By fellowshipping on how leaders and workers should inspect the work, have you learned how to inspect the work? Inspecting the work is not about finding faults or nitpicking, but rather about seeing how the work has been done, whether it has been arranged, whether there is anyone taking charge of the work, how the work is progressing, what the progress is like, whether it is going smoothly, whether the work is done according to principles, whether it yields results, and so on. At the same time, you need to observe, review, and evaluate the effectiveness of the work, and then from this, find better and more suitable ways to implement the work. For a work arrangement, such as the arrangement of writing experiential testimony articles, as long as the Above has not called for it to stop, this work needs to be continually followed up and implemented, and this is beneficial to the life entry of God’s chosen people. If some people feel that there are already enough experiential testimonies and that God’s chosen people cannot read them all, can this work be stopped then? It cannot be stopped. The more experiential testimonies there are, the better; the more there are, the more abundant they will be—this is what most helps God’s chosen people enter into the truth reality. Some new believers, after reading these experiential testimonies, will know how to experience God’s work. After going through a period of experience and gaining results, they will naturally be able to write experiential testimony articles. Some people with shallow experiences can also be edified by reading those relatively deeper experiential testimonies, and they can achieve deeper experiences and write better testimony articles. These testimonies benefit both people in religion and God’s chosen people in God’s house. Therefore, the work of writing experiential testimony articles can never stop. Leaders and workers must continually follow up on this work and should not stop it for any reason or excuse. This is an important item of work in the church. Leaders and workers should take the lead in writing experiential testimony articles. This practice best reveals whether they possess the truth reality. If they cannot write experiential testimony articles, they are not up to standard as leaders or workers and cannot do real work; they should be dismissed and eliminated. After doing this work well, leaders and workers need to continually visit various churches to inquire about the progress of the work. They can ask questions and learn about the work: “The several brothers and sisters in your church who are relatively earnest in their pursuit all have some experiences—can they write some testimony articles?” They should also ask those who have just accepted the true way how it was they investigated and came to accept it, and whether they can write down their impressions regarding this. Leaders and workers not only need to continually inquire, learn about, follow up, and implement this work, but they also need to inspect how well the implementation is going: “During this period, have you arranged for people to do this work? How many experiential testimony articles have been written? How many are up to standard? What is the proportion of articles that are up to standard?” The supervisor replies: “After the last fellowship, some experiential testimony articles have already been written in our church, and a few articles that are up to standard have been submitted. We have been continually doing this work.” This is fine; this means you have done this task properly. With this in mind, is there a direct relationship between a church being able to produce genuine experiential testimony articles and the role of leaders and workers? In one regard, you need to continually fellowship on this aspect of the work; in another regard, you need to lead by example, continually inquiring about the work, and also participating in and following up on the work. After following up for a period and then leaving this church, you should later return to inspect the implementation. Is this not what leaders and workers should do? This is the responsibility of leaders and workers.

For every work arrangement issued by God’s house, leaders and workers must treat it seriously and implement it seriously. They should frequently use the work arrangements to compare and inspect all the work they have done. They should also examine and reflect on which tasks they have not done well or implemented properly during this period. For any task assigned and required by the work arrangements that has been neglected, they should quickly make up for and inquire about it. If they are busy with a specific task and cannot get away, they can entrust others to inspect and follow up on the work that has not been done well. They should not just issue orders and think the task is completed after assigning and arranging the work, and then just stand by idly. As a leader, you are responsible for all the work, not just one task. If you see that a particular task is especially important, you can oversee that task, but you also need to find time to inspect, direct, and follow up on other tasks. If you are only content with doing one task well and then consider things finished, and assign other tasks to other people without caring or asking about them, this is irresponsible behavior and a dereliction of duty. If you are a leader, then no matter how many tasks you are responsible for, it is your responsibility to constantly ask questions about them and inquire, at the same time also checking up on things and resolving problems promptly as they arise. This is your job. And so, whether you are a regional leader, district leader, church leader, or any team leader or supervisor, once you have known the scope of your responsibilities, you must frequently examine whether you are doing real work, whether you have fulfilled the responsibilities that ought to be fulfilled by a leader or worker, as well as which tasks—out of the several entrusted to you—you haven’t done, which