Welcome back to the Christianity and Business Podcast, an initiative of the R.G.W. Dunham College of Business at Houston Christian University. I'm your host, Darren Shear, and this is the show that helps Christian business leaders to integrate biblical values into business. On today's episode, we're joined by Rusty Chadwick. Rusty is the director of Windshape Teams. And if you're not familiar, Windshape was actually started by Truett Cathy, the legendary founder of Chick-fil-A restaurants back in 1984. And he served in this capacity since 2010. And in addition to leading Windshaped teams, Rusty also speaks, writes, and creates development experiences for teams and leaders. He's an executive producer for of the documentary For the Team, which is a documentary on team performance and the grueling endurance sport of adventure racing. And he co-authored the book Teamwork. And that's team work. Not to be confused with teamwork. Team work. I like it. 13 Timeless Principles for Creating Success and Fulfillment as a Team Member. And Rusty was just uh sharing a story, knowing that I'm uh recording here from Waynesville, North Carolina, right outside of the we're basically right inside the Smoky Mountain National Park. He was there with the team on a team building uh experience, as he does. And uh there happened to be a gentleman that um wasn't doing well. He actually fell out and they had to do mouth-to-mouth resuscitation uh for this man, and uh they ended up having to lift him out of uh the place where he had fallen by a helicopter. And uh Rusty and his team just happened to be at the right place at the right time um to be able to help that man. And um, you know, God, I think, chooses certain people for certain assignments, and uh he he put Rusty and his team there at just the right time to save that man's life. But Rusty, why don't you finish sharing some of that story? It's pretty amazing.
SPEAKER_01Yeah, well, thanks, Darren, and uh yeah, it's great to be here and thanks for having me. And uh yeah, that was a uh that was a uh a powerful time. Um yeah, the gentleman's name was Mark, and we just happened to be coming down the trail at the same time he was coming up when he had his accident. And yeah, the Lord had just we it providentially we had people on our team who were gifted in World of CMT and uh um you know, we're his first responder. And so the team was equipped to work with him. And uh we were with him for a few hours there on the trail, uh serving him as he was unconscious and uh ended up being able to communicate with the park service who lifted him out. But it was, yeah, it was a really interesting experience. And then we were able to actually meet him later on when he recovered, made a full recovery, meeting his wife, and when she was able to serve them uh in a marriage context as well to support them. So it was really fun to see God work together to pull that together after what was obviously a tragic moment. So uh yeah, certainly uh a great um there was a Waynesville connection there. Yeah. Not the best of circumstances for it, but it turned out well.
SPEAKER_00Yes. And thank you for taking care of my fellow, fellow citizens here of uh of Waynesville, Rusty. Um, welcome to the Christianity and business podcast, Rusty. Really excited to have you.
SPEAKER_01Oh, it's great to be here. This is uh this is a thrill for me. So I look forward to the conversation.
SPEAKER_00So when did you first realize God wanted to be involved in your work in the marketplace?
SPEAKER_01Yeah, you know, that's back on that question, and or as I think about that question, I I became a Christian at a very young age. I was seven when I accepted Christ. My father was a pastor. So I think that I don't know if I had processed business and work in my early childhood or juxtaposed those things, or to really even consider what that meant. Uh, especially with my father being a pastor, my context in in the home was a person working in you know direct uh uh ministry as the vocation versus um uh a marketplace uh worker as ministry. And uh so I think probably the first time it clicked for me would have been working in a guest ranch in Colorado just after I graduated from college. I had studied to be a teacher and done my student teaching uh my last semester at Grove City College, where I went to school. And uh I felt like it wasn't the time. I wasn't desiring to go be a teacher then. So I went to this guest ranch for the summer. And the the guest ranch serves people from all walks of life, but their owners are Christians, and that was a big part of our staff experience. And I remember in that time, a lot of conversation that we had around the phrase uh we they want us to think about living lives that demand an explanation. And so the way that we went about our work at the ranch, as we serve clients from all over, was to engage, of course, with them in conversation, but to begin thinking about how can I do things in such a way that people are going to ask me questions or they're gonna be seeking out. It's interesting that you're scooping the corral in a way that seems like you're not frustrated by that, or the way you're serving your teammates, or the way you're serving us. Um, tell me more about that. And so I think that was really the beginning of a journey of asking what does it mean to be someone who uh works in a profession or a spot where um I may not be actively uh uh teaching the gospel or actively ministering to people in sort of the ways we naturally think of it, but still serving Christ with that and doing so in a way that aligns with not only aligns with biblical principles, but brings about redemptive work.
