At the last gathering, we carried out additional fellowship for the second responsibility of leaders and workers, talking about what difficulties of life entry there are, and exposing certain practices and manifestations of false leaders. Then, we discussed several matters concerning the third responsibility of leaders and workers—“fellowshipping the truth principles that should be understood in order to perform each duty properly”—and exposed and dissected where the “falseness” of false leaders manifests through the attitudes, practices, and manifestations of false leaders toward these matters, in other words, manifestations of how false leaders fail to perform their responsibilities as leaders. Please list these matters. (One of them was about the printing of books of God’s words. That false leader didn’t do concrete work, they just spoke doctrines in an empty way. They also didn’t fellowship specifically on the truth principles or do the slightest bit of real work.) In this matter, that false leader didn’t do real work, they failed to fulfill their responsibilities as a leader and worker, and they didn’t clearly fellowship the professional requirements, specific principles, and points to note that were involved in the work. They merely shouted some slogans and spoke some empty words, and then thought they’d done a good job. What else did we discuss? (There was also the incident of buying a down coat for God.) What problem did this incident expose regarding false leaders? (It exposed that false leaders don’t do real work, and that they completely lack humanity and reason.) When someone bought Me an item of clothing, those leaders helped to carry out checks on it—is this a part of the work that leaders and workers should do? (No, it’s not.) They did work that they weren’t supposed to—what’s the issue with this? (They were not tending to their proper work.) This is one manifestation of false leaders. First, it exposed that false leaders do not tend to their proper work, and second, it exposed that they lack reason and only do disgusting things that are lacking in reason and humanity. You merely remember the examples, but you haven’t seen through to the issues these examples are meant to illustrate, or the essence of these issues that they are intended to dissect. What other examples did I give regarding false leaders not tending to their proper work? (There was the pastry-maker who kept making pastries for God. God told him not to do it, but the leaders and workers continued to allow him to do so, and even tasted the pastries themselves.) What problems of false leaders did this example expose? (That they don’t tend to their proper work, or do the work they should do, and insist on doing work they shouldn’t.) Primarily, it exposed that false leaders don’t tend to their proper work and fail to grasp the center and focal point of their work. In addition, false leaders have a serious problem. What is it? (They don’t obey God’s words or implement work according to God’s requirements.) Does anyone else want to add something? (They pretend to be spiritual and to show consideration for God’s burden, but in reality, they just run amok doing bad things.) That’s another one of their problems. Anyone else? (Before they act, they don’t try to understand God’s requirements; instead, they use their own imaginings to replace God’s desires.) This falls under the category of lacking reason. Anyone else? (The way that false leaders approached the matter of someone buying an item of clothing for God revealed their lack of normal humanity.) What aspect of normal humanity do they lack? They don’t understand the rules of how to behave and they don’t have manners. Isn’t that the case? (Yes.) In fact, these things you’ve mentioned are secondary; what is the main issue? Once these people become leaders, they want to enjoy the benefits of their status and special treatment, and crave comfort. For instance, they want to eat a few pastries, and when they see that someone is good at cooking, they think about trying some of their food to satisfy their cravings. It’s already nauseating that they do not tend to their proper work or do real work, but on top of that, they crave comfort and the pleasures of gluttony. They use the pretext of carrying out tastings and checks for God to satisfy their gluttonous desires, indulging in the benefits of their status. These are all manifestations of false leaders. While these manifestations cannot be called vicious or wicked when compared to the disposition essence of antichrists, the humanity of false leaders is enough to disgust people. In terms of their character, they fall short of having conscience and reason; their humanity is quite base and sordid, and they have low integrity. From these examples, it can be observed that false leaders cannot do real work. This is a fact.

Today, we’ll continue exposing the various manifestations of false leaders based on the responsibilities of leaders and workers. False leaders are basically incapable of doing essential, critical church work. They just handle some simple, general affairs; their work doesn’t play a critical or decisive role in the work of the church as a whole, and it does not produce real results. Their fellowship basically just covers a few trite and commonplace topics, it’s all oft-repeated words and doctrines and it is incredibly hollow, broad, and lacking in detail. Their fellowship only contains stuff that people can understand from reading something in a literal way. These false leaders cannot resolve the real problems God’s chosen people have in their life entry at all; in particular, they are even less capable of resolving people’s notions, imaginings, and revelations of corrupt dispositions. The main thing is that false leaders simply cannot shoulder the vital work arranged by God’s house, such as gospel work, film production work, or text-based work. In particular, when it comes to work that involves professional knowledge, while false leaders may know quite clearly that they are laymen in these fields, they do not study them, nor do they do research, and less still are they able to give others specific guidance or resolve any problems related to them. And yet they still shamelessly hold gatherings, talking endlessly about empty theories, and speaking words and doctrines. False leaders know very well that they cannot do this kind of work, yet they pretend to be experts, act conceited, and always use grand doctrines to chide others. They are unable to answer anyone’s questions, yet they find pretexts and excuses to chide others, asking why they aren’t learning the profession, why they do not seek the truth, and why they are unable to resolve their own problems. These false leaders, who are laymen in these fields and cannot resolve any problems, still lecture others from up on high. On the surface, they appear very busy to other people, as if they’re able to do a lot of work and are very capable, but in reality, they are nothing. False leaders are clearly unable to do real work, yet they enthusiastically busy themselves, and always say the same platitudes at gatherings, repeating themselves over and over again, without being able to resolve a single real problem. People get very fed up with this, and are unable to derive any edification at all from it. This kind of work is terribly inefficient, and it yields no results. This is how false leaders work, and the work of the church is delayed because of it. Yet false leaders still feel they are doing great work and that they are very capable, when the fact is that they have not done a single aspect of the church’s work well. They don’t know if the leaders and workers who fall under the scope of their responsibility are up to standard, nor do they know if the leaders and supervisors of various teams are able to shoulder their work, and they neither care nor ask if problems have come up in the brothers and sisters’ performance of their duties. In short, false leaders cannot resolve any problems in their work, yet they remain energetically busy. From the perspective of other people, false leaders are able to undergo hardship, willing to pay a price, and they spend every day rushing about. When it is time to eat, they need to be called to the table, and they go to bed very late. Yet the results of their work just aren’t good. If you weren’t looking carefully, it would appear on the surface that all the items of work were being done, and that everyone was busy performing their duties, but if you were to observe closely and be meticulous, and earnestly inspect the work, the true situation would be revealed. Every item of work that falls within their scope of responsibility is a mess, there’s no structure or order to it at all. There are problems—or even holes—in each item of work. The occurrence of these problems is related to false leaders not understanding the truth principles, and acting based on their notions, imaginings, and enthusiasm. False leaders never fellowship about the truth principles, nor do they ever seek the truth to resolve problems. They clearly lack spiritual understanding and aren’t able to do the work of a leader, and they can only spout words and doctrines and do not understand the truth at all, yet they pretend to know things they don’t and try to pass themselves off as experts. The work they do is just going through the motions. When a problem arises, they blindly apply regulations to it. They just hustle and bustle blindly and without producing any real results. Because these false leaders do not understand the truth principles, and just spout words and doctrines and advise others to abide by regulations, the progress of each item of the church’s work is slowed and no clear results are achieved. The most obvious consequence of a false leader having been at work for some time is that most people are unable to understand the truth, they do not know how to discern whenever anyone reveals corruption or develops notions, and they certainly do not understand the truth principles that should be upheld in doing their duties. Those who perform their duties and those who do not are all sluggish, unrestrained and undisciplined, and in disarray like scattered sand. Most of them may be able to speak a few words and doctrines, but while doing their duties, they only observe regulations; they don’t know how to seek the truth to resolve problems. Since false leaders themselves do not know how to seek the truth to resolve problems, how can they lead others to do so? No matter what befalls other people, false leaders can only exhort them by saying, “We must be considerate of God’s intentions!” “We must be loyal in the performance of our duties!” “When something happens to us, we must know how to pray, and we must seek the truth principles!” False leaders often shout these slogans and doctrines, and it doesn’t yield any results at all. After people hear them, they still do not understand what the truth principles are, and they lack a path of practice. In a surface-level way, people pray when things befall them, and they wish to be loyal in doing their duties—but they all lack understanding of issues like what they should do in order to be loyal, how they should pray in order to understand God’s intentions, and how they should seek when they encounter an issue in order to gain understanding of the truth principles. When people ask false leaders, they say, “When something befalls you, read God’s words more, pray more, and fellowship more on the truth.” People ask them, “What principles does this work touch on?” and they say, “God’s words say nothing about matters of professional work, and I don’t understand that area of the work either. Do your own research if you wish to understand—don’t ask me. I lead you in understanding the truth, not in matters of professional work.” False leaders use these kinds of words to evade questions. And as a result, though most people have a burning passion to do their duties, they do not know how to act based on the truth principles, nor do they know how to adhere to the principles while performing their duties. Looking at the results of each item of work within the scope of false leaders’ responsibility, most people are relying on their knowledge, learning, and gifts to do their work, and they are ignorant when it comes to issues such as what God’s specific requirements are, what the principles of doing a duty are, and how to act in order to achieve the result of bearing witness for God and how to spread the gospel more effectively so that all who long for God’s appearance hear His voice, investigate the true way, and return to God as soon as possible. Why is it that they are ignorant of these things? This is directly related to false leaders’ failure to do real work. The main cause of this is that false leaders themselves do not know what the truth principles are, or what principles people should understand and follow. They act without principles, and they never lead people to search for principles of practice and paths in their duties. When a false leader finds a problem, they cannot resolve it themselves, and they do not fellowship and seek with others, which leads to tasks frequently needing to be redone within each item of work. This is not only a waste of financial and material resources, but also of people’s energy and time. Such consequences are directly related to the very poor caliber and irresponsibility of false leaders. Though it may not be said that false leaders deliberately do evil and cause disturbances, it can be said that they do not seek the truth principles at all in their work, that they always act based on their own will. This is certain. False leaders do not understand the truth principles, nor can they clearly fellowship about them to others; instead, they just give people free rein to do as they please. This inadvertently leads to some people who are in charge of certain work acting arbitrarily and willfully, acting however they want and doing whatever they like. As a result, not only are there few actual results, but a mess is also made of the church’s work. When a false leader is dismissed, not only do they not reflect on or know themselves, they also engage in sophistry and argue on their own behalf, and they do not accept the truth in the slightest, and do not intend at all to repent. They may even ask that God’s house give them another chance, saying they can definitely do the work well. Do you believe them? They do not know themselves at all, nor do they accept the truth. Can they change their ways then? They do not have the truth reality, so can they do the work well? Is that possible? They did not do the work well this time—will they be able to do it well if they’re given another chance? That is not possible. It may be said with certainty that false leaders do not have work capability; at times, they may toil a lot and be quite busy, but it is a blind busyness, and it bears no fruit. This suffices to show that false leaders have very poor caliber, that they do not understand the truth at all, and that they cannot do real work. This causes many problems to arise in the work, but they are unable to resolve them by fellowshipping about the truth, and merely use a few empty doctrines to exhort people to abide by regulations, and consequently they make a mess of the work and leave it in shambles. This is the manner in which false leaders work and the consequences it brings about. All leaders and workers should take this as a warning.