you don’t want to do, which have yielded poor results, and which you have failed to grasp the principles of. These are all things you should examine often. At the same time, you must learn to fellowship with and ask questions of other people, and must learn how to identify, in God’s words and the work arrangements, a plan, principles, and a path for practice. Toward any work arrangement, whether it relates to administration, personnel, or church life, or else any kind of professional work, if it touches upon the responsibilities of leaders and workers, then it is a responsibility that leaders and workers are supposed to fulfill, and within the purview of what leaders and workers are responsible for—these are the tasks you should attend to. Naturally, priorities should be set based on the situation; no work may fall behind. Some leaders and workers say, “I don’t have three heads and six arms. There are so many tasks in the work arrangement; I absolutely can’t manage if I’m put in charge of all of them.” If there are some tasks that you can’t personally be involved in, then have you arranged for someone else to do them? After making this arrangement, did you follow up and make inquiries? Did you screen their work? Surely you had the time to make inquiries and conduct screening? You definitely did! Some leaders and workers say, “I can only do one job at a time. If you ask me to conduct screening, I can only screen one task at a time; any more than that is unfeasible.” If that is the case, you are a good-for-nothing, your caliber is extremely poor, you have no work capability, you are not cut out to be a leader or worker, and you should step down. Just do some work that suits you—don’t cause delays to the church’s work and the life growth of God’s chosen people because your caliber is too poor for you to do work; if you lack this reason, you are selfish and vile. If you are of ordinary caliber but are able to be considerate of God’s intentions, you are willing to train, and you feel unsure that you can do the work well, then you should seek out a couple of people of good caliber to cooperate with you in the work. This is a good approach, and counts as having reason. If your caliber is too poor and you are genuinely incapable of shouldering this work, and yet still wish to continue occupying this position and enjoying its benefits, then you are someone selfish and vile. Leaders and workers must be possessed of conscience and reason—this is of the utmost importance. Without even this humanity, they absolutely cannot be a leader or worker, and even if they do a bit of work, they will be a false leader that will only bring harm to God’s chosen people and jeopardize the work of the church. Leaders and workers should consider God’s intentions; they absolutely must not be dictatorial and take on everything themselves, only to end up not doing any work well and delaying all of the church’s work, as well as the life entry of God’s chosen people. Wouldn’t that be a great transgression? Therefore, people with too poor caliber absolutely cannot be leaders and workers. Those who lack a God-fearing heart and who cannot consider God’s intentions even more so cannot be leaders and workers; they cannot be put in charge of any task. As leaders and workers, it is important to have self-awareness. If you cannot do real work but still want to take everything on yourself, and love enjoying the benefits of status, this is the very definition of a false leader, and you should be dismissed and eliminated.

After fellowshipping on the responsibilities that leaders and workers should fulfill regarding the work arrangements of God’s house, do you now have a path on how leaders and workers should treat and implement the work arrangements? (Yes.) Are there any difficulties? Among the various tasks outlined within the responsibilities of leaders and workers that we have fellowshipped about, some people might only focus on one or two aspects, while others might not even be able to accomplish one or two aspects. For leaders and workers who can focus on one or two aspects of work, if they have sufficient caliber and can also learn to follow up on other aspects of the work, then they are basically up to standard. However, if they only stay at the level of preaching doctrines and holding gatherings but cannot do specific work, and when asked to participate in inspecting and following up on specific tasks, they become worried, without plans, steps, or paths to follow, not knowing what to do, this indicates poor caliber. Can people with poor caliber implement work arrangements? (No.) Such leaders and workers are not up to standard. How should you deal with such leaders and workers? Tell them, “The work arrangements have been issued, and we have a clear understanding of what tasks to perform and what principles to uphold, but you don’t know what to do and have no path to follow. And yet you still have the gall to fellowship and preach sermons to us. You should step down immediately! You are not fit to be a leader or worker, you cannot fulfill this responsibility. Quickly hand it over to someone competent! Stop shouting slogans here, no one wants to listen!” Is this an appropriate way to handle it? (Yes.) If you can’t do the work, what’s the point of blindly shouting slogans! Everyone can read the words in the work arrangements; everyone can speak doctrines—it’s all about how you actually do it. If you can’t do it, then you are not suitable to be a leader or worker. No task is as simple as one plus one equals two. Every task requires leaders and workers to develop specific implementation plans within the scope of principles based on the specific situation. At the same time, they must know how to supervise, inspect, and follow up until the work is implemented properly, fully meeting the requirements of the work arrangements, coming to fruition and producing results. Only then have they fulfilled the responsibilities of leaders and workers; only then are they up to standard as leaders and workers.