SPEAKER_00So yeah, and be ready to give a reason for the hope that's within you, you know. And people ask that question in many ways. It's not always, you know, what must I do to be saved? It's it's like you said, why do you do your job like that? You know, what with why do you care so much about that customer? Like, why don't you just move on? And and um like wow, why did you people don't usually respond that kind of a way? Like these are all people asking for a reason for the hope that's within us, right?
SPEAKER_01Yes. Yeah, sometimes there's a picture that I came across preparing for a devotion one time that stood out to me. It's a it was a picture of a house, and I think it's a sculpture somewhere, but it's a house and the house is upside down. And so it's just the roof is on the bottom and it's and it's the size of a house, and so it's in some place you can walk by and see this thing. And I put up on the screen to think, and I think about this with work, you know, I feel like a lot of what Jesus has called us to is a little bit to be an upside down house. You know, when someone walks by that, the first thing they're gonna say is, huh, that's not normal. Why is that house upside down? And I think a lot of what Jesus taught was around sort of upside down house moments where people are struck by going, that that doesn't seem consistent with what I expect. Tell me more about that. There's got to be a story here. Um, you know, love your enemies. Okay, wait a minute. That's different. I don't expect that. I expect you to say, yeah, they're getting what's coming to them or whatever it might be.
SPEAKER_00So yeah, yeah. And so you were challenged from a very uh very formative age to live a life that demands an explanation. I mean, what's what's the alternative to that?
SPEAKER_01Yeah, I guess the alternative would be, you know, live a life that uh kind of um meets worldly expectations in such a way that people don't ask any questions and um that it's sort of uh everything we do is sort of just consistent with what the world might expect us to do. Um I guess when I say the the world, I mean those who maybe don't know Christ are not driven by that same view or those those principles. Um and so I I think there's a sense in which we're called to um uh I mean Jesus speaks clearly to that, clearly to that, you know, leaders, uh the leaders of this world, you know, seek to Lord over others, but not so with you. It's an upside-down house moment. It's not to be the case with you. We didn't, the son of man didn't come to serve, but to be served, but to serve. And so I think that the opposite of that would be, yeah, take care of myself, get mine, advance myself, um, follow my ambitions wherever they take me, and uh take care of my people, my family, and and that's what I'm about. And people can look to that in some ways say, Yeah, that makes sense. I get that. Take care of you. Um, but there's a different story there, I think we can write.
SPEAKER_00Yeah, and that's that's the pattern of this world that Paul talks about, right? I mean, so don't be conformed to the pattern of this world, but be transformed by the renewing of your mind. And I mean, it's it's easy to live a life that doesn't demand an explanation because it's going right along with the current, is going right along with the pattern of this world, which is, you know, look out for for number one. And you know, what what are some of the the symptoms of that that show up in uh in the way that people approach teams and working with teams that really has such a detrimental effect? Because you this is uh I mean, you you know all the science behind this, and and uh I mean, just the the example of you and your team out there on the on the trails, being at the right place at the right time. You were literally on a team building experience. I mean, this is this is what you do. Like, what are some of the worldly patterns that really just destroy teams?
