get business, but we wouldn't be finishing any projects. So uh that's one of those things that it's very important. You know, I I look at you know, my kids, you know, they're they're night and day as far as their strengths and weaknesses, they balance each other out very nicely. So I think well, one no matter what, that's that's a good balance in and people, you know, you see it in spouses a lot of times.

SPEAKER_01 25:14

Yeah. So let me just give an example of what happened when I was in college. Um, I was working um teaching school. I was teaching uh PE at uh St. Paul's Episcopal School in Waco when I was a senior at Baylor, and um, and that took a lot of time. And I was uh, you know, this was my last year, so I was taking 12 hours um the semester, which was a lot uh considering I was working all those hours. And and so I I was taking uh I uh four or five classes, I don't remember. And I said, okay, I know that on these three classes, I'm gonna do everything I can to make an A. Everything I can. This last one or two class, if I make a B, I just don't have time to focus on everything. Right. Okay. And so I wanted to do everything I could to focus on those three topics to make sure I did the best I could be. And the other ones, I put enough time in to, you know, to get a B, but I knew I didn't have time to give it all I could to get, you know, to get an A. And I think the same thing is true. There's no way to focus on every aspect of a business. Uh once your business is growing. Now, if you're the only person, your one, you know, mom and pop shop, you have to focus on everything. But once your business starts growing, you don't have the time to do that. Um and so you've got to hire people who can do what you just don't have time to do. And so you've got to decide what is it that I do really, really well, and I'm gonna hire somebody to do the other things that I either don't do as well or I choose not to do. Um, because you could work a hundred hours a week, but how long is that sustainable? Right. And and so you gotta think, I gotta focus on my strengths and the things that I can do well and have other people do what I can't do well. And then you build a team and it works really well.

SPEAKER_02 27:20

Yeah, you're exactly right. You know, if you're you're you're sitting there taking all your strengths and and you weigh it based on a time management skill, what's what's important? You know, you're gonna concentrate on the ones that are your passion, that you're passionate about, that feel like you are your strengths, because that's the ones you're drawn to. If I sit down in the computer and I've got, you know, 15 things I need to accomplish that day, I guarantee I'm gonna be going to the creative stuff first because that's my fun stuff. That's designing things, brochures and keynotes and and that. I'll have fun. Is it gonna be accounting, sitting down and entering all those receipts? No, right? And you know, and that lends to that at that is the people you need to fill in your weaknesses for and figure out those are systems and and so much uh you know in real life can be done, uh, can be automated and the the technology's catching up. And if not, uh, you know, hire that person. And and you're exactly right when business, you know, I remember you know being mom and pop and then growing businesses, and I've gone up and down where I had you know 20 people working for me, and then I go back down to three people, you know, it just depends on circumstances and and uh you know this is course of you know 30 years. This isn't like hire 15 people one year and then fire them all and go down to three. You know, this over the course of years, and you know, if somebody leaves and we made up and and this person stepped up, then we didn't we had didn't have to replace that person, and and uh but you you gotta look at everybody based on who's working in your environment and and uh you know how can you be better? Yeah, that's it.

SPEAKER_01 28:59

All right, so it's uh it's about time we uh transition to some dad jokes. So here you go, Luke. Here you go, Luke. What do you call the security guard at a Samsung store?

SPEAKER_02 29:10

Security guard at a Samsung, a Samsung store.

SPEAKER_00 29:14

I don't know.

SPEAKER_01 29:16

Guardians of the galaxy.

SPEAKER_00 29:23

Hey Dr. Posey.

SPEAKER_01 29:24

Yes.

SPEAKER_00 29:26

My friend's bakery burned down last night.

SPEAKER_01 29:28

It did. I'm so sorry to hear that.

SPEAKER_00 29:31

His business is toast.

SPEAKER_01 29:32

Oh is that toast with jam or toast with butter? I also have two more. You have two more judge jokes? Okay, I'm ready.

SPEAKER_00 29:44

Why did the acorn scream?

SPEAKER_01 29:47

Why did the acorn scream? Because it was a little nut?

SPEAKER_00 29:53

No, because he was nuts.

SPEAKER_01 29:54

Oh, okay.

SPEAKER_02 29:56

Close. Close, close, close, close. It's tough to trick Dr. Posey. All right, tell me, tell me your other one.