The Attitude and Manifestations of False Leaders With Regard to Work Arrangements

We just fellowshipped about what the responsibilities of leaders and workers are when it comes to work arrangements. Next, we shall fellowship on what manifestations false leaders have. Among the false leaders you have encountered, what is their attitude toward work arrangements? What actions and manifestations do they exhibit? False leaders usually understand from the words of the work arrangements what should be done, the specific requirements of the Above, and what the specific work projects are, but they only understand it in terms of doctrine. They still do not understand or thoroughly perceive the specific principles, standards, and paths of practice for implementing the work arrangements. After receiving the work arrangements, they also go through the motions, fellowshipping on how to do the work and how to issue and implement the work arrangements. However, no matter how much they fellowship, it is only a literal, doctrinal understanding of the work arrangements. As for how to specifically implement the work arrangements and what results can be achieved, as well as how effective implementation will be if they select certain people to do the work or choose a certain plan to implement it, or whether the goals and results required by the work arrangements can be met, they are unaware and unclear about these aspects. When false leaders implement work arrangements, they usually just hold a gathering to preach some words and doctrines, assign the work, mention a few of God’s requirements, and then have everyone express their determination. They consider this to be doing their job. They believe that as long as they have assigned the work, appointed someone to be in charge, and mentioned the results that God’s house requires, they have fulfilled their responsibility. They then feel completely at ease, as if the work is done. They have no idea when to inspect the work, what problems and difficulties might arise in the work, and which problems can and cannot be resolved by those below. They also do not know which important tasks must be followed up on and provided with guidance. For example, important steps like supervising, urging, and inspecting never cross the minds of false leaders. Slightly better false leaders, who comparatively have some conscience and do not want to eat for free, believe they should do some work. They will visit the church and ask the brothers and sisters if they have any problems. Someone tells them, “We brothers and sisters often have disputes when we are together. When our opinions differ, we argue endlessly and reveal hotheadedness.” The false leader says, “This is easy to resolve,” and then holds a gathering, where they fellowship: “People should learn forbearance and patience; people should learn to be humble, not be arrogant, and learn submission. This is God’s intention. Whoever reveals a corrupt disposition should reflect on themselves and accept pruning, not live by their corrupt disposition.” After they’ve fellowshipped all this doctrine, they say, “You can handle the remaining issues yourselves. I am not very proficient in technical matters. At any rate, I have held this gathering for you; you just do the work as you see fit. The key and important thing is to be loyal in doing your duties and not cling to your own ideas.” After listening, people ponder and say, “Our problem is not just the revelation of corruption, hotheadedness, and selfish desires, but also that we are uncertain and unclear about some technical issues and don’t know how to act in accordance with principles. This problem hasn’t been resolved!” The false leader replies, “Read more of God’s words. Once the corrupt dispositions that you reveal are resolved, these issues will be resolved as well.” The work that false leaders are most adept at is spouting doctrines and shouting slogans. They do not anticipate the frequent problems that may arise in the work. When someone raises an issue, they only have one solution, which is to explain with some words and doctrines, then offer some exhortation or a piece of advice, and consider it done. They cannot come up with any specific plans and cannot provide correct guidance and help. Isn’t the work of false leaders simple and easy? Wherever they go, they just preach, primarily focusing on speaking doctrines and shouting slogans. This situation is quite common among leaders and workers, is it not? They cannot implement specific work and do not know how to carry out, implement, or follow up on the work arrangements that are issued. They do not know what their work responsibilities are or what tasks they should perform. When asked to do specific work, they just shout slogans. When someone raises an issue, they take it as an opportunity to start preaching. If a crucial issue is brought up that they cannot resolve, they resort to pruning and reprimanding people. They have no other solutions and cannot at all resolve the problems and deviations that arise in the work. This is a main characteristic of false leaders. There are also false leaders who are asked to implement a work arrangement and inspect which difficulties arise while the work is being carried out—if they can resolve the difficulties, they should do so promptly; if they cannot, they can gather some questions and seek upward, and the Above will resolve them. But what happens is that when they go on-site to participate in this work, they convene everyone for gatherings all day long, and besides discovering who has conflicts with whom, who always argues with whom, whose humanity is not too good, who has a distorted comprehension, who is arrogant and always clings to their own ideas, who is gluttonous and lazy, who resembles disbelievers, and who are evil people, they cannot identify any problems or difficulties that arise in implementing the work, nor can they see these issues. Do you think such leaders and workers can carry out their work? (No.) Where does the problem lie? (Their caliber is too poor, they have no ability to discern, and cannot identify problems.) How many of such leaders are there around you? Can your leaders identify problems? If a work arrangement is issued and the leaders and workers only shout slogans and preach without any specific plans or steps to implement the work arrangement, not knowing how to do the work, then the work cannot be implemented. It is effectively rendered null and void. The key to how well a work arrangement is implemented in the church and its effectiveness lies in whether leaders and workers can do real work. If the leaders and workers have good caliber, work capability, and loyalty, then the work arrangement will be implemented well. If the leaders and workers have poor caliber, are muddled, and lack work capability, then regardless of whether the church contains anyone talented in the area of the work or how willing the brothers and sisters are to cooperate, the work arrangement cannot be implemented, let alone achieve any results.

