Fitness. Fellowship. Faith.The mission of F3 is to plant, grow and serve small workout groups for the invigoration of male community leadership.
Conditions: 73F and just about perfect
FNGs: None
COP: We don’t need no stinkin COP!
The Thang:
Get busy. Some ran. Some rucked. Some rode bikes. All got miles.
Mary: Skipped this too.
Numberama: 22
Namerama: Too Much, Wee Woo, Floppy, Shortcake, Pretzel, High Stick, City Slicker, Borland, Dri-Prime, , Cheetah, Wreck-It Ralph, Chowda, Professor Klump, Repo, Schrute, Myrtle, Splinter, Magic Mike, Hot Tub
Pledge and COT
Devo:
Going Too Many Directions?
Every man has a sweet spot—a skill, an aptitude, a function that results in maximum impact for a given amount of effort. We’ve all felt them, finding ourselves “in the zone.” We probably have one, maybe two, but our sweet spots are what make us indispensable to others—to our employers, our families, our friends, to the people we’re meant to serve. Of all the things we do, our sweet-spot activities are where we make a unique difference. They’re the things we’re made to do.
Sweet spots aren’t random, nor accidental. They’re crafted by our Creator. And they indicate where he wants us to focus our lives—for impact. You see, sweet spots are crafted with specific needs in mind. God cares about those needs, whatever they are, and he designs us to address them (Ephesians 2:10).
Identifying our sweet spots allows us to analyze our days, our weeks, and prioritize. It allows us to begin to concentrate our efforts on activities for which we were made. It also allows us to create margin in our work life. As Jethro counseled Moses, we can learn to curtail or delegate activities that fall outside our sweet spots and, thereby, keep our work from unreasonably impinging on other important areas of our lives (Exodus 18:13-27). We cannot eliminate all outside activities, of course; but, we can better manage our time to emphasize the inside ones.
Okay, so what do we do?
Spend some time pondering your sweet spots. Now, grab a piece of paper and sketch out an ideal job description, one that perfectly leverages you in those spots. You won’t be able to move into that job instantly, of course… but the description should serve as a reference for making future decisions, allowing you to move closer to it, over time.
Moleskin: Leading the Pax at The Creamer is an a whole new ball of wax compared to a normal BC. The focus is more on time management vs ensuring no man is left behind. Much more of an admin leadership vs a functional leadership. It struck me that our leadership roles in life follow the same dichotomy. Sometimes we need to be an active leader: making decisions, motivating, maintaining broad views of what is going on, leading strategically. Other times our leadership role is just to make sure the wheels don’t fall off the bus.