The various unsatisfactory issues that appear within the church are directly related to false leaders—this is an unavoidable problem. These false leaders lack the ability to comprehend the truth, yet they think that they understand and get everything, and then they act based on their own imaginings and notions. They never seek the truth in order to address their lack of understanding of the truth principles or of the standards required by God. I have interacted with many leaders and workers, and I meet with them frequently. When we meet, I ask them, “Do you have any issues? Have you made a record of the problems that exist in the work? Are there any problems which you cannot resolve on your own?” After I finish, they stare blankly, and in their hearts they have doubts: “We are leaders; could we have any issues? If we did, wouldn’t the church’s work have become paralyzed long ago? What kind of question is this? We listen to sermons and fellowship, and hold the words of God in our hands. The church has so many of us leading it, how can You still be worried? By asking this question You are clearly underestimating us. How could we have problems? If we had problems, we wouldn’t be leaders. Your question is so inappropriate!” Every time I ask them if they have any issues, this is the kind of state they’re in–every one of them is a picture of numbness and dimwittedness. There are so many problems in the various items of church work, but these people just can’t see or discover them. They are unable to bring up issues related to personal life entry, or issues that exist in the work which involve the truth principles. Since they cannot bring up these issues, I ask them, “How is the work of translating God’s words progressing? Do you know how many languages should be translated now? Which languages should be translated first, and which ones later on? How many copies of God’s words should be printed for certain languages?” They reply, “Ah, they’re being translated.” I ask them, “To what extent has the translation progressed? Are there any issues?” They respond, “I don’t know; I need to go ask.” I have to ask them about these things, and they still don’t know the answers. So what work have they been doing this whole time? I ask them, “Did you resolve the issues that the brothers and sisters asked about last time?” They respond, “I held a gathering with them—a full-day gathering.” I ask them, “Were the issues resolved after the gathering?” They reply, “Do You mean that if there are still issues, we should have another gathering?” I say, “I’m not asking if you held a gathering or not. I’m asking if the professional issues have been resolved. Do these people understand the principles? Have they violated any principles in the performance of their duties? Have you discovered any problems?” They respond, “Oh, the problems? I resolved them. I held a gathering for the brothers and sisters.” Can this conversation continue? (No, it cannot.) Doesn’t listening to this conversation make you angry? (Yes.) How are these leaders? Aren’t these just pseudo-spiritual blockheads? They lack the caliber of leaders and workers; they are blind, they don’t understand how to do the work, and they answer “I don’t know” to every question, and when you keep on asking them questions, they respond, “Anyway, I held a gathering; just let it be!” Have these leaders done actual work? Are they up-to-standard leaders? (No.) These are false leaders. Do you like these kinds of leaders? If you encounter such leaders, what should you do? When some leaders meet with the brothers and sisters, they say, “Regardless of what issues you have today, let’s first fellowship on how to perform duties well.” Some people then say, “We have encountered an issue with professional techniques in our duties: Should we use the professional techniques that are popular with nonbelievers?” Isn’t this a problem that leaders need to resolve? If some issues can’t be resolved through fellowship among the brothers and sisters, leaders should step in to resolve them—this touches on the responsibilities of leaders. What do false leaders do when they encounter these problems? They say, “This is a professional issue; it’s your problem, what does it have to do with me? Fellowship on this issue yourselves, but first, I’m going to hold a gathering for you. In today’s gathering, we will fellowship on harmonious cooperation. The question you just asked is related to harmonious cooperation. You should be able to discuss things and fellowship together, and do more research; no one should be self-righteous, and everyone should accept any decision which has majority support—isn’t this a question of harmonious cooperation? It seems you don’t know how to cooperate harmoniously, or how to discuss problems when they arise. You ask me about every problem. What are you asking me for? Do I understand these things? If I did, wouldn’t you have nothing to do? You ask me about everything. Is this a problem that I ought to handle? I’m only responsible for fellowshipping on the truth; resolve professional issues yourselves. What concern are they of mine? Anyway, I already fellowshipped with you and told you to cooperate harmoniously—if you can’t do that, then don’t perform this duty. I’ve finished my fellowship; go resolve the problem yourselves.” Do these leaders know how to solve problems? (No, they don’t.) Despite not knowing how to do this, they think themselves to be very justified, and they are adept at shirking responsibility. By all appearances, they have done their work, they have arrived at the scene to carry out inspections, and they are not slacking off. However, they can’t do actual work or resolve actual problems, which means that they are false leaders. Can you discern this kind of false leader? When faced with any problem, they can’t fellowship on relevant truths: they only speak some empty doctrines and theories which they make sound quite lofty and profound, and after people hear them, they not only do not understand the truth, they also feel confused and disoriented. This is the work that false leaders do.

In the work of “fellowshipping the truth principles that should be understood in order to perform each duty properly,” false leaders are completely revealed. They are unable to fellowship on the truth principles, or lead people to abide by and practice the truth principles in the performance of their duties, or guide them to understand and enter into the truth reality—they cannot fulfill the responsibilities that leaders should. And that’s not all, they are also unable to keep abreast of the circumstances of supervisors of different work and personnel responsible for various important jobs, and even if they have somewhat of a grasp on this, it is not accurate. This causes immense disturbances and harm to various items of work. These are the various manifestations of false leaders we are going to expose today regarding the fourth responsibility of leaders and workers. What is the fourth responsibility? (To keep abreast of the circumstances of supervisors of different work and personnel responsible for various important jobs, and promptly alter their duties or dismiss them as necessary, so as to prevent or mitigate losses caused by using unsuitable people, and guarantee the efficiency and smooth progress of the work.) That’s right, this is the minimum standard that leaders and workers should be able to meet while doing work. Are you all clear on the main responsibilities of leaders and workers regarding this fourth item? Leaders and workers must have a clear understanding of supervisors of different work and personnel responsible for various important jobs. It is within the scope of the responsibilities of leaders and workers to keep abreast of the circumstances of supervisors of different work and personnel responsible for various important jobs. So, who are these personnel? Primarily, there are church leaders, followed by team supervisors and the leaders of various groups. Is it not critical and of great importance to understand and keep abreast of circumstances like whether the supervisors of different work and personnel responsible for various important jobs possess the truth reality, are principled in their actions, and can do the church’s work well? If leaders and workers are thoroughly abreast of the circumstances of the main supervisors of different work, and make suitable adjustments in personnel, that is the same as them keeping each item of work in check, and it is the equivalent of them fulfilling their responsibilities and duties. If correct adjustments are not made regarding these personnel and a problem arises, the work of the church will be greatly impacted. If these personnel are of good humanity, possess a foundation in their belief in God, are responsible in handling matters, and are able to seek the truth to resolve problems, then putting them in charge of work will save a lot of trouble, and most importantly will allow the work to progress smoothly. But if the supervisors of various teams are not dependable, have poor humanity, aren’t well-behaved, and do not put the truth into practice, and, furthermore, are liable to cause some disruptions and disturbances, then this will have an impact on the work for which they are responsible and on the life entry of the brothers and sisters whom they lead. Of course, that impact may be large or small. If the supervisors are merely neglectful in their duties and do not tend to their proper work, this will probably just cause some delays in the work; the progress will be a little slower, and the work a bit less efficient. If they are antichrists, however, the problem will be serious: This will not be an issue of the work being a little more inefficient or ineffective—they will disturb and damage the church work they are responsible for, causing severe harm. And so, keeping abreast at all times of the circumstances of supervisors of different work and the personnel responsible for various important jobs, and making timely reassignments and dismissals upon discovering that someone is not doing actual work is not an obligation that leaders and workers can shirk—it is very serious, very important work. If leaders and workers can promptly get to know the character of the supervisors of different work and the personnel responsible for various important jobs, and their attitude toward the truth and their duties, as well as their states and performance during each period and at each stage, and promptly make adjustments or handle those people according to the circumstances, then work can proceed steadily. By contrast, if those people run amok doing bad things and do not do real work in the church, and the leaders and workers are not able to promptly identify this and make timely reassignments, but wait until serious problems of all sorts have cropped up, incurring substantial losses to the work of the church, before casually trying to handle them, make reassignments, and rectify and salvage the situation, then those leaders and workers are pieces of trash. They are genuine false leaders who must be dismissed and eliminated.

Just now, we fellowshipped in a broad manner on the importance of understanding and having a grasp on the real states of supervisors of different work and the effectiveness of their work, using these real conditions to assess whether leaders and workers have fulfilled their responsibilities, and exposing what manifestations they display that prove they are false leaders, thereby dissecting the essence of false leaders. When serious problems arise in the church’s work, false leaders fail to fulfill their responsibilities. They cannot discover these issues promptly, let alone handle and resolve them in a timely manner. This leads to the issues being prolonged, which in turn causes delays and injury to the church’s work, and may even cause the church’s work to become paralyzed or fall into disarray. It is only when this happens that false leaders reluctantly go to observe the scene of the church’s work, yet they still cannot identify corresponding or appropriate solutions to solve the problems, and eventually they just leave them unresolved. This is the primary manifestation of false leaders.

Are most people more or less clear about the standards for selecting supervisors of different work and personnel responsible for various important jobs? For example, what should the supervisor of art work primarily possess? (They should possess professional skills in this field and be able to shoulder the work.) Having professional skills is one theory. So, what specifically do these professional skills refer to? Let’s explain this. If someone enjoys drawing and is interested in making art, but it is not their profession, and they lack knowledge in this area, and merely like it, is it appropriate to select such a person as supervisor of an art team? (No, it isn’t.) Some say, “If they like making art, they can do the job and learn about it gradually.” Is this statement correct? (No.) There is one exception to this, which is if everyone else on the art team is also unfamiliar with the profession, and this person knows a bit more and learns faster than the others. Would selecting them be relatively appropriate then? (Yes.) Aside from this scenario, say that among all those involved in creating art, only this person doesn’t know the profession, but they are chosen because they understand the truth and like making art—is that appropriate? (No, it isn’t.) Why isn’t it appropriate? Because they are not the first or the only choice. How should this type of supervisor be selected then? They should be chosen from among those who are the most proficient and experienced in the profession; that is, they must be an expert, possessing both professional skills and work capabilities—don’t select a layman. This is one aspect. In addition, they must bear a burden, possess spiritual understanding, and be able to understand the truth. They must also have at least a foundation in their faith in God. The main principles are: first, they must have work capabilities; second, they must understand the profession; and third, they must have spiritual understanding and be able to understand the truth. Use these three criteria to select supervisors for different work.

After selecting supervisors for various specific items of work, leaders and workers shouldn’t just stand aside and do nothing; they also have to train and cultivate these supervisors for a period of time, to see whether the individuals they chose can truly shoulder the work and put it on the right track. That’s what it means to fulfill their responsibilities. Suppose that, at the time of selection, you see that your candidates understand their professions, possess work capability, bear a bit of a burden, and possess spiritual understanding and the ability to understand the truth, and you think that everything will be fine because they are qualified in these respects, and say, “You can start working; I’ve told you all the principles. From now on, just do what God’s house instructs you to do yourselves.” Is this an acceptable way to carry out the work? Once you’ve arranged the supervisors, does this mean you can just leave it at that? (No, it doesn’t.) Then what should be done? Suppose that a leader gathers with supervisors twice a week, fellowships the truth with them, and that’s all, believing that because those supervisors are all proactive, reliable, and capable of understanding what other people say, they can therefore practice in accordance with the truth. This leader thinks they don’t need to look into or follow up on how these supervisors specifically do their work, whether they cooperate harmoniously with others, whether they have grasped the professional skills during this period of time, or how much they have completed the work given to them by God’s house. Is this the way that a leader and worker should handle the work? (No, it isn’t.) This is how false leaders do their work. They try to get all of the work done once and for all, they arrange the supervisors and form a team with a few members, and then say, “Start the work. If you need any equipment, let me know, and God’s house will purchase it for you. If you encounter any difficulties in your daily lives or any troubles, feel free to bring them up, and God’s house will always resolve them for you. If you don’t have any difficulties, then focus on your work. Don’t cause disruptions or disturbances, and don’t spout any high-sounding ideas.” False leaders arrange these people to work together, and think that as long as they have food, drink, and shelter, that’s enough, and there’s no need to pay them any mind. When the Above asks, “How long has it been since the supervisors for this work were selected? How is the work progressing?” they respond, “It’s been six months. We’ve held around 10 gatherings for them, and they seem to be in good spirits, and the work is being done.” When the Above asks, “So how is the work capability of the supervisors?” they say, “It’s alright; when we selected them, they were the best ones.” The Above asks them, “How are they doing now? Can they do actual work?” They respond, “I held a gathering for them.” The Above replies, “I didn’t ask if you held a gathering; I asked how their work is going.” They say, “It’s probably fine; no one has reported anything bad about them.” The Above responds, “No one reporting anything bad about them is not a standard. You need to look at how their work capability and professional skills are, and see whether they possess spiritual understanding, and whether they do real work.” They reply, “At the time of selection, they seemed okay. I haven’t inquired into these details for a while. If you want to find out, I’ll ask again.” This is how false leaders do work. They keep holding gatherings and fellowship without end with those below them, but when it comes to the Above, they prevaricate and offer perfunctory responses. Their best perfunctory response is to say, “I held a gathering for them. Last time, I asked about the work, in quite a lot of detail.” This is how they respond to the Above. Are these false leaders doing real work? Have they identified real issues? Have they resolved them? After arranging the supervisors, false leaders are completely ignorant about whether the supervisors have fulfilled their responsibilities or been loyal, how the work is being done, if the results are good or bad, how the brothers and sisters are reporting back about them, or if there are more suitable individuals for the job. Why are they ignorant of these things? Because they don’t do this real work; they just keep themselves busy with useless things. They think it’s unnecessary to constantly supervise and inspect the work like this, that it would mean they lacked trust in those supervisors. In their minds, holding gatherings is fulfilling their responsibilities and demonstrating loyalty. This is the primary manifestation of false leaders not doing real work.

False leaders shut their eyes to the various circumstances of supervisors of every kind of work in the church; they don’t have a grasp on these circumstances, or look into them, or handle them, or resolve them. What specific circumstances of supervisors are there? The first is when supervisors do not bear a burden, and eat, drink, and seek entertainment, without tending to their proper work or doing real work. Isn’t this a serious problem? (Yes.) Some people have work capability, are proficient in a profession, and they’re the very best; they are articulate and intelligent, and if they’re asked to repeat instructions they can do so without missing a word, they’re smart enough; they receive quite good evaluations from everyone, and they have been believers for quite some time. Consequently, they are chosen to be supervisors. However, no one knows whether these people are pragmatic, able to pay the price, or capable of doing actual work. Since people chose them, they are initially promoted to be cultivated and used on a trial basis. However, after working for a while, it is discovered that despite their professional skills and experience, they are gluttonous and lazy, and unwilling to pay the price. They quit working as soon as it gets a bit tiring, and they don’t want to pay attention to anyone with problems or difficulties who needs their guidance. In the morning, as soon as they open their eyes they think, “What am I going to eat today? It’s been days since the kitchen made braised pork.” Usually, they always say to others, “The snacks in my hometown are really delicious; we used to go out to eat them during every festival. When I was in school, on weekends I used to sleep until I woke up naturally, and then I’d go to eat without bothering to wash my face or comb my hair. In the afternoon, I would play video games indoors in my pajamas, sometimes until 5 a.m. the next morning. Now, the work in God’s house has forced me to this point, and as a supervisor, I have to do certain things. Look at how good all of you have it; you don’t have to pay this price. As a supervisor, I have to be able to endure hardship.” They say this, but do they rebel against the flesh? Do they pay the price? They are full of complaints, and they aren’t willing to do any actual work. They only move when pushed, and without supervision, they behave in a perfunctory manner. In the performance of their duty, they are relaxed and undisciplined, they’re often wily and they slack off, and they are not in the least bit responsible. When it comes to professional problems that they do notice, they don’t correct them for other people, and they are happy when everyone else acts in a perfunctory way like they do. They don’t want anybody to take the work seriously. Some supervisors finish the few tasks they have at hand in a casual and perfunctory way, then they start endlessly binge-watching TV dramas. What is their reason for binge-watching dramas? “I’ve finished my tasks; I’m not freeloading off God’s house. I’m just chilling to refresh my mind. Otherwise, I’ll be too tired, and my work efficiency will suffer. Let me chill for a while, in order to improve my work efficiency.” They keep watching dramas until 2 or 3 a.m. at night. When everyone has finished breakfast the next day at 8 a.m. and started doing their duties, these supervisors are still asleep, and they don’t get out of bed even when the sun is high in the sky. Later, they reluctantly get up, dragging their lazy flesh forward, stretching and yawning, and when they see that everyone else has started work, they fear that others will notice their laziness, and begin to look for excuses, “I stayed up too late last night, I had too much to do, the workload was too heavy. I’m a bit tired. I even dreamed last night that there was an issue with some piece of work. When I woke up this morning, my hands were in the position of typing on a computer. My mind is really fuzzy, and I need to take a nap this afternoon.” They get up so late and need a nap in the afternoon too—haven’t they become pigs? They were clearly slacking off, yet they make excuses to justify and defend themselves, claiming that they are tired because they were doing their duty late into the night. They were clearly binge-watching dramas, indulging in fleshly comfort, and living in an indulgent state, yet they ultimately even find a nice-sounding excuse to deceive others. Isn’t this not tending to their proper work? (Yes, it is.) People like this may have work capability and professional skills, but are they up-to-standard supervisors? Obviously not. They are not suited to being supervisors because they are too lazy, they indulge in fleshly comfort, they are greedy for food, sleep, and entertainment, and they cannot shoulder or fulfill the responsibilities of a supervisor.

Some women often browse clothes, shoes, cosmetics, and food online, and after they’re done, they start binge-watching dramas. People say, “Why are you binge-watching dramas when you haven’t finished your work? Moreover, other people still have so many issues. As a supervisor, you should provide guidance to them. Why aren’t you fulfilling your responsibilities?” These women say, “Binge-watching dramas is also part of my work. The videos and movies of God’s house need to be developed, and I have to find inspiration in these dramas!” Isn’t that a deceptive thing to say? If they are involved in this profession, occasionally watching dramas for inspiration is acceptable, but is binge-watching them day and night seeking inspiration? Isn’t that deceptive? (Yes, it is.) Everyone knows what’s going on, so by saying such things, these women are selling out their dignity and integrity. Some people already have a habit of playing video games, and it has become a regular part of their lives. However, after being selected as supervisors, shouldn’t they change these bad habits and vices? (Yes.) If they cannot rebel against them, when they are selected as supervisors, they should say, “I can’t take on this work. I’m addicted to playing video games. When I play them, I reach a state of oblivion, and no one can interfere or move me. If you select me, it will definitely delay the work. So act quick and don’t allow me to be a supervisor.” If these people don’t declare this in advance and feel pleased and proud when they are selected, cherishing this status, but continue to play video games at whim as they did before when they are supervisors, this is inappropriate, and it will certainly delay the work.

Some supervisors have certain bad habits. When the brothers and sisters select them, some do not understand their situation, while others believe that these individuals can expend themselves for God full-time, and think that the bad habits and vices of young people might gradually change with age and a continued understanding of the truth. Many people harbor this attitude and perspective when they select these individuals to be supervisors. After these individuals are selected, they do some work, but they don’t last long before becoming negative and thinking, “Being a supervisor is not easy. I have to get up early and stay up late, and I must do more and observe more than other people at every turn. I also have to worry more, and spend more of my time and energy. This job is hard; it’s too tiring!” Consequently, they think about quitting. If you don’t bear a burden, you can’t do the work of a supervisor. If you do bear a burden in your heart, you will be willing to worry about the work, and even if you’re a little more tired than others, you won’t feel that you are suffering. Even when it’s time to rest, you’ll still be thinking, “How did today’s work go?” If you suddenly remember an issue that remains unresolved, you won’t be able to sleep. If you bear a burden in your heart, you will always be thinking about the work, and you won’t even care about how well you are eating or resting. If people bear too little of a burden as supervisors, their small bit of enthusiasm can only last for a few days, and over time, some of them cannot take it anymore. They think, “This job is so tiring. What’s a way for me to entertain myself and chill out for a bit? I’ll play some video games.” They perform well for a short while, but suddenly they feel the itch to play video games. Once they start, they can’t stop; the small burden they once bore will be eroded as they game, as will their enthusiastic drive to expend themselves, their resolve, and their positive attitude in doing their duties. When someone asks them something, they become impatient. They either prune people, or lecture them and make digs at them, or do things in a perfunctory way and abandon their work. Isn’t there a problem with these supervisors? (Yes.) During the day, they just barely get through their work in a muddled haze, and at night, when no one is watching, they secretly play video games, not sleeping a wink all night. In the beginning, they feel at ease about it, thinking, “I didn’t delay the work during the day. I’ve done all the work that I was supposed to. I’ve resolved all the problems others have asked me about. Even if I don’t sleep at night to free up time to play video games, doesn’t this all count as me being loyal?” As a result, once they start playing video games, they can’t stop, and they don’t listen to anyone. Although it doesn’t affect other people’s rest or the work environment, can such supervisors still shoulder their work? Can they do it well? (No.) Why not? They often play video games all night without sleeping and have to work during the day—how much energy can one person have? Will their work efficiency be high if they cling to playing video games like this? Definitely not. Therefore, such supervisors cannot fulfill their duties or shoulder their work at all. Although they have professional skills and some caliber, they love to play and do not tend to their proper work. Shouldn’t these supervisors be dismissed? If they’re not dismissed, the work will be delayed. Some people say, “If they are dismissed, we won’t be able to find anyone else who has the professional skills that they do. We have to let them do this job—they can still shoulder the work even if they play video games.” Is this statement correct? (No, it isn’t.) A person cannot focus on two things at once; humans have limited energy. If you concentrate most of your energy on playing, your devotion to doing your duties will be affected, and your effectiveness in doing your duties will be greatly compromised. This is an irresponsible attitude toward doing a duty. Even if a person puts their whole heart and all of their energy into their duty, the results won’t necessarily be one hundred percent up to standard. It will be even worse if they focus their heart and most of their energy on playing—they will not have much energy and thought left to use in the performance of their duty, and their effectiveness in doing their duty will be affected. To say it will be affected is a conservative way of putting it; in reality, their effectiveness in doing their duty will be severely damaged. If such supervisors are identified, they should be promptly dismissed and reassigned, because they have already been written off. It’s not just that their performance of their duties isn’t up to standard—they are already incapable of shouldering their work and cannot have any positive effect on their work. Therefore, finding someone to take on their work who’s earnest and responsible despite having slightly less professional skills would be a better choice than them.