The work of false leaders is limited to what people can see on the surface. Even when they do implement work arrangements, it is just as a formality, without any follow-up or inspection afterward whatsoever. Their work stays at the level of just going through the motions; it doesn’t have any real force behind it and fails to achieve any results. For example, with the work of writing experiential testimony articles, after receiving this work arrangement, a false leader convenes people for gatherings to fellowship and addresses various questions they have about the work arrangement they don’t understand. After they finish preaching doctrines, and people seem to understand, the false leader thinks, “The work has been assigned, so what should I do? Since God’s house requires writing experiential testimony articles, I also need to write. If I don’t write, won’t people have a low opinion of me as a leader?” They ponder at home about what to write and after a day, they still haven’t written anything. They think, “Writing an article is quite challenging. Normally, I feel I have experiences, but why do they disappear when I start writing? Where did those experiences go? No, I do have experiences, it’s just that the writing method is stumping me. I’ve been going out and interacting with people too much, which is distracting me, making it hard to concentrate. I can’t always be fellowshipping and discussing work with people; otherwise, my mind will keep wandering, and I won’t be able to write the article. I need to take some quiet time to think carefully about how to write it properly before I can write.” They have made writing articles their main task and treat the work that a leader or worker should be doing as a side task. They spend all day writing articles at home, paying no attention to the implementation of the work and not learning about or grasping how many people in the various churches can write articles or whether there are suitable people to direct and screen the work—they have no idea about these things. A month passes, and not only have they not written an article themselves, but they also do not know how this work is progressing in the church. What is the problem here? After the work arrangement is issued, some church leaders with poor caliber do not know how to do real work. Like this individual, they just preach some words and doctrines and shout slogans, and that’s it. Whether the brothers and sisters are willing to write or not doesn’t matter to them; the leaders do not urge or guide them, much less correct them. And the false leader does not concern themselves with such leaders and workers. Some brothers and sisters write one kind of article, and some write another kind, but there is no one to screen whether what they write is practical and in accordance with principles. The brothers and sisters do not understand the principles and do not know whom to ask; they just write because they are told to, they obey the arrangements of God’s house. There are also some who have experiences but lack education; these people have no one to help them copyedit their articles, and no one makes arrangements for this matter. All sorts of problems arise, and where are the leaders and workers? What are they doing? They are in “seclusion” writing articles! False leaders do not know what they should be busy with or what tasks they should perform. The work arrangements are implemented in the church in a variety of ways, with different approaches being taken, and they do not inquire about any of it. When brothers and sisters encounter various problems while doing their duties and report these problems to them, they do not resolve them. As a result, many problems and difficulties pile up, and all sorts of experiential testimony articles also accumulate without anyone to copyedit, review, or screen them. Yet the false leaders do not follow up on or inspect these issues, and the brothers and sisters cannot find them when they have problems. False leaders do not realize that this work is their responsibility and that they should be following up on this work. Aren’t they trash? (Yes.)

How a leader or worker implements the work, as well as the efficiency and results of their work, tests whether they are up to standard. This also tests their humanity, their caliber and work capability, and whether they have a sense of burden. When false leaders receive a work arrangement, they consider it done after fellowshipping about it. They do not participate, supervise, urge, or inspect it, nor do they follow up on the implementation. They do not understand that these tasks are what they should be doing; they do not understand that these tasks are their responsibilities as leaders. They believe that being a leader or worker only requires being able to preach. Aren’t they blockheads? Can blockheads be up-to-standard leaders and workers? (No.) They cannot be up-to-standard leaders and workers, yet they think they are quite good and believe they can do the work. Aren’t they a few cards short of a full deck? They cannot even implement such a simple task as writing experiential testimony articles. This is one of the easiest tasks—just mobilize those with good caliber and life experience to write testimony articles, and then follow up and provide direction. Some leaders and workers have average caliber and low educational levels and are not good at text-based work, but they can assign suitable people to be in charge. This way, they can still do some real work. If they do not even know what kind of people to assign to be in charge and conduct screening, they cannot do the work and are false leaders. Some people say, “A false leader might not be able to do text-based work due to poor caliber and low education, but they should be able to do other work.” Does this statement hold? (No.) Why doesn’t it hold? (The work of writing experiential testimony articles is simple. If they cannot explain it clearly or implement the work, then they certainly cannot handle other tasks. They do not know how to do or follow up on the work.) This shows their caliber is too poor. They are blockheads. They think that being a leader or worker is like being an official of the great red dragon: As long as they learn to flatter, talk big, shout slogans, and engage in fraud, deceiving their superiors and concealing things from those below them, they can establish themselves and draw a government salary. They do not understand that the most crucial aspect of being a leader or worker is learning to do real work. They imagine the job of leaders and workers to be very simple. As a result, they do no real work and become a false leader.