SPEAKER_01Yeah, it does. I I think one of the reasons we talk about serving so much is because I think that a lot of the things that can really uh sort of torpedo a team's success or it's make it cause it to be more dysfunctional than functional do revolve around a selfish approach by each member. We at Windshake Teams we talk a lot about the fact that while we do serve in tech teams and we love teams, a lot of our work really focuses on the individual team member and how you contribute because a team is, I mean, just like a marriage or a family or any other group, but a team is really only as good as the members that are pouring into it. And then ideally in an exceptional team or a high performing team, we get a one plus one plus one equals six kind of formula. So it's not just the sum of the parts, but all of that still means that I'm the health, however healthy I am coming into the team, but the health I bring to the team is going to contribute to the health of the whole team. And so individuals who come to the team with more of a selfish approach, and they may not even realize they're they're doing it, but and we all we all have this. I mean, I have this tendency for sure. I mean, it's in my nature to be very selfish. And I think that you start to see defensiveness, um, self-protection becomes important. I don't want to look bad here. I need to make sure I get, you know, I get seen, I get observed. There's a desire, you don't want to share credit because you know it's a zero-sum game. So if we're getting praise, then I want to make sure most of that praise comes to me so that I'll get noticed, that way I can get, I can advance. Um, I start to think about my comfort more than others' comfort. And so if you take on that project, I don't have to do it, then that's less work for me. Um, or uh, you know, if if if I'm finished and I want to leave early or be done, then I can do that. And that suits my schedule better, even if the whole team doesn't benefit from that. And so there's a lot of that that becomes sort of um, you know, trying to hoard resources for myself. Um uh it can really play out in how I engage in communication. So, you know, we talk a lot in our programs with team members about uh to communicate effectively and be effective as a team, we have to be willing to understand someone else's preferences and then adapt to those. Doesn't mean that we fully expect one another to adapt to us, but I think that, you know, if I know that you're someone who really likes to get to the point and I come in and share for 30 minutes about my weekend every Monday before I start talking with you about anything that's of direct kind of import to the job, that's frustrating for you. Well, if I can know that and adjust a little bit and say, hey, I'm not gonna give that long story because Darren's gonna engage better if I can just get right to the point. That's a serving behavior. I'm serving you there. But if I just say, hey, this is me, this is how I do things, deal with it, then every when everyone does that, it compounds into a pretty isolating environment that there's no esprit de corps, there's no community. And we all know what that feels like, you know, it's every man for himself.
SPEAKER_00Yeah. And and that never needs an explanation of why does somebody seem to be out for themselves? Well, they're out for themselves, you know. That's what that's what we're all, that's sort of our instinct, you know, like we all have that baked in us from Adam, right? But when somebody so what are the um what are the qualities that really turn people's heads that you're finding?
SPEAKER_01You mean what are some of the things teammates can do that really cause others to get attracted to their behavior?
SPEAKER_00Right.
SPEAKER_01Well, it's interesting, you know, selfish behavior is probably contagious, and but serving behavior is too. And I do think that when you're willing to go out of your way to sacrificially serve someone else, there are certainly people that are going to take advantage of that. And and hey, if you're gonna do that, it's sort of that doormat fear we have that if I serve others, I'll just become a sort of that everyone will walk all over me and expand. And that may happen for sure. I think that for a lot of people, they respond well. When someone sacrificially serves them, that builds a lot of trust. And that wow, you are willing to almost do something hard for me. That's attractive. That's interesting. You know, why would you do that? Um, that's that that causes me to be drawn to you a little bit. Maybe I want to do something for you in that way, or I'm attracted to that. Or another behavior that's super attractive is just asking questions. You know, I'm personally, Darren, I am a teller. I like to tell. It's I it's I can control things when I tell, I can, you know, I can control the conversation. That's my natural bent is to say, this gets us to our result quickly. But if I ask you a question, all of a sudden now I'm serving the ultimate goal and serving you. What do you think about this? You know, or tell me what are some of the reasons that that idea is so important to you. Well, what do you see that idea bringing to the team that makes us better? All of a sudden, we're exploring your thoughts, your ideas, and now I feel seen and valued, and that's attractive. I want to be a part of a group like that. Um, so those are a couple of examples. There's a lot more, but that type of thing, you can just see how when when it's an others-focused approach, people are drawn in because we all would rather work for a leader or be with teammates who are have our best interests at heart.
SPEAKER_00Yeah, love that. What's one of your favorite scriptures related to teamwork?
