All of you are starting to realize how important this culture is, right? Everything starts from there. No matter how hard you work, if you cannot change the culture, not much will change because that's what is stifling everything. Everything is conceptual. It's all conceptual. We didn't know how to translate that into something substantial, until now.

The more you push the leadership structure down to the frontline, the more effective it will become. The last thing I want to stretch is a centralized bureaucrat. Keep on pushing the leadership down to the frontline. You have to learn how to get your hands dirty.

Every leader in the CARP organization, regardless of position, should be an advocate of a new culture, not only in word, but in deed. Things cannot happen only within the top leadership, but have to be pushed down to every single level of leadership, where culture will be felt.

That's why one of the things you have to start doing is really evaluating your people. To make sure that they are the ones who can really drive this culture. Look at all the center leaders. Many of these cultural initiatives, the feeling of urgency and feeling of importance, are going to be determined by your actions. But where it's really going to be felt is on the center level. That's where it's really going to be felt.

In other words, you can't do everything. We usually have somebody who's somewhat competent on top, but then you have a team that lacks ownership. The middle of the management team really lacks ownership. So the person on top ends up doing everything. This is not what you want. This is not going to push culture down. What you need to do is, you have to look at the center leader as the bedrock of middle management. They have to be the ones; of course you create the urgency, you create the initiative, you create the importance of this cultural push, but they are the ones who really make the culture be felt, and solidified. People are everything. You have to make sure that they are the ones who can push this culture down.

I don't want you to think that education is just workshops and organized formal meetings. That's not the only part of education. I want the type of education that is more profound, more influential in molding somebody. This is the education that you get when you are around a certain culture.

Every social group has certain morals that translate into certain behaviors and can be considered culture. These are the things that are picked up. When you read True Father's speeches, why are the speeches not making an impact? It's because the negative culture is more influential, the environment is more influential. People need substantial models to follow in leading their lives. This is where culture is felt, seen and experienced, not just cognized. That's why you have to push it down to the center level. It's absolutely important. You should be very concerned about this.

When you start bringing in new members into our movement, their first experience of all these conceptual theories of the Kingdom of Heaven on earth, and how ideal relationships between subject and object form, etc. are going to be manifested in their minds and hearts in the way that they see the relationships in their centers. If you have a negative culture there, that's the way in which they are going to interpret these concepts or these ideas. That's why I'm saying this is where the battlefield is. This is where the real battleground is.

It's not in the world of ideas, but in the world of culture. That means how we manifest these ideas or these beliefs. That's where the battle is. Once we are able to build that kind of alignment between what ideas we believe in, to how we act, how we think, and how we behave, then we are going to start seeing the things that we all dreamed of, because there's going to be a consistency. You have to understand this point. It's the most important point. That's why I care so much about how leaders act or how they lead. And that's why I pick up on those things.

It's not just a matter of feeling good about relationships? "Oh, that person makes me feel good." That has nothing to do with it. That's why this is so important. This is where the first initial battleground is. The battleground is in substantiating the ideal culture. Once we do that, then heavenly fortune will be tapped, and our movement, starting from leaders all the way down to members, is going to be moving in absolute alignment. You are going to see the amount of efficiency and the amount of power that could be manifested from that.

Right now everybody is moving in separate directions. There is no coordination, but just a lot of wasted effort. This is where the battle is fought first. This is the battle that has to be fought, that has to be won. There's no use for me to do all these things because, regardless of how outlined our future is and how developed our strategy is, we will not be able to execute it. Even though the path is all set out, because you wouldn't have the cultural backbone that is the inner fabric of the organization which allows you to execute, that could not exist. Those battles have to be fought and have to be won. The worst combination is a prima donna who's ignorant, and thinks he knows something and has the strength to lead. That's the worst combination.

Reports have to make a difference. That's why one of the things we are trying to establish here constantly, is to build constant consistency. What did I tell you yesterday? Communication is absolutely key and alignment is absolutely key. If communication isn't true, it's skewed either too positively or too negatively. In other words, it's not well balanced, and not objective, then most likely you are going to have inefficiencies made in the decision making process.

Now this is very detrimental to an organization or to a leader who believes that anything can be fixed or anything can be dealt with if given a true assessment of the situation. So actually what you are doing is you are undermining that decision making process if you give false information. You are diluting the process. You are actually hurting the process.

Both are bad -- too positive or too negative; because the guy who's too positive never identifies those problems and never fixes them, and the guy who is too pessimistic or too negative is a guy who never seizes an opportunity nor take initiative. Both are bad. The way in which you get balanced communication is through that give and take process. Eventually people will understand what type of level communication is necessary. But you have to start at one point or juncture in time at which that is what you are trying to shoot for. True communication! You have to say from this point on we want true communication. And it's constant work in process to accomplish that.

The reason why this is necessary is so that alignment could be built. If you don't have true communication, you cannot build alignment. All you'll have is a centralized process with saying, "We are going to do this and then you follow direction." That's the default process especially if you don't have true communication. You cannot build alignment. The only way you can build alignment is through structure. But what did I tell you? This is not what we want to accomplish. We want the culture to be the force that builds alignment, not the structure. But if you do not have true communication, the default process will be that structure will build that alignment, not the culture.

So, basically you'd be fooling yourself. The organization will be fooling itself and you'll be undermining that culture. So what happens? Structure becomes the thing that becomes absolute. It becomes the pillar of the organization. It becomes the unchanging force that builds stability, not the culture. So in essence what happens is you build an organization filled with nonsense.

Communication is precisely the point where it supports mass structure, process, systems, etc. If you look at the human form, you have the skeletal form and you have flesh. You get fat or skinny depending on how much you eat, right? It's kind of like that. You need to have something that is stable and something that is transient, that's constantly changing. If you don't make culture something that is stable and absolute, and make structure something that is changing with the environment, then the other default case duplicates where the structure becomes something that's absolute and the culture constantly changes. You have to understand this fundamental principle. That's why I keep on saying culture, culture, culture. What drives what? When I was referring to the point of what drives what, this is what I'm referring to.

So communication is key. You need to communicate effectively. I don't know how many times I have to give this example. If I were to chop off your arm, what happens to your body? Aren't you going to feel excruciating pain because of huge blood loss? Now if God didn't make it that way, you will not feel any pain even if you were severely injured. Let's say your nervous system doesn't work. You don't feel pain. All of a sudden somebody chops off your arms and you're gushing blood. But you don't feel pain, nothing is telling you, your nervous system is not telling you. There's something dramatically and tragically wrong here. It actually tells you the opposite? "Oh, I feel fine. I want to go to sleep now." What will happen to you? You will end up dying. The nervous system is crucial here. It doesn't lie, does it?

The efficient process of communication is to build awareness for the human body to make sure that it recognizes a problem and feels it. At the same time, the nervous system is also the source of pleasure, isn't it? When you eat something that tastes good, it's your nervous system that tells you, right? When you smell something good, it's your nervous system that tells you, right? The communication that the nervous system gives to the human form so that the human form can maintain itself is true communication.

Don't you think organizations that are trying to build a model as perfect as human form should follow this example? What is the key that then allows the interpretation of either pleasure or pain to be transferred efficiently and effectively like the nervous system? Communication! When something happens, you know it. Organizations have to have that level of ability. That's why communication is key.

Why did we create a mission statement? Why did we create a statement of purpose? Why are we doing these congregating meetings among the leaders and of different chapters? Through the process of communication, we are building the alignment, right? So, everybody knows what our culture is in this organization, not only this organization, but also outside organization we are communicating with. Everybