Name: Eric Kidwell

Title: CEO / Founder

Organisation: Living.Live

Eric Kidwell is the CEO of Living.Live, an AI-driven platform designed to enhance engagement and connection for churches and their communities. With over a decade of experience leading teams and building innovative solutions, Eric is passionate about leveraging technology to foster meaningful relationships. He also runs a successful digital marketing agency, And Studio, specializing in website branding and marketing. As a visionary leader and entrepreneur, Eric thrives on empowering others to achieve their goals and creating tools that amplify their impact.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Eric's answers will encourage you in your leadership journey. Enjoy!

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Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Building trust is foundational to my leadership philosophy, and it starts with consistency and transparency. With employees, I prioritize clear communication, follow through on commitments, and create an environment where feedback is encouraged and valued. I want my team to feel safe bringing their ideas, challenges, and even mistakes to the table, knowing they’ll be met with support and collaboration. For customers and stakeholders, I believe trust is earned through delivering on promises and being upfront, even when the news isn't ideal. I approach every interaction with a commitment to integrity, ensuring that our actions align with our values and mission. By focusing on building relationships rather than transactions, I aim to create long-term partnerships that benefit everyone involved. Ultimately, I strive to lead with empathy and humility, recognizing that trust is a two-way street and requires intentionality in every decision and interaction.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, ‘VISION’ is the long-term picture of what success looks like—our ultimate goal or the change we want to create in the world. It’s the guiding star that helps everyone in the organization stay aligned, even when we’re navigating challenges. ‘MISSION,’ on the other hand, is the purpose—the ‘why’ behind everything we do. It’s what drives our day-to-day actions and decisions to move us closer to the vision. In real-world business, using vision and mission effectively means integrating them into every aspect of the organization. Vision shapes strategic decisions, like which opportunities to pursue or how to prioritize resources. Mission influences the culture, ensuring that every team member knows why their work matters and how it contributes to the bigger picture. For example, in my role at Living.Live, our mission is to help churches connect and minister to their communities more effectively. That mission guides product development, client conversations, and even how we hire. Our vision—creating deeper connections for churches globally—inspires long-term innovation and strategy. The key is ensuring these aren’t just words on a wall but living principles. It requires consistent communication, real-world application, and celebrating milestones that reflect the vision and mission in action. That’s how you keep them meaningful and impactful for the business and its people.

3. How can a leader empower the people they're leading?

Empowering people starts with trust and clarity. As a leader, I believe my role is to equip those I’m leading with the tools, resources, and authority they need to succeed. This begins with clear expectations and open communication—helping them understand not just what needs to be done but also why it matters. Empowerment also means recognizing each person’s strengths and giving them opportunities to grow. I make an effort to align tasks and projects with individual talents and aspirations, which not only builds confidence but also ensures they feel valued and invested in the work they’re doing. One of the most powerful ways to empower is to step back and let people take ownership. It’s about creating a culture where they’re trusted to make decisions and take risks, knowing they have my support if things don’t go as planned. I also believe in celebrating successes and learning from setbacks together, which builds resilience and fosters creativity. Ultimately, empowerment is about helping people see their potential, equipping them to rise to challenges, and ensuring they know they have someone in their corner cheering them on every step of the way. When people feel empowered, they’re not just contributors—they become leaders in their own right.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

Jason is a leader at North Point Church who profoundly impacted my life by helping me see that God had a greater path for me to follow. He provided clarity during some of my most challenging leadership situations, helping me understand that I wasn’t crazy and that the struggles I faced weren’t normal or insignificant. Jason walked with me through pivotal moments—losing my great uncle, who was like a father to me, stepping out in faith to build a business, and more. His support helped me gain perspective and navigate those challenges with confidence. John Bonacorsi played a significant role in shaping my character. He often referred to me as his "diamond in the rough," and through his faithfulness and love, he helped me refine my edges. John taught me the value of considering and loving others more deeply, leaving a lasting mark on how I lead and interact with people. Barry helped me grow as a leader by emphasizing the importance of thoughtfulness, preparation, and timeliness. His example taught me to always think ahead, communicate openly, and be intentional in my leadership. His influence has left me with tools I continue to use in leading my teams effectively. Rob Elder has been a key figure in my life. He taught me a profound lesson: I don’t need anyone else to change in order for me to succeed. It’s easy to focus on what you wish others would do or be, but the moment you internalize that your growth and progress don’t depend on others, you unlock true freedom to move forward. Rob trusted me early on to help lead a college ministry, and since then, we’ve been both business and ministry partners. He has been a "brother in arms," a leader who has stuck closer than a brother. His mentorship consistently reminds me that great leadership begins with leading yourself well. Jeff Gonzalez helped me recognize when it’s time to step into something new. He showed me that staying in roles we’ve outgrown can lead to stress, miscommunication, and even bitterness. Jeff’s wisdom helped me understand the quote: “And the day came when the risk to remain tight in a bud was more painful than the risk it took to blossom.” His guidance encouraged me to take bold steps of faith, even when the path wasn’t entirely clear. Sam Song, formerly a key leader at Saddleback Church, deeply influenced me when I was at my lowest. He believed in me when I didn’t believe in myself, offering wisdom and care even as he was healing from cancer. Sam helped me discern the right timing to start building Living.Live and showed me that leadership, at its core, is about loving and leading people like a father—compassionately and with great care. Tom Campion has been a consistent and instrumental figure in my life. He taught me that it’s always the right time to do the right thing and guided me to make decisions thoughtfully rather than reactively. Through his counsel, I’ve made life changes that have benefited my family and myself. Meeting with Tom regularly has been a source of encouragement and refocus, always leaving me with valuable insights to move forward with clarity and purpose.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Maintaining focus as a leader starts with clarity about priorities and a willingness to say no to distractions. I've learned that not every opportunity aligns with the mission, and not every good idea needs to be pursued. By staying anchored to the vision and mission of my organization, I can filter out what doesn't contribute to our goals. I also focus on delegation. It's tempting to take on too much, but effective leadership means trusting your team and empowering them to take ownership. This not only helps me stay focused on the big picture but also gives my team the chance to grow and excel in their roles. Another critical piece is building margin into my schedule. Overcommitment is the enemy of focus, so I guard my time and ensure I have space to think, plan and make thoughtful decisions. Regularly stepping back to assess wher eI'm investing my time and energy keeps me aligned with what truly matters. Lastly, I surround myself with wise counsel - mentors, peers, and even my team - who help me stay grounded. They provide accountabillity and perspective, ensuring I don't drift into doing things that pull me away from my core responsibility as a leader, father, and husband. Ultimately, focus is about discipline: knowing your role, guarding your priorities, and trusting others to help carry the load. It's not always easy, but it's essential for leading effectively.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Planning for me is about balancing short-term priorities with long-term vision, and I approach it in layers. Weekly: I start each week by reviewing my goals and priorities. I use tools like task management systems to break down larger projects into actionable steps. Every Monday, I set aside time to map out key meetings, tasks, and deadlines, ensuring I’m allocating my energy to the most impactful work. I also leave room for flexibility because unexpected things always come up, and I want to stay adaptable. Monthly: At the start of each month, I evaluate the progress made in the previous month and adjust plans as needed. I focus on medium-term goals, like launching a new feature, implementing a strategy, or completing a project. This monthly rhythm helps me ensure that my short-term efforts are aligned with my longer-term objectives. Yearly: At the yearly level, I focus on vision and strategy. I set big-picture goals for the organization and define success for the year ahead. I also take time to reflect on what worked and what didn’t in the previous year. This process involves my team because I believe planning collaboratively leads to better alignment and stronger buy-in. I use the yearly plan as a guiding framework, but I stay open to pivoting as opportunities or challenges arise. Across all these timeframes, I focus on building margin into my schedule for reflection and adjustment. Planning isn’t a one-and-done activity—it’s iterative. By regularly reviewing and adjusting, I stay proactive and aligned with both short-term execution and long-term vision.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Delegation starts with trust—trusting your team’s abilities and giving them clear expectations while allowing room for their creativity. Let go of the need for perfection and focus on what only you can do, empowering your team to take ownership and grow through the process. Remember, mistakes are opportunities for learning, and effective delegation ultimately builds a stronger, more capable team.