SPEAKER_01I think that uh the the first one that typically comes to mind for me is from Philippians uh chapter two. Um, and this is for business, but also just for teamwork. Uh, I think you know, Philippians chapter two, verses three and four, do nothing from rivalry or conceit, but in humility, count others more significant than yourselves, but each of you like not only to his own interest, but also to the interest of others. And it goes on to talk about how Christ modeled that for us in coming to earth and dying on the cross for us. And uh certainly we can never serve our teammates in in to the degree that Christ served us. But I think that when it comes to teamsmanship, which is I guess a word that we sort of made up, uh I kind of thought it existed early on, and then we realized that it made sense sportsmanship, leadership, teamsmanship, but it's actually not work. Uh, but I guess when you write a book, you can sort of make words up and it's kind of it seems to be okay.
SPEAKER_00Yes.
SPEAKER_01So teamsmanship, uh when if we if we take an approach there that says ultimately I'm here to serve the common goal and to serve each other more than I am to serve my own interests, then actually all of us rise with the tide. And so it's it's not that I don't have to just take care of me in order to make sure that I get what I need, but actually in serving the group, there's a there's there's greater things there. And I think when I think about that scripture, that's not just true in our work teams, that's true in all of life, of course, because that's what Christ calls us to. I think of a lot of things in terms of teams. So my marriage, I think of as a team, it's two people, we have a common purpose, uh, we have mutual things that we bring to the table. So that's a team. Our family is a team. Uh, you know, the groups I'm on at church are teams. And with all of those, when I change my mindset, not to what do I need out of this relationship, what am I trying to get out of this marriage or this team environment, but you know, what's our goal? What do you need? How do I serve what to your interest as more important than mine? I think that scripture really could shift if we apply that consistently in the different interactions we have with others, it would change the the culture of everywhere around us.
SPEAKER_00It almost seems like one of those scriptures where it it's kind of easily dismissed as hyperbole, you know, count others more significant than yourselves. Like that does that that sounds like it's like, okay, I get the spirit of it. Maybe it doesn't actually mean that. Um what's one of your favorite stories of where you've seen this play out where somebody on the team in a professional context um just chose the path of humility instead of uh conceit?
SPEAKER_02Yeah, I mean I'm trying to think.
SPEAKER_01So I from a uh I'll the story that comes most quickly to mind is one that I'm gonna have to translate down to the word context because the one that that I I love so much that I've applied principles from you mentioned in the introduction that we produced this documentary, uh, and it was called For the Team. And it was a the the passion behind that project was we wanted to study high-performing teams and understand what made them different, what made them tick. And so we were looking for teams with sustained success over time because we wanted to see not just a flash in the pan, but what does it take? Adventure racing, for people who may not know, is a sport where you have multiple people together on a team. So it's a sports context rather than a professional one. And but there's four people on a team typically, and the races at the world championship level, it's typically trekking, biking, and paddling. So it's physical endurance over the course of four or five days, and hundred, like you know, maybe hundreds of kilometers in over a hundred hours, maybe the race will take, and you race day and night. So it's a lot of suffering for a team to accomplish this, and you have to stay together the entire race. So that's what adventure racing is as a sport, use a map and compass to navigate. So we knew the best team in the world was out of New Zealand, and they had won the world championships four years in a row when we reached out to them. And so all the best teams in the world had come together and they had been dominant and think they had won five of six years. And they were gracious to say, yeah, come film us, come tell our story. So we we went and filmed them at the 2018 championships on Reunion Island, this island off the coast of Madagascar and the Indian Ocean. And we were filming them during the championships that year, which they won in 117 hours as a team. Interviewed them, we studied them, and then we actually went back to New Zealand to ask them more questions to learn more about them. So, to get to your question, what we saw was in real time, as we filmed them during the race, things like 24 hours in, they had been trekking for the whole time. The whole first day was a huge hike, and you see one person carrying two backpacks. What's the situation? Well, it's one person was kind of suffering, falling behind a little bit. So they put on a second backpack because that helps us go faster as a team. If I carry your backpack right now, knowing that later on, when I'm struggling, and they referenced this, that was not the first time that it happened. They had been trading gear the whole time. Or when they would transition from a you know a bike race to bike to kayak, someone finishes getting all their gear together, they don't stop and wait and say, okay, I'm done. We'll leave when everyone's ready. No, it's okay. Let me get your water bottles and fill them up because then we'll be gone more quickly. We can leave faster. So those types of things were just indicators to us of ways they served one another specifically. So when I think about a context at work and what we see, it's typically