Just now, I fellowshipped on various kinds of people who are greedy for food, sleep, and entertainment. There is another type of person. Initially, when supervisors are being chosen, this kind of person is seen as suitable in every way for the role, and the brothers and sisters are all willing to choose them. They think that this person has good humanity, that they are enthusiastic, and proficient in their profession, as well as being the best and strongest in the team in every aspect, making them an obvious choice for the position of supervisor. However, sometime after being selected, this person starts frequently feeling drowsy, even during gatherings. When others speak to them, they are always confused and give irrelevant answers to questions. They weren’t like this before, so why does it suddenly seem like they have become a different person? Later, somebody inadvertently discovers that this supervisor’s conversations with a particular person sound like the two of them are in a romantic relationship, and speculation arises as to whether they are indeed romantically involved. As this matter becomes more evident, this supervisor becomes increasingly muddled. Whenever they are asked questions or talked to about something, their responses aren’t as quick as before, and they don’t sound as clear and understandable as they once did. They start doing less and less of the work that a supervisor should do, and they have less and less enthusiasm in performing their duty. It’s as if they have become a different person; they are more interested in their clothes and personal grooming than before. There is a problem here. In the past, during busy work periods, they rarely bathed, but now they wash their face twice a day, and comb their hair and look into the mirror at every opportunity, and constantly ask others, “Do you think my skin has become fairer or darker recently? Why does it look like I’ve become darker?” People respond, “It’s so frivolous for you, a supervisor, to talk about these things—how does becoming fairer or darker affect anything?” They consistently talk about these trivial topics, and aren’t in the mood to do their work. Whenever they get the chance, they discuss clothes, women, men, love, and what kind of spouses people would choose, but they never discuss what issues exist within the performance of their duties or how to resolve them. Isn’t there a problem here? Can they still do work? (No, they cannot.) Their mindset has changed, and matters of doing a duty are no longer in their thoughts. Instead, their mind is preoccupied all day with thoughts of how to engage in romantic relationships, how to dress themselves, and how to attract the opposite sex. There is a phrase among nonbelievers: “falling in love.” Is this love? No, it’s a deep pit! Once you enter, you cannot come back out of it. Are there people like this among the personnel who are doing their duties? (Yes.) While God’s house doesn’t interfere with people seeking romantic partners, if they disturb the church life and affect the church’s work in doing so, those people need to be cleansed away. Those couples should go off and date on their own and not affect other people. If you are someone who has dedicated themselves to spending their whole life expending for God, and you have resolved to not engage in romantic relationships, then focus on expending yourself for God. If you have gotten into a romantic relationship and no longer feel like doing your work, then you should not perform the duty of a supervisor, and God’s house will choose another person for the position. The work of God’s house must not be delayed or influenced by your romantic relationship. The work must continue. How can it continue? By selecting another supervisor who isn’t romantically involved, who has strong professional skills and can shoulder the work, to hand your work over to. The house of God always operates in this way, and this principle remains unchanged. Some supervisors say, “My romantic relationship doesn’t affect my work; let me continue to be in charge.” Can we believe this statement? (No, we can’t.) Why can’t we believe it? Because the facts are there for all to see! When a person is in a romantic relationship, all they think about is their romantic partner, and their heart is preoccupied with these matters, and so they frequently feel drowsy during gatherings and cannot do their duties. Therefore, the way the house of God deals with such individuals is appropriate and in line with principles. The house of God does not prevent you from dating, nor does it strip you of your freedom to date. You may date someone to your heart’s content: that is your own decision, so long as you don’t regret it, and don’t cry about it later. Some supervisors have been dismissed because of a romantic relationship. Some people ask, “Is a person not allowed to believe in God once they are in a romantic relationship?” The house of God has never said that. Is it the case that God’s house rejects or expels all those who are engaged in romantic relationships? (No.) If you are in a romantic relationship, then you can’t be a supervisor or a leader or worker, and if you are not devoted to doing your duties, then you should leave the full-time duty church. Has anybody said that you aren’t allowed to believe in God anymore, or that you will be expelled? Has anyone passed a verdict saying that you cannot be saved, or that you will be cursed? (No.) The house of God has never said such things. The house of God does not interfere with your personal choices and freedom at all; it does not strip any freedom from you at all—it gives you freedom. However, when it comes to this kind of supervisor, the principle of God’s house for dealing with them is to dismiss them and find a suitable person to take their place. If they are suitable to continue doing a duty, they can be retained. If not, they will be sent away. There will not be any hitting or verbal abuse or humiliation. It is not a shameful matter; it is very normal. So when some people are removed from their positions or sent to ordinary churches because of their romantic relationships, is this embarrassing? It can only indicate that they lack loyalty in doing their duties, that they are not interested in the truth, and bear no burden at all for their own life entry. This kind of supervisor doesn’t tend to their proper work—they only focus on romantic relationships, which delays the church’s work, and has already affected the progress of the work of the church—isn’t this a serious problem? (Yes.) Therefore, this kind of supervisor is not suitable to be retained and should be removed from their position. Some say, “Isn’t it a bit too hasty to remove them?” If, from the start of their romantic relationship to the time of their removal, only one or two days have passed, that might be considered hasty. But if three to five months have passed, would that still be considered hasty? (No.) The action has been taken slowly enough, the work has already been delayed so much—how are you not anxious about it? Isn’t this a problem? (Yes, it is.)

False leaders never inquire about supervisors who are not doing actual work, or who are not tending to their proper work. They think they just need to choose a supervisor and that’s the end of the matter, and that afterward the supervisor can handle all work matters themselves. So false leaders just hold gatherings every so often, and do not supervise the work or ask how it’s going, and act like hands-off bosses. If someone reports a problem with a supervisor, a false leader will say, “It’s just a minor problem, it’s fine. You can handle it yourselves. Don’t ask me.” The person who reported the issue says, “That supervisor is a lazy glutton. They only focus on food and entertainment, and they are bone idle. They don’t want to suffer even a little bit of hardship in their duty, and they always slack off deceitfully and make up excuses to avoid their work and shirk their responsibilities. They aren’t suited to be a supervisor.” The false leader will answer, “They were great when they were selected as supervisor. What you’re saying isn’t true, or even if it is, it’s just a temporary manifestation.” The false leader won’t try and find out more about the supervisor’s situation, instead they will judge and pass a verdict on the matter based on their past impressions of that supervisor. Regardless of who reports problems with the supervisor, the false leader will ignore them. The supervisor isn’t doing actual work, and the work of the church has nearly come to a standstill, but the false leader doesn’t care, it’s like they’re not even involved. It’s nauseating enough that when someone reports the supervisor’s issues, they turn a blind eye. But what is most detestable of all? When people report really serious issues with the supervisor to them, they won’t try and sort these out, and they’ll even come out with all sorts of excuses: “I know this supervisor, they truly believe in God, they would never have any problems. Even if they did have a small issue, God would protect them and discipline them. If they make any mistakes, that is between them and God—we need not concern ourselves with it.” False leaders work according to their own notions and imaginings in this way. They pretend to understand the truth and have faith, but they just make a mess of church work—the church work may even come to a standstill and they’ll still feign ignorance of this. Aren’t false leaders acting too much like paper pushers? They are incapable of doing real work themselves, and they aren’t meticulous regarding the work of team leaders and supervisors either—they do not follow up on it or inquire about it. Their view of people is only based on their own impressions and imaginings. When they see someone performing well for a time, they think that this person will be good forever, that they will not change; they do not believe anyone who says there is a problem with this person, and they ignore it when someone warns them about that person. Do you think false leaders are stupid? They are stupid and foolish. What makes them stupid? They blithely put their trust in a person, believing that because when this person was chosen, they swore an oath, and made a resolution, and prayed with tears streaming down their face, that means they are dependable, and there will never be any issues with them taking charge of work in the future. False leaders have no understanding of people’s natures; they are ignorant of the true situation of corrupt mankind. They say, “How could someone change for the worse when they have been chosen as a supervisor? How could someone who seems so intense and reliable shirk their work? They wouldn’t, would they? They have a lot of integrity.” Because false leaders have put too much faith in their own imaginings and feelings, this ultimately renders them incapable of timely resolving the many problems that arise in church work, and stops them from promptly dismissing and reassigning the supervisor involved. They are bona fide false leaders. And just what is the issue here? Does false leaders’ approach to their work have anything to do with perfunctoriness? In one respect, they see the great red dragon rabidly carrying out arrests of God’s chosen people, so to keep themselves safe, they randomly arrange for someone to be in charge of work, believing that this will solve the problem, and that they don’t need to pay it any more attention. What do they think in their hearts? “This is such a hostile environment, I should hide for a while.” This is coveting fleshly comforts, is it not? In another respect, false leaders have a fatal flaw: They are quick to trust people based on their own imaginings. And this is caused by not understanding the truth, is it not? How does God’s word reveal the essence of corrupt humankind? Why should they trust in people when God doesn’t? False leaders are too arrogant and self-righteous, are they not? What they think is, “I couldn’t have misjudged this person, there shouldn’t be any problems with this person that I’ve judged to be suitable; they are definitely not someone who indulges in eating, drinking and entertainment, or who likes comfort and hates hard work. They are absolutely dependable and trustworthy. They will not change; if they did, that would mean I was wrong about them, wouldn’t it?” What kind of logic is this? Are they some kind of expert? Do they have x-ray vision? Do they have that special skill? You could live with a person for one or two years, but would you be able to see who they really are without a suitable environment to lay their nature essence utterly bare? If they were not revealed by God, you could live side-by-side with them for three, or even five, years, and would still struggle to see just what kind of nature essence they have. And how much more is that true when you rarely see them, are rarely with them? False leaders blithely trust a person based on a fleeting impression or someone else’s positive appraisal of them, and dare to entrust the work of the church to such a person. In this, are they not being extremely blind? Are they not acting recklessly? And when they work like this, are the false leaders not being extremely irresponsible? The upper leaders and workers ask them, “Have you checked the work of that supervisor? What is their character and caliber like? Are they responsible in their work? Can they shoulder the job?” False leaders reply, “They definitely can! When they were chosen, they made a vow and a resolution. I still have their written oath. They should be able to shoulder the job.” What do you think of the false leaders’ words? They believe that since this person made a vow to express their commitment, they will certainly be able to follow through with it. Does this statement hold true? How many people nowadays can actually follow through with their vows? How many honest people are there who carry things out according to their resolutions? Just because a person makes a vow doesn’t mean they can truly go through with it. Suppose that you ask them, “Can you guarantee that the supervisor won’t change? Can you guarantee their lifelong loyalty? When God wants to reveal people He has to set up various environments to try them. On what basis do you say that they are reliable? Have you looked into them?” False leaders respond, “There’s no need to. The brothers and sisters have all reported that they are reliable.” This statement is also incorrect. Is a person really good just because the brothers and sisters report that they are? Do all brothers and sisters possess the truth? Can they all see through to things? Are all the brothers and sisters familiar with this person? This statement is even more disgusting! In fact, that person has long since been revealed. They have lost the work of the Holy Spirit, and their scummy traits of loving ease and hating hard work, being gluttonous and lazy, and not tending to their proper work, have already been exposed. Apart from the false leaders, who are still totally unaware, everyone has seen through them long ago—only the false leaders still trust them this much. What’s the use of these false leaders? Aren’t they good-for-nothings? There are even some cases where the Above learns about the various manifestations of certain supervisors by going on-site to investigate and ask about them, and yet the leaders are still completely in the dark. Isn’t this a problem? These leaders are bona fide false leaders. They don’t do real work, they’re just paper pushers, and like hands-off bosses, they do a little bit of work and then live off that and think that they have the right to enjoy themselves, not bothering to lend a hand when things go wrong. What right do they have to enjoy the benefits of status? They are truly shameless! When false leaders work, they never check any work, they do not inquire about the progress of the work, and they certainly don’t look into the circumstances of various team supervisors. They only assign work and arrange supervisors, and then they think that they’re finished, that their work is over and done with, once and for all. They believe, “Someone is taking care of this work, so it’s not my business anymore. I can enjoy myself.” Is this doing work? Without a doubt, anyone who works like this is a false leader—a false leader who delays the work of the church and harms God’s chosen people.

False leaders never ask about or follow up on the work situations of various team supervisors. They also don’t ask about, follow up on, or have a grasp on the life entry of supervisors of different teams and personnel responsible for various important jobs, as well as their attitudes toward church work and their duties, and toward faith in God, the truth, and God Himself. They don’t know whether these individuals have undergone any transformation or growth, nor do they know about the various issues that may exist in their work; in particular, they do not know about the impact of errors and deviations occurring in various stages of the work on the work of the church and the life entry of God’s chosen people, along with whether these errors and deviations have ever been corrected. They are entirely ignorant about all of these things. If they know nothing about these detailed conditions, they become passive whenever problems arise. However, false leaders don’t bother with these detailed issues at all while doing their job. They believe that after arranging various team supervisors and assigning tasks, their work is done—it counts as having done the job well, and if other problems arise it’s none of their concern. Because false leaders fail to supervise, guide, and follow up on various team supervisors, and they do not fulfill their responsibilities in these areas, this results in a mess being made of the church’s work. This is the leaders and workers being derelict in their duties. God can scrutinize the depths of the human heart; this is an ability that humans lack. Therefore, when working, people need to be more diligent and attentive, regularly going to the work site to follow up on, supervise, and guide the work in order to ensure the normal progress of the church work. Clearly, false leaders are utterly irresponsible in their work, and they never supervise, follow up on, or guide various tasks. As a result, some supervisors do not know how to resolve various issues that arise in the work, and remain in their roles as supervisors despite not being nearly competent enough to do the work. Ultimately, the work is delayed again and again and they make a complete mess of it. This is the consequence of false leaders not asking about, supervising, or following up on the supervisors’ situations, an outcome which is entirely caused by the false leaders’ dereliction of duty. Because false leaders do not inspect, follow up on, or ask about the work, and cannot promptly grasp the situation, they remain oblivious about things like whether supervisors are doing real work, how the work is progressing, and whether it has produced real results. When asked what supervisors are busy with or what specific tasks they are handling, false leaders respond, “I don’t know, but they attend every gathering, and every time I communicate with them about the work, they never mention any issues or difficulties.” False leaders believe that as long as supervisors don’t abandon their work and are always around when they look for them, there’s no problem with them whatsoever. This is how false leaders work. Is this not a manifestation of “falseness”? Is it not a failure to fulfill their responsibilities? This is a serious dereliction of duty! In their work, false leaders focus only on going through the motions, and don’t seek actual results. On the surface, they frequently hold gatherings, appearing busier than the average person. However, it remains unknown what problems they have actually resolved, what specific tasks they have handled properly, and what results they have achieved. No one can give a clear answer regarding these things, including the false leaders themselves. But one thing can be certain: No matter what problems people have at the work site, these false leaders are nowhere to be found; no one has ever seen them at the work site resolving people’s problems. So, what work are false leaders doing all day? What problems do their gatherings resolve? No one knows for sure, and a pile of accumulated, unresolved issues is only ultimately discovered when their work is inspected. On the surface, false leaders really do seem quite busy—they are “dealing with a myriad of affairs.” However, when one examines the results of their work, it’s a complete mess; it’s chaos, there’s nothing of value in it at all, and it’s evident that these false leaders haven’t done a shred of real work. Despite the multitude of real problems they’ve left unresolved, false leaders seem to have no awareness of conscience and to feel no self-blame. Moreover, they are very self-satisfied and think that they are pretty good; they are truly devoid of reason. People like this do not deserve to be leaders or workers in the church.

The kind of supervisor we just fellowshipped about knows their profession and possesses work capability, but just doesn’t bear a burden, and indulges in eating, drinking, and entertainment all day without tending to their proper work or doing any real work. False leaders cannot promptly dismiss and reassign this kind of supervisor, and this obstructs and disturbs the work, keeping it from progressing smoothly. Isn’t this caused by the false leaders? Although the false leaders are not directly responsible for this, their dereliction of duty, their failure to fulfill their role as overseers, makes them indirectly responsible for the losses caused to the work. These false leaders don’t fulfill their duty as overseers, they are derelict in their duties, ultimately causing the church’s work to suffer losses. Some tasks even come to a standstill and are left in disarray due to the absence of a suitable supervisor to take charge, carry out checks, and supervise and push the work forward. Improper use of personnel will cause these kinds of losses to the work. Although this kind of supervisor has a little caliber and understands the profession a bit, they don’t tend to their proper work, often take their own route, and don’t follow the correct path. Even if false leaders hear that someone has reported an issue with this kind of supervisor, they do not look into or handle it promptly, and this eventually paralyzes the church’s work. Is this not caused by the irresponsibility of the false leaders? They even try to shirk responsibility, claiming that they didn’t understand the supervisor’s situation, that they were foolish and ignorant, thinking that saying this will be the end of the matter, that they won’t have to take responsibility. In their work, false leaders always act in a perfunctory manner. Even when people report problems, they neither ask about nor handle them, and when things go wrong, they try to shirk responsibility. This is one manifestation of false leaders.

When false leaders are working, the problems they encounter are not limited to just this situation—there is another one in which supervisors have poor caliber and no work capability and cannot shoulder the job. In such cases, false leaders also fail to ask about and handle the issue promptly. Why is that? False leaders lack work capability, they have poor caliber, and they do not have spiritual understanding. They never care about or take the initiative to ask about the caliber of various team supervisors, their ability to shoulder the work, or the circumstances of their work. They can’t see through to supervisors who have poor caliber and aren’t able to shoulder their work, nor do they know about these things. In their minds, once any person takes on the role of supervisor, that person will remain in their post for a long time, unless they commit multifarious evils, provoke common outrage, and are removed by the brothers and sisters, or unless someone reports their issues to the Above and the Above dismisses that person directly. Otherwise, false leaders will never dismiss that person. They believe that since the brothers and sisters said that person was good and elected them, that person must be the best choice. False leaders always rely on imaginings and judgments to determine whether someone can do work and whether they are suitable to act as supervisor. For example, there was a supervisor of a dance team who did not know how to dance, and they didn’t understand the principles of selecting dances. While choreographing a dance, they did not know whether to choose a contemporary or classical style. Strictly speaking, they had no knowledge of dance. However, the false leader could not see this. They chose that person as a supervisor because they were enthusiastic and willing to step into the limelight, assuming that this person understood everything and letting them guide the brothers and sisters. Later, the false leader did not follow up, observe their work, or see how well the supervisor was guiding the brothers and sisters, whether the supervisor was an expert or a layman, whether what they taught was appropriate, or whether it was in line with the requirements of God’s house. They couldn’t tell these things, and they didn’t go and ask about them. As a result, everyone worked for a long period of time without producing any results, and it was finally discovered that the supervisor chosen by the false leader could not dance at all, and yet they were pretending to be an expert and directing others. Didn’t this delay the work? But the false leader could not identify this problem and still believed that person was doing a good job. In the minds of false leaders, no matter who someone is, as long as they have guts and dare to speak, act, and take on work, this proves that they have caliber and can shoulder it, whereas if they don’t dare to do those things, it proves their caliber is insufficient to shoulder that work. Some people are half-wits or reckless hotheads who are bold enough to do anything. These people do not know if they have the right caliber or if they can shoulder the work but still dare to become supervisors. And it turns out that after they take on the role, none of the work progresses, and no matter what work they are doing, they don’t have a clear sense of direction, or steps, or correct ideas. Anybody can put forward any opinion and they won’t know if it is right or wrong. If one person says to do things one way, they say that’s fine, while if another person says to do things another way, they say that’s fine, too. And when it comes to what approach to actually take, they let everyone have a say, and whoever speaks the loudest gets their ideas put into action. These kinds of people have no caliber whatsoever, cannot see through to anything, and simply make a mess of their work, but false leaders still can’t see through supervisors like this. Some people say, “That supervisor has really poor caliber; they need to be dismissed immediately!” But false leaders reply, “I’ve talked to them, and they said they are willing to do their part. Let’s give them another chance.” What do you think of this statement? Isn’t it something a fool would say? What is wrong with this statement? (It’s not a matter of whether they are willing to do their part or not; they lack the caliber and simply cannot shoulder the work at all.) That’s right, it’s not an issue of whether they are willing to do it; it’s about them having far too poor caliber and not knowing how to do it—this is the crux of the problem. That’s why their leaders need to possess some brains and be able to assess people, to see if these supervisors possess the necessary caliber. These leaders need to carry out a comprehensive evaluation of them based on their speech and fellowship, on observing whether they usually act with a proper framework and with orderly ways and steps, and on the feedback from brothers and sisters. If their caliber is too poor and they lack the necessary work capability, if they make a mess of everything they do, and if they are good-for-nothings, then these supervisors need to be promptly dismissed.

There was a certain supervisor of a farm who made a mess of the farming work. He didn’t know which crops he should plant in which plot of land, or which plot of land was suited to growing vegetables, and he didn’t seek and fellowship with everyone—he didn’t know how to fellowship about these things, so he just didn’t do it. He planted the crops however he pleased, casting the principles of God’s house to the back of his mind. As a result, he carried out the planting of each piece of farm land in a chaotic manner, with crops that should have been planted in small quantities being planted in large numbers, and crops that should have been planted in large quantities being planted in small numbers. When the Above pruned him, he was still defiant, and felt that there was nothing wrong with him planting the crops in this way. Tell Me, aren’t these kinds of supervisors very difficult? He didn’t know how to handle matters based on the principles established by God’s house, or that he should determine how many fields of grains and how many fields of vegetables ought to be planted based on the number of people doing their duties in the full-time duty church. Instead, he decided to plant more and less of certain crops based on his own preferences, and he believed that doing this was entirely appropriate. Ultimately, he planted the crops in a muddled fashion. Later on, the seedlings sprouted up. Some of them had turned yellow and required fertilizer, but he didn’t know how much to apply or when to apply it. Some of the crops became infested with pests, and he didn’t know whether he should apply pesticides to them or not. Some people advocated using them, and some advocated against doing so, and he became confused, and didn’t know what to do about the pesticides. In this way, he muddled along until it came time to harvest season. He also had no idea how long the growing season for each crop lasted or when each crop would reach maturity. As a result, the grains harvested early were still somewhat green, while those harvested late fell to the ground. In the end, in spite of it all, the crops were harvested, the grains were finally stored, and the farming activities for the year were more or less over.

How did the farm supervisor do with his work? (He made a mess of it.) Why was it such a mess? Find the root cause of this issue. (His caliber is extremely poor.) This supervisor has extremely poor caliber! When faced with matters, he didn’t make accurate judgments, couldn’t find the principles, and had no way or method of handling things. This led to him handling such a simple task as planting crops in an incredibly disorderly manner, and making a big mess of this work. What are the main manifestations of poor caliber? (Lacking accurate judgment and being unable to find the principles.) Aren’t these words critical? Will you remember them? When a person is faced with matters, lacking accurate judgment and being unable to find the principles indicates extremely poor caliber. The more suggestions and hints other people provided, the more confused this supervisor became. He thought it would be great if there was only one suggestion, then he could treat it like a regulation and abide by it, which would make things so simple and mean that he didn’t need to think or exercise judgment. He was afraid of multiple people making suggestions because when he heard them, he didn’t know how to handle them. Actually, people with brains and good caliber aren’t afraid of other people making suggestions. They think that their judgment becomes more accurate and the margin of error grows smaller when more people are making suggestions. People without brains or caliber fear varied opinions and suggestions from multiple people; they become perplexed when faced with advice from many sources. Didn’t the farm supervisor I just mentioned have extremely poor caliber—wasn’t he not good enough to shoulder this work? (Yes.) Some argue, “Maybe he hadn’t farmed before. You insisted on having him do farm work—wasn’t that like forcing a duck onto a perch?” Does not having previous farming experience mean that a person can’t farm? Who has the innate ability to farm? Could it be that farmers are born with this ability? (No.) Have there been any farmers who, lacking experience and not knowing how to farm, didn’t reap a harvest and didn’t have any grains to eat the first time they planted crops, leading to a year of hunger? Does this kind of thing happen? (No.) If that really were the case, it would be a natural disaster, not the result of human actions. Such situations are extremely rare! Farmers make a living by farming, and even those who have farmed for a year or two learn to do it. Individuals with good caliber can yield a bit more from farming the land, while those with poor caliber might have a lesser harvest. Moreover, with the current advancement and abundance of information, if a person has caliber, this information is sufficient to serve as a reference for making accurate judgments and decisions. The more extensive and accurate the information, the more precise their judgments and decisions become, and the fewer errors they make. However, individuals with poor caliber are the opposite; the more information there is, the more confused they become. In the end, every step becomes a struggle and so very difficult for them. Farming is a race against time; it won’t work if you are too early or too late. If you are late and miss the right time, the final harvest will be affected. Over the course of carrying out the farming, this supervisor was overwhelmed, hurried along by the passing of time, and forced along in every step. Even though he still managed to take each step, it was very tough for him, and in the end, it resulted in him making a mess of the work. Such individuals have extremely poor caliber!

People with extremely poor caliber cannot even do a single, solitary task well; regardless of what work they are doing, they make a big mess of it. If the leaders of these supervisors have good caliber and are able to fulfill their responsibilities, they should be able to see these things. They should assist supervisors who have poor caliber with guidance, standardization, and checks. However, false leaders fail to do this; they are also unable to do the things that supervisors can’t do, and when supervisors find their work difficult or feel unsure and hesitant in their work, false leaders hesitate along with them. They are even unaware of how supervisors are doing in their work, where they have gotten with it, what challenges have arisen, or what confusion they are having. When someone asked that leader about farming, she said, “I am a leader, I am not in charge of farming.” They replied, “You’re a leader, so what’s wrong with asking you about farming? This work falls within the scope of your responsibilities.” She said, “Let me ask about it for you.” After asking, she replied, “We are currently planting potatoes.” They asked, “How many potatoes are you planting?” She responded, “I didn’t ask that, let me go and check for you.” After asking again, she responded, “We planted two acres.” They asked: “What variety did you plant? Is that plot of land suitable for planting potatoes? Did you apply fertilizer when you planted them? How deep were the potato seeds planted?” She didn’t know any of this. She didn’t know these things, but she didn’t inquire about them and find someone to ask about them—didn’t this delay things? Was she even a leader? What work was she doing as a leader? If she couldn’t even lead people to do this bit of external work, what was the use of her being a leader? Even though the supervisor’s caliber was this poor, this false leader failed to discover it, and when she was asked how the supervisor’s caliber was, how the crops were doing, and whether a harvest was guaranteed, she believed: “It’s unnecessary for you to inquire about these things; farming is such a simple task! We’ve already planted crops in the field, haven’t we? How could there not be a harvest?” She didn’t consider anything, didn’t inquire about anything, and she didn’t have any brains at all. What kind of leader was this? (A false leader.) Whenever he faced anything, the supervisor was as clueless as a chicken with its head cut off. He didn’t know who to ask, or how to find information, or which side to choose when different sources of information presented lots of different ideas. This leader didn’t look into these circumstances. She thought that the work had been handed over to this person, and so she didn’t concern herself with it at all. Do you think that a supervisor having such poor caliber would have an effect on the results of the work? (Yes.) Then what should the leader have done to resolve this problem? Through looking into this and making indirect inquiries, through the events that took place around her, and through the planting of that season’s crop, she should have discovered that the supervisor was of extremely poor caliber, that he was unable to do anything. He couldn’t summarize any experience even after years of farming—by that point he wasn’t even sure about how to plant crops—it should have been clear to her that he had poor caliber and was not up to the task, and such a person should have been dismissed! She should have inquired about who was suitable to be the supervisor, who could take on this job and do it well, thereby ensuring that the work of God’s house was not harmed. Did the false leader have this mindset? Could she see these issues? (No.) Her mind and eyes were blind; she was completely blind. This is a manifestation of false leaders. When it comes to people with poor caliber, they don’t know how to guide them in their work, they don’t know how to help them by carrying out checks or how to promptly resolve their difficulties, and they certainly don’t know that someone with poor caliber can’t shoulder the job and should be quickly replaced with a suitable person. False leaders don’t carry out any of these tasks; they are not up to it, and they can’t see any of this. Are these not blind people? Some people say, “Perhaps they are busy with other tasks. Why do You keep asking them to take care of these inconsequential, miscellaneous tasks?” These are tasks that leaders must do, how could they be considered miscellaneous? These matters are within leaders’ scope of responsibilities—would it be okay if they neglected them? If they did, it would be a dereliction of duty. Difficulties and problems in their work arise each day right under leaders’ noses, and people bring them up every day. However, false leaders’ eyes and minds are both blind. They can’t see, feel, or sense that these are problems, so, of course, they can’t resolve them. That false leader wasn’t able to discover that the supervisor’s caliber was extremely poor. She also couldn’t identify the various problems that arose in his work. This supervisor couldn’t handle issues and when something happened, he acted in as disorderly a fashion as ants on a hot pan, lacking principles, and making chaos of the work, and that false leader couldn’t see or discover any of this. There is one principle for how false leaders do their work: As long as they have arranged for someone to be responsible for each task, they consider it done, and regardless of whether the supervisor’s caliber is good or bad, whether they can do the job well, or how many problems arise in the work, they feel that it has nothing to do with them. Can such a leader still get work done? Do they understand how to work? (No.) If they don’t understand how to work, then why are they acting as a leader? If they serve as a leader despite this, then they’re a false leader. False leaders can’t see or discover the various manifestations of people with poor caliber or the various problems that arise while they do their duties. Their hearts are extremely numb. Aren’t their eyes and minds both blind? Some might say, “They are not blind. You are always slandering and maligning them.” The problems with this farming supervisor were so severe; that false leader lived alongside him every day, and she could hear and see everything that happened. How then was she unable to discover or realize that these were issues? Why didn’t she handle or resolve these issues? Were her eyes and mind not blind? Was this problem serious? (Yes, it was.) This is another manifestation of false leaders—blindness of the mind and eyes.

When you assign a task to someone with poor caliber, you can tell from how they usually speak, their attitude and viewpoints when discussing work, and the way they handle tasks, that their caliber is too poor, that their thinking is chaotic, and that they approach everything with a bit of blindness and recklessness, and lack any goals. You can determine that this person has extremely poor caliber just by looking at their way of doing things, so do you even need to observe them for that long? No, you don’t. However, false leaders have a fatal problem; that is, they believe that since a person has kept working for all this time without quitting, and they haven’t heard anyone reporting them for doing something bad, or for causing a disruption or a disturbance, or for being negative or lazy, it means that this person can still do the work. They don’t know how to judge a person’s caliber or their ability to do a good job based on their speech, their attitude and viewpoint toward matters, or the way in which they do things. They don’t have this awareness; they are numb to and lack any perception regarding this matter. They have one viewpoint: As long as a person is not idle, everything is fine and the work can proceed. Do you think a leader who harbors this kind of viewpoint can do a good job? Are they up to the task? (No.) Allowing such a person to be a leader would mess up the work, wouldn’t it? When a person indulges in eating, drinking, and entertainment, and neglects their duties, false leaders don’t bother to look into or handle this, and they can’t see whether a person’s caliber or character is good or bad, no matter how long they have been in contact with them. Do these leaders possess the capability to do the work of a leader? (No.) These are false leaders. False leaders cannot discern whether a person has good caliber or not, and they are incapable of doing these specific tasks. They think this is not part of their job. Isn’t this a dereliction of duty? What do you think, can a person with poor caliber shoulder the work, or a person who has some caliber? (A person who has some caliber.) Therefore, assessing a person’s caliber and their competence for the job is an issue that leaders and workers should care about and have a grasp on, and it is also a task that leaders and workers should perform. But false leaders don’t understand that this is part of their job, they lack this awareness, and they cannot fulfill this part of their responsibilities. This is where false leaders are derelict in their duty, and it is also a manifestation of false leaders not being up to the task. This is the second kind of situation: supervisors having poor caliber, lacking work capability, and not being able to shoulder their work, which is an issue concerning their caliber. In this situation, false leaders similarly fail to play the role of a leader and aren’t able to promptly dismiss supervisors with poor caliber.

The third kind of situation involves supervisors who torment and constrain others, disturbing the work of the church. The first situation that we talked about earlier was where some supervisors, despite having relatively good caliber and being able to take on their work, do not take the work seriously, and just behave in a perfunctory way, while false leaders are ignorant of this and do not dismiss them promptly. The second situation involves some supervisors having poor caliber and not being able to shoulder the work, but false leaders fail to notice this or replace them promptly. This third situation is about supervisors who, no matter if their own caliber is good or bad, do not tend to their proper work, and just torment and constrain others, disturbing the work of the church. From the time they’re selected as supervisors, they do not try to learn about or study their field, nor do they seek the truth principles, and they certainly do not guide others to do their duties properly. Instead, at every chance they get, they pick on someone, and mock and deride somebody else; as long as they have the opportunity, they show themselves off, and no matter what they are doing, they never have their feet firmly planted on the ground. One day they tell people to do things one way, and the next day they tell them to do things another way; they just come up with new tricks, always wanting to stand out. This all puts people in a state of anxiety. Whenever they speak, some people feel their hearts trembling. When they have subdued everyone, and made everyone fear and obey them, they’ll feel elated. Regardless of whether they are false leaders or antichrists, and regardless of whether or not they are in power, these kinds of people ruin the tranquility of the church. Not only can they not do real work or perform their duty normally, they also sow discord and cause conflicts between people, disturbing the life of the church. Not only can they not help others understand the truth, they also frequently pass judgment on and condemn people, and make people obey them in everything, constraining them to the extent that they don’t know how to act appropriately. Especially in terms of how they live, people can’t sleep a bit earlier or later. Whatever they do, they have to watch the facial expressions of these people, which makes life extremely tiring. If people like this become supervisors, everyone else will have a difficult time. If you speak honestly to them and expose their issues, they will say that you are targeting and exposing them deliberately. If you don’t talk to them about their problems, they will say that you are looking down on them. If you are serious and responsible about the work and give them some advice, they will be defiant, and they will say that you are attacking them and call you arrogant. In any case, no matter what you do, they will find it displeasing. They are always thinking about tormenting people, and they constrain people so that they become bound hand and foot and feel that nothing they do is right. Such supervisors disturb the work of the church.

False leaders are good at superficial work, but they never do real work. They do not go and inspect, supervise, or guide the various professional work, or find out what’s going on in different teams in a timely manner, inspecting how the work is progressing, what problems there are, whether the team supervisors are competent at their job, and how the brothers and sisters report back about or appraise the supervisors. They do not check to see whether anyone is being constrained by the team leaders or supervisors, whether correct suggestions that people make are being adopted, whether anyone who is talented or pursues the truth is being suppressed or excluded, whether any guileless people are being bullied, whether people who expose and report false leaders are being attacked, retaliated against, cleared out, or expelled, whether the team leaders or supervisors are evil people, and whether anyone is being tormented. If false leaders don’t do any of this concrete work, they should be dismissed. Say, for example, someone reports to a false leader that there is a supervisor who often constrains and suppresses people. The supervisor has done some things wrong but they won’t let the brothers and sisters provide any suggestions, and they even look for excuses to vindicate and defend themselves, never admitting to their mistakes. Should such a supervisor not be promptly dismissed? These are problems that leaders should fix in a timely manner. Some false leaders do not allow supervisors that they have appointed to be exposed, no matter what issues have arisen in their work, and they certainly don’t allow them to be reported to the higher-ups—they even tell people to learn to submit. If someone does expose the issues with a supervisor, these false leaders try to shield them or cover up the true facts, saying, “This is a problem with the supervisor’s life entry. It is normal for them to have an arrogant disposition—everyone who has a bit of caliber is arrogant. It’s no big deal, I just need to fellowship with them a little.” Through the fellowship, the supervisor expresses their stance, saying, “I admit I am arrogant. I admit there are times when I am concerned with my own vanity, pride, and status, and don’t accept other people’s suggestions. But other people aren’t good at this profession, they often come up with worthless suggestions, so there is a reason why I don’t listen to them.” False leaders do not try to thoroughly understand the situation, they do not look at the results of the supervisor’s work, much less what their humanity, disposition, and pursuit are like. All they do is understate things, saying, “This was reported to me so I’m keeping an eye on you. I’m giving you another chance.” After their talk, the supervisor says that they are willing to repent, but as for whether they really do subsequently repent, or just lie and deceive, false leaders pay this no heed. If someone raises questions about this matter, false leaders say, “I have already talked to them and even fellowshipped many passages of God’s words to them. They are willing to repent, and the problem has already been resolved.” When that person asks, “How is that supervisor’s humanity? Are they a person who accepts the truth? You have given them a chance, but will they be able to genuinely repent and change?” False leaders, unable to see through to this, respond, “I am still observing them.” That person responds: “How long have you been observing them? Have you come to any conclusions?” False leaders say: “It’s been over six months, and I still haven’t come to any conclusions.” If they haven’t gotten any results after more than six months of observation, what kind of work efficiency is that? False leaders believe that having one conversation with the supervisor is effective and resolves the issue. Is this idea valid? They think that once they’ve finished talking to someone, that person will be able to change, and if someone expresses their determination not to do it again, they fully believe them without carrying out any further inquiry or looking into the situation again. If no one pursues the matter, they might not even bother to look into or follow up on the work for half a year. False leaders remain unaware even when that supervisor makes a mess of the work. They cannot discern how the supervisor is tricking and toying with them. What’s even more hateful is that when someone reports the supervisor’s issues, false leaders ignore them and don’t actually look into whether the issues exist or if the issues that they report are real. They do not consider these issues—they really have too much faith in themselves! Regardless of what situations arise in the church’s work, false leaders don’t hurry to address them; they think that it isn’t their concern anyhow. The response of false leaders to these problems is extremely sluggish, they take measures and move very slowly, they keep prevaricating, and keep giving people another chance to repent, as if the chances they give to people are so precious and important, as if they can change their fate. False leaders do not know how to see someone’s nature essence through what is manifested in them, or to judge what path a person walks based on their nature essence, or to see whether a person is fit to be a supervisor or to do the work of a leader based on the path they walk. They aren’t able to see things in that way. False leaders are only capable of doing two things in their work: one, pulling people in for chats and going through the motions; two, giving people chances, pleasing others, and not offending anyone. Are they doing actual work? Clearly not. But false leaders believe that pulling someone in for a chat is actual work. They regard these conversations as very valuable and important, and view the empty words and doctrines they spout as incredibly significant. They think that they have resolved major problems through these conversations and done actual work. They do not know why God judges and chastises, prunes, or tries and refines people. They do not know that only God’s words and the truth can resolve man’s corrupt dispositions. They oversimplify God’s work and God’s salvation of mankind so much! They believe that speaking a few words and doctrines is a substitute for God’s work, that it can resolve the problem of man’s corruption. Is this not the foolishness and ignorance of false leaders? False leaders do not have the slightest bit of the truth reality, so why are they so confident? Will spouting a few doctrines make people know themselves? Will it enable them to cast off their corrupt dispositions? How can these false leaders be so ignorant and naive? Is resolving a person’s erroneous practices and corrupt behavior really that simple? Is the issue of man’s corrupt dispositions so easy to resolve? False leaders are so foolish and shallow! God does not use merely one method to resolve the issue of man’s corruption. He uses many methods and orchestrates different environments in order to reveal, cleanse, and perfect people. False leaders, by contrast, perform work in an incredibly monotonous and superficial way: They pull people in for chats, do a little psychological work, exhort people a little, and think that this is doing real work. This is superficial, is it not? And what issue is hidden behind this superficiality? Is it not naivety? False leaders are extremely naive, and they also view people and things in an incredibly naive way. Nothing is harder to resolve than people’s corrupt dispositions—a leopard can’t change its spots. False leaders cannot see through to this problem at all. Therefore, when it comes to the kind of supervisors in the church who are constantly causing disturbances, who always constrain and torment people, false leaders do nothing but talk to them, and prune them with a couple of words, and that’s it. They do not promptly dismiss and reassign them. This approach of false leaders causes tremendous harm to the work of the church, and often leads to the church work being held up, delayed, damaged, and prevented from progressing normally, smoothly, and efficiently because of the disturbances of some evil people—which is all a grievous consequence of false leaders acting based on their feelings, violating the truth principles, and using the wrong people. By outward appearances, false leaders are not deliberately committing myriad evils, or doing things their own way and establishing their own independent kingdoms, like antichrists do. But false leaders are not able to promptly resolve the various problems that arise in the church’s work, and when problems occur with supervisors of various teams, and when those supervisors are unable to shoulder their work, false leaders are not able to promptly alter their duties or dismiss them, bringing serious losses to the church work. And this is all caused by the false leaders’ dereliction of duty. Aren’t false leaders very detestable? (Yes.)