SPEAKER_00 30:02

Why do DJs put on toast?

SPEAKER_01 30:06

What do DJs put on toast? I don't know.

SPEAKER_00 30:10

Some jam.

SPEAKER_01 30:11

Some jam. All right, here's the one. All right, you know, I went to the store because I wanted something in my office, so I tried to buy a taxidermied bird. Okay? You know what that is? A bird that's like stuffed. It's a real bird, but they stuffed it. Yeah. But the store, they said they wanted too much for it because they said it wouldn't go cheap.

SPEAKER_03 30:32

Chip, chip, chip, cheep, chip.

SPEAKER_02 30:39

I don't know about that one. You don't know about that one. What do you think? You think we should give him a uh mid-range on that one? Or yeah.

SPEAKER_01 30:47

Okay, so considering what might happen this weekend here in the Dallas Forward Air, we might actually get some precipitation. What do you call dangerous precipitation?

SPEAKER_02 30:57

Dangerous precipitation.

SPEAKER_00 30:59

Well, is it well technically I would say the real answer would be like hail, but probably not.

SPEAKER_01 31:05

No, it's a good guess. That's a good guess. How about a precipitation? How about a reign of terror?

SPEAKER_02 31:14

Should we give him the drum or the trombone? I figured all right, two more. Who's got it? You got a dad joke over here? You got another one? One from each of you. One from each of you. Dr. Posey. No, go ahead. You got it.

SPEAKER_00 31:32

He does my dad does the last one.

SPEAKER_02 31:35

No, you got it. You got it. Go for it. One of you guys go. Find one that you like.

SPEAKER_01 31:48

Okay, here we go. My brother and I had an argument about what is useful. I won.

SPEAKER_02 32:11

Oh, you're thinking trombone, huh? What did the turkey say to the turkey hunter?

SPEAKER_01 32:19

What did the turkey say to the turkey hunter? Ooh, I have not heard this one. Um I don't know.

SPEAKER_02 32:28

Quack, quack, quack, quack, quack, quack. I'm not a turkey. I'm a duck. Sadly, you have to explain them, right? Oh, you you want to do that one? This one? Okay, all right. Luke had to give me the trombone on that one. He didn't feel that the drum worked good one.

SPEAKER_01 32:49

Oh, okay.

SPEAKER_02 32:50

All right, one more and then we'll catch you. No, I was gonna let you do one more. You got 700,000 dad drones to do that.

SPEAKER_01 32:57

Actually, I have 614, but uh who's counting?

SPEAKER_02 33:03

He's got a stack over here.

SPEAKER_01 33:04

You know, I went to the store the other day and I bought a pet tree. You mean the remember the pet rocks?

SPEAKER_02 33:13

I do remember that.

SPEAKER_01 33:14

Okay, so I bought a pet tree, Luke. You know? It's a lot like having a pet dog, but the bark is much quieter.

SPEAKER_00 33:26

I have one.

SPEAKER_01 33:27

Okay, I'm ready.

SPEAKER_00 33:29

What kind what kind of car does a dog drive?

SPEAKER_01 33:33

What kind of car? Oh, I've heard this one. I don't know. I don't remember.

SPEAKER_00 33:38

A Ferrari.

SPEAKER_01 33:40

A Ferrari.

SPEAKER_02 33:43

Alrighty, guys. I'm gonna let everybody off there and we'll stop it. So uh thank you guys for listening to Dave. We talk a little bit about uh uh Corinthians 2. What do we got coming up next week?

SPEAKER_01 33:53

We have the book of Galatians. Book of Galatians, yes, and there's a significant shift in the Bible when we get to the book of Galatians, so we'll talk about that next week.

SPEAKER_02 34:02

Wonderful. Looking forward to it. Other than that, guys, check us out, biblical leadership show.com. You got one more? Yeah, yeah. All right, he's got one more.

SPEAKER_00 34:11

Why do beagles hate the rain?

SPEAKER_01 34:13

Why do beagles hate the rain? I don't know.

SPEAKER_00 34:18

They don't want to step into a poodle.

SPEAKER_02 34:22

All right, I'll give you that one. That one's worth throwing in there. Okay. All right, check us out, Biblical Leadership Show. Uh other than that, take us out, Dr. Penn. Hey, make it a great day. Thank you guys.