not the case that we're sharing suffering like that, you know, you know, massive endurance athletics. But there are a lot of things that happen where, you know, when we're talking about budget in a meeting and there's certain dollars to go around, am I asking what resources get me, my objectives completed first? Or am I asking what's important to the team? How do we allocate the resources in such a way that our team goals are most likely to be met? Um, uh when it comes to headcount or staffing, that that might be an example. Um, or you know, my supervisor approaches our kind of, I've worked with the same gentleman for 10 years, his name's Russ. We wrote the book together, and he constantly takes the approach of asking me questions, of seeking to get to know me, helping me develop. So that's a serving behavior. He doesn't use me like a resource to get his his objectives met. How does he grow and develop me over time? Uh so you know, extrapolating those principles from something like a race team to the business context, we see it with uh team members who are always asking each other, you know, how can I serve you? Uh, what can I be doing to help? Um, people that ask questions like, uh, Am I currently doing everything I could be doing to make sure this team is getting a good result? Versus, am I doing what I'm supposed to do? And that's a pretty different question because one is just checking the box of my responsibilities, and one is saying, Am I doing everything I can do to get us a good result? And that's true in any business context uh or even at home.
SPEAKER_00Wow, that's powerful. Um so am I it's not just am I doing what I'm supposed to be doing, but am I doing what I everything I can be doing to get the team the best result?
SPEAKER_01Yeah, and that actually that quote came from one of the venture racing team members. I asked him directly, what makes a great teammate? And he said, Hey, first you've got to be a little selfish. He said, When you first enter a team and you're new, you got to take care of yourself because if you're not drinking and you're not eating and you're not doing all the things, so I translate that to a work context. If you're not learning the job that you have to do, if you're not understanding the programs you have to do, if you're not doing the things that are directly your responsibilities, that's a problem. So start there. But then he said, You have to ask yourself, Am I currently doing everything I can be doing to help this team get a good result? And that's where you saw things like filling water bottles and carrying backpacks. And that's when Business context, we have to ask ourselves that same question and then act on what we see.
SPEAKER_00Yeah. Well, one of the things your team shared with me is that uh recent New York Times report revealed that 22.3 percent of workers around the age of 20 left their jobs after a year or less. 83% of employed Gen Z are now referred to as perpetual job hoppers, and a new report from resume lab and hashtag job hopping is even trending on TikTok with 74.8 million views. Um, how does this uh how does this play in this issue of the path of conceit versus the path of humility play into what's driving these statistics?
SPEAKER_01Yes. Wow, that's a great it was funny when I saw the statistics too.
SPEAKER_02I had to go to I didn't I don't use TikTok, so I was like, huh, what does it mean to be trending on TikTok? Um I it was not one that I was used to.
SPEAKER_01Um I think that um there there could be a sense in which um people are, you know, if someone is just trying to get the most they can out of organization and moving, sometimes you hear that that those statistics are coming from people who are saying I can increase my salary very quickly by you know jumping jobs, you know, uh in a short amount of time if someone recruits me for a higher paying job. So you could see some of that playing out. I almost think that what those statistics tell me about the idea of uh serving or or being selfish is that as as leaders and organizations, what we need to be thinking about is how do we create environments where people want to stay? You know, how do we create environments where people want to stay? And that I think comes down to creating a place where people do feel it's not a place where everyone's looking out for number one, but this is a place where they're looking out for you and you're looking out for them. And so when you think about when you or you read some of the stats on what drives people to look for new opportunities, it's things like they feel there's a lack of professional development, um, they feel stuck in the job. Sometimes it is the salary feels like it's stagnated, or there's a toxic work environment. Um, all of those things are super important, uh, even more so than salary. You'll see people put meaningful work, they'll you know, you'll see them put a healthy work-life balance. So I think all of those are ones that we as leaders can say, if we can model an environment where as a leader, I'm communicating to you as an employee that I have your best interest at heart. I want to help you grow and develop, I want to help provide those opportunities for you. I'm committed to creating a team environment where we prioritize serving others, which means that's like with our team of Windshaped Teams, we have sort of a mantra. After we made that film, we we our team kind of organically started using a hashtag with each other for the team. And it was this thing we said, hey, if you want to work here, we're about being for the team. That's just who we are. So if you don't want to do that, you shouldn't work here. And when we when you create a place like that, it becomes attractive and someone wants to stay in that environment. And uh, I think that's really the the takeaway I have from some of these job hopping statistics is um whether it's good or bad or all that, like I just want to build cultures where people want to stay.
SPEAKER_00Yeah. Yeah. So let's say that you're you're running a company that's maybe 10 or fewer people, where I mean, that question of am I doing everything I can do? Because you know, there's not when you got a small company, there's not like a ton of room for advancement, you know. So how do you do things like professional development? I mean, do the the kinds of things that people are looking for that make them want to stay in a place like that.
SPEAKER_01Well, I I I definitely in the question I hear like the reality that it's it the in some environments it's easier than others, you know, in a large corporation where there's thousands of people and it's easy to do you know, lateral job moves to expand people's skill sets, which is you know exciting, and you can you can learn new things, especially when you're young and you're trying to determine what's interesting to me, what do I want to do, and you love those development opportunities. And obviously, we can't do some of those types of things in a small, really small uh business or organization, or there may be less opportunity to pay as much, or um, to provide you know lots of money for professional development. I do think though, that our tendency sometimes is to look at that and focus on what we can't do and say, I can't, I obviously can't do those things. And so therefore we can't take that approach. I I think more often than not we could ask, you know, well, what could I do? So if if someone wants professional development, you know, a huge, in my opinion, one of the best ways to develop professionally is just to take on real real job responsibilities. And so it can be just a matter of giving someone a real project to work on where they have a lot of ownership, and I think it's a leader's job to evaluate the risk of that. You know, there's a wisdom in that. But when I take on some of that responsibility, that's a huge part of how I grow. Um, Russ has shared with me over the years as I've moved, I've been in Winship since 2010, but I started as a part-time employee there then. And so every transition I've made, Russ has said, hey, what got you here won't get you there. And what made you effective here is not gonna make you effective there. So he gave me responsibilities. I think oftentimes before I was really fully ready. And then in that, he just let me sort of stretch and grow. And I think a lot of organizations can do that. You know, you can give someone an assignment that they may not be 100% ready for, but that stretch zone is gonna make them better. And people appreciate that versus you know, kind of holding them down. That's just one example. Um, but you could also get with other, I mean, I'm just ideating here, but you can get with other organizations that are small. And could be is there a way to cross-train there or you know, do some uh mentoring across organizations or build relationships and and and provide some free mentoring programs? Um, there's a lot of skill training that's not super expensive, and so there's a lot of ways to do that. And I think if you're communicating that you want to develop the person, even right there is I think a really good first step.
SPEAKER_00Yeah. And how are you guys helping to cultivate stronger teams through Windshape Teams? And tell us about kind of WindShape and um the uh I was asking you earlier, is Windshape affiliated with Chick-fil-A, but it's the same founder, true of Kathy, but two separate entities.
SPEAKER_01Yes, yeah, as you you said it right on. Uh, Windshape was founded by Truett and his wife in the early 80s and um his wife Jeanette. Um, and uh they really it started with a college, uh a college ministry. There was a property that's a part of Barrie College, where our offices are here in Rome, Georgia. There was a part of the campus that wasn't being used anymore. And Truett saw and his wife Jeanette saw an opportunity. They uh they felt that it was a place where they could do uh impactful work, and they wanted to serve college students through that, and really as a way to shape winners, and that's where the name WinShape came from. Uh so yeah, it's it's Chick Flay and Windshape are separate entities, but they do share a founder. And uh so Truett Jeanette founded it with the college program, and over the years it's grown to include uh programs for uh camps, uh summer camps and camps throughout the year, family camps as a part of that, uh marriage uh enrichment and uh retreats and a whole gamut of resources there, uh foster homes, foster care, and then uh win shape teams specifically. We we started in 1991 as a part of the uh Windshape. And we it's we've evolved over the years, but we currently uh serve uh team members, leaders, and teams through three primary ways. Uh and those are team retreats. So that is, you know, an individual, say that 10-person team that says, hey, we'd like to get away from the day-to-day uh and work on our team, develop our team. And so we work with them to provide a tailored experience that usually is multi-day, but sometimes just a day that goes through content. And really, our approach is experiential. So we believe a person has an experience, and through that experience, they have some sort of revelation. And that can be as small as, huh, I kind of sound harsh when I say things or something like that, or it could be huge. And then from that revelation, if they add action, then they can see change. We stop at the revelation, then we just have awareness. So we're trying to take people, create experiences that will draw out revelations or insights, and then we try to help them process those insights to lead to those revelations to lead to true insights, and then add action to that to see change. And so all of our programs are really a blend of meaningful content and engaging experiences that help make it stick. So team retreats is one way. Leadership retreats are open enrollment leadership events. So it's happening already. You can sign up and come be a part of that, and those are experiential as well. And then we also do one-on-one and group coaching for individuals that is kind of a way to say the catalytic experiences are really valuable, but if we can pair that with something like a longer-term coaching relationship, it's easier to see um really transformational impact as I process all these things in real time. I've I've I've had a coach uh twice and both times, it just really helps you unpack those things. So that's most of what we do.
SPEAKER_00Beautiful. And so you you don't have to be a licensed EMT to come on some of these uh these adventures uh of learning with with Rusty. Certainly helps. You never know what you're gonna run into. Um, but but you're down there at are you on the campus of Barrie College? Is that right?
SPEAKER_01Yeah, we are we are on the campus.
SPEAKER_00I just heard my a friend of mine from Church, he graduated from there. He was telling me that that's the largest college campus in the whole country. Is that correct?
SPEAKER_01Yes, 26,000 acres. So my goodness. There's a the there's a uh Barry, Martha Barry was an amazing person. And when she founded uh the Barrie Schools, when you know it was before it was a college, they have a dairy farm here, like working dairy. They made, you know, they made their own food, their own clothes. So the dairy farm has been converted into our retreat center. So it's it's a gorgeous place to step away and invest. And that's one of the things we've seen with teams in our own lives. If we can step away, the the experience we had in the Great Smokies, we were referencing at the beginning, was actually our our team getting away on our own retreat. And um, so we try to practice what we what we what we teach with that. Um, but yeah, it's it's a it can be hugely meant valuable to get away and invest in your team because it so often we're in the day-to-day and we're rolling through, and it's hard to step back and see the things that are you know really opportunities to to be better.
SPEAKER_00Yes. And everybody can go check out teams.windshape.org. And also the book is Team Work 13 Timeless Principles for Creating Success and Fulfillment as a team member. And a Rusty Chadwick, uh, who you've been hearing from today, is co-author of that book. And your your other co-author's name is Russ Ursing.
SPEAKER_01Yeah, very confusing. Yeah, Russ. Russ, he's been my boss for like for 10 years. So uh I've learned a lot from him.
SPEAKER_00Beautiful. Anything else you want to say about how people can connect um with what you guys are doing?
SPEAKER_01No, you nailed it. The website there is great. Um, the book's a very accessible resource people can use that. It's kind of got some instructions in there. If you want to do a team book study around that, sometimes it can be valuable just to have a tool to facilitate some conversation. So that's a great resource as well. But the website has all the rest.
SPEAKER_00All right. We'll have those links in the show notes. Uh, Rusty, thank you for taking some time out to share with our audience today and help us grow and uh help help shape some winners here today.
SPEAKER_01Of course. Yeah, thanks for having me. It's a pleasure to talk about it.
SPEAKER_00We hope you've enjoyed this episode. And if so, we would greatly appreciate it if you'd leave us a quick rating and review for the Christianity and Business Podcast on iTunes. You can get more information about HCU's Center for Christianity and Business. And sign up to receive free access to all issues of the Christian Business Review Journal by visiting our website at Christianityandbusiness.com. Thanks for listening, and remember to keep integrating biblical values into your business.