False leaders aren’t able to promptly handle evil deeds that occur in the church such as supervisors tormenting others, constraining them, and disturbing the church’s work. Similarly, when some supervisors go against the work arrangements of God’s house and do things their own way, false leaders cannot come up with appropriate solutions to promptly resolve these issues. This results in losses to the church’s work and the material and financial resources of God’s house. False leaders are naive and shallow, unable to understand the truth principles, and especially unable to see through to people’s nature essences. Consequently, they often do their work in a superficial way, they go through the motions, abide by regulations, and chant slogans, but fail to go on-site to inspect the work, to observe and ask about each supervisor, or to ask in a timely manner about what these supervisors have done, what the principles guiding their actions are like, and what the subsequent effects are. As a result, they are totally ignorant about who the people they’re using actually are and what they have done. Therefore, when these supervisors secretly go against the work arrangements of God’s house and do things their own way, not only do false leaders not know about this, they even try to defend the supervisors. Even if they hear about it, they do not look into it and handle it promptly. False leaders are in one respect incompetent in their work, and in another respect, they are negligent in their duties. Let’s give an example. A certain leader selected someone who had been eliminated from another team to be a planting technician. He did not check whether this person had relevant experience and expertise, if she could do the job well, or if she had a serious and responsible attitude, and after he put her in that role, he left her completely unchecked, saying, “Go ahead and start planting vegetables. You can choose the seeds, and I’ll approve any amount that you spend. Just do this work however you see fit!” The leader said this, and so this supervisor started doing the work however she saw fit. Her first task was to select the seeds. When she checked online, she discovered, “There are simply too many different varieties of vegetables—this vast world is full of extraordinary things! Choosing seeds is quite fun. I’ve never done this job before, and I didn’t know I would be so interested in it. Since I am so interested in it, I’ll just go all out!” She opened the section on tomato seeds first, and she was simply amazed. There were all manner of varieties and all kinds of sizes, and in terms of color there were red ones, yellow ones, and green ones. One type was even multi-colored—she’d never seen anything like it, and this really broadened her horizons! But how was she to choose the right seeds? She decided to plant some of every variety, especially the many-colored kind that looked so unique. The supervisor selected over 10 varieties of tomatoes in different sizes, colors, and shapes. After selecting tomato seeds, it was time to do the same for eggplant. Typically, the types of eggplant that people eat are long and purple eggplants or white eggplants, but she thought, “Eggplants shouldn’t be limited to just these two types. There are green, patterned, long, round, and oval varieties. I’ll choose a little of each type, so everyone can expand their minds and eat all kinds of different eggplants. As a supervisor, look at how adept and bold I am at selecting seeds, how considerate I am toward the brothers and sisters, satisfying everyone’s tastes.” Then, she selected onion seeds. There were a total of 14 varieties of onions locally, and she selected them all, and when she was done, she felt quite satisfied. Is this supervisor “bold”? Who would dare to choose so many varieties? Later, I kept dissecting this matter, and someone even said, “There aren’t just 14 varieties locally; there are still a few more that she didn’t select!” What they meant was that 14 varieties wasn’t so many, and that there were still others that the supervisor didn’t select, so she didn’t do anything wrong. Isn’t the person who said this slow-witted? This is being slow-witted, not understanding human language, and being ignorant of why I was dissecting the matter. After selecting onion seeds, the supervisor also chose at least eight varieties of potatoes. What was her aim in selecting so many varieties? To broaden everyone’s horizons and let them taste various different flavors. The supervisor believed that seed selection should be based on the principle of benefitting the brothers and sisters. What do you think of her motivation? Is acting based on an attitude of thinking on everyone’s behalf and serving everyone the principle required by God’s house? (No.) Then, what is the principle of God’s house for seed selection? Don’t plant some strange and rare varieties that we don’t commonly eat. As for varieties that are commonly eaten, if we haven’t planted them before and don’t know whether they are suitable for the local soil and climate, select one or two varieties, three or four at most. Firstly, they must be suitable for the local soil and climate; secondly, they must be easy to grow and not susceptible to diseases and pests; thirdly, they should yield seeds for the following year; lastly, they should yield a good harvest. If they’re delicious but the harvest they yield is poor, they’re not suitable. Judging by the matter of seed selection, did this supervisor act in accordance with the principles? Did she seek? Did she submit? Did she show consideration for God’s house? Did she act with the attitude she ought to possess in the performance of a duty? (No.) Clearly, she was running amok doing bad things, openly going against the work arrangements of God’s house and doing things her own way! She squandered God’s offerings in this way to satisfy her personal curiosity and desire for fun, and treated such an important task as a game, but her false leader let her do as she pleased without questioning or intervening. When he was asked, “Did the supervisor you chose actually do any work? What were the results? Did you help her by carrying out checks when it came to seed selection?” He didn’t pay attention to these matters, and only said, “The seeds have been planted; we visited the site during planting.” He didn’t care about any other issues. How was this supervisor’s issue discovered in the end? She planted some strawberries, and according to the relevant technical specifications, strawberry plants should not be covered or allowed to bear fruit in the first year, and all flowers should be removed; otherwise, there won’t be any fruit the second year, and even if there is fruit the first year, it will be very small. Even though experts told the supervisor this, she wouldn’t listen. Her reasoning was based on information online stating that it was acceptable to cover strawberry plants with plastic film in the first year and let them yield fruit. The result of this was that they yielded various misshapen small strawberries covered in seeds—some sour, some sweet, and some tasteless—there were all kinds. The problem had become as severe as that, yet the false leaders there ignored it completely. Why? Because they thought that they wouldn’t get to eat those strawberries anyway, so they chose to disregard the issue. Does not getting to eat something mean they shouldn’t care about it? What about the potatoes and onions that they would get to eat—did they care about them? None of these false leaders cared; they just watched as the supervisor did as she pleased. One day, I visited them, and someone reported that the lettuce had become old, and if they didn’t harvest it soon, no one would be able to eat it and it would go to waste. However, the supervisor insisted on leaving it, and said that if they harvested it they would have to plant other vegetables, which she found troublesome. Despite knowing about this, the false leaders did nothing. Eventually, the Above had to order them to quickly harvest the lettuce and handle the situation; otherwise, the lettuce would take up the land and prevent the summer vegetables from being planted. Despite such a significant problem arising in the work, none of the false leaders did anything about it, they were too afraid of offending people. Because the supervisor was promoted by a false leader, and he never checked her work after promoting her, allowed her to act freely, and provided her support and backed her up, and the other leaders didn’t dare intervene, and worked hand in glove with them, so many troubles eventually arose. This is the work that the leaders did. Can they still be called leaders? Despite such a serious issue taking place right under their noses, they failed to recognize it as a problem, let alone resolve it. Are these not false leaders? (Yes, they are.) In one respect, they were people-pleasers and were afraid of offending others. In another respect, they didn’t know how serious the problem was, they lacked accurate judgment, didn’t know it was an issue, and were unaware that this work fell within the scope of their responsibilities. Aren’t they good-for-nothings and wastrels? Isn’t this a dereliction of duty? (Yes.) This is the fourth situation: supervisors going against the work arrangements of God’s house and doing things their own way. We have presented an example, which exposes false leaders’ manifestation of being derelict in their duties in this matter and brings to light the nature essence of false leaders.

Another situation is when supervisors rebel against their superiors and establish independent kingdoms—these supervisors are antichrists. False leaders aren’t able to play the role of overseers when it comes to issues such as supervisors having poor caliber, possessing bad humanity, or running amok doing bad things. They also fail to promptly inspect and ask about the work that these kinds of supervisors are doing and their problems in order to determine their suitability. Similarly, false leaders are even more incapable of seeing through to the nature essence of antichrists, who are sinister and vicious people. Not only are they incapable of seeing through to this, at the same time they are somewhat afraid of these people, and a bit helpless and impotent, to the extent that, more often than not, they get led by the nose by the antichrists. How serious can this get? Antichrists may form cliques within the work areas of false leaders, drawing in their own forces and establishing independent kingdoms, and eventually, they may take over, begin calling the shots, and turn the false leaders into figureheads. These false leaders somehow remain oblivious to the things that antichrists decide and know about, and are in the dark about them. They only become aware of these things after something happens and someone reports it to them, but by then, it’s too late. False leaders even ask the antichrists why they weren’t informed, and their response is, “What’s the use of telling you? You can’t make decisions about anything, so there was no need to discuss this with you, we made the decision ourselves. Even if we had informed you, you definitely would have agreed. What opinion could you have had?” False leaders are helpless in such matters. If they can’t discern, resolve, or handle these antichrists, they should report them to the Above, but they don’t even dare to do that—are these not good-for-nothings? (Yes.) When faced with such matters, these big good-for-nothings just come to Me to complain in tears, grumbling, “It’s not my fault; I didn’t make that decision. Whether the decision they made was correct or not has nothing to do with me, because they didn’t inform me or tell me about it when they did it.” What do they mean by this? (They are shirking responsibility.) As leaders, they should know and have a grasp on these matters; if antichrists don’t inform them about things, why don’t they proactively go and ask themselves? As leaders, they should organize, preside over, and make decisions about every matter; if the antichrists don’t inform them about anything and make decisions on their own, sending these leaders invoices afterward to sign, aren’t they usurping their authority? Once false leaders encounter antichrists disturbing the church work, they become dumbfounded; they’re as helpless as fools faced with a wolf, and stand by powerlessly while they’re turned into figureheads and have their authority usurped. They can’t do a single thing about it—what a bunch of useless wretches! They can’t resolve issues, they can’t discern or expose antichrists, and they certainly can’t restrict them from committing any evil deeds. At the same time, they don’t report these issues to the Above. Are these not good-for-nothings? What’s the use of choosing them as leaders? Antichrists run amok doing bad things, openly squander offerings, and they form forces which they head and establish independent kingdoms within the church; meanwhile, these leaders totally fail to supervise, expose, restrain, or handle them, yet they come to Me to complain. What kind of leaders are they? They truly are good-for-nothings! No matter what it is they are doing, these gangs headed by antichrists secretly hold discussions among themselves and then make decisions without authorization. They don’t even give leaders the right to know what’s going on, let alone the right to make decisions. They directly negate the leaders, wielding all the power themselves and calling all the shots. What are the leaders tasked with managing them doing in the midst of all this? They utterly fail to inspect, supervise, manage, or make decisions regarding this work. In the end, they let the antichrists take over and manage them from above. Doesn’t this problem arise from the work of false leaders? What is the essence of this problem? Where does it stem from? It stems from false leaders having poor caliber, lacking work capability, and antichrists having no regard for them at all. Antichrists think, “What can you do as leaders? I still won’t listen to you, and I will continue to step over you to do things. If you report this to the Above, we will torment you!” False leaders dare not report such matters. Not only do false leaders lack work capability, they also lack the courage to uphold the principles, they are afraid of offending people, and completely lack loyalty—isn’t this a serious problem? If they truly had some caliber and understood the truth, then upon seeing that these guys were bad, they would say, “I don’t dare expose them alone, so I will fellowship with several brothers and sisters who pursue and understand the truth more to resolve these issues. If, after fellowshipping with them, we still can’t deal with the antichrists, I will report the problem to the Above and let them resolve it. I can’t do anything else, but I must first safeguard the interests of God’s house; the issues I have seen through to and the problems I have discovered must absolutely not be allowed to continue developing.” Is this not a way to address the problem? Can’t it also be considered fulfilling one’s responsibility? If they could do this, then the Above won’t say that they have poor caliber and lack work capability. However, these leaders can’t even report problems to the Above, so they are classified as good-for-nothings and false leaders. Not only do they have poor caliber and lack work capability, they don’t even have the faith and courage to rely on God to expose and fight against the antichrists. Aren’t they good-for-nothings? Are those who have been usurped by antichrists pitiable? They may sound pitiful; they haven’t done anything bad, and in their work they are very cautious, very afraid of making mistakes, of being pruned, and of being disdained by the brothers and sisters. Yet they end up being totally usurped by antichrists right before their eyes, nothing they say has any effect, and it doesn’t really matter if they’re there or not. They may seem pitiable on the surface, but they’re actually pretty detestable. Tell Me, can God’s house resolve problems that people cannot? Should people report problems to the Above? (Yes, they should.) In God’s house, there are no problems that cannot be resolved, and God’s words can resolve any issue. Do those people have true faith in God? If they don’t even have this bit of faith, how are they qualified to be leaders? Aren’t they useless wretches? This isn’t just about being false leaders; they lack even the most basic faith in God. They are disbelievers and they don’t deserve to be leaders!

Regarding the fourth responsibility of leaders and workers, we have listed five situations to expose how false leaders approach various items of work and supervisors. Based on these five situations, we dissected the various manifestations of false leaders’ extremely poor caliber, incompetence, and inability to do real work. By fellowshipping in this way, are you a bit clearer on how to discern false leaders? (Yes.) Alright then, let’s conclude our fellowship here today. Goodbye!

January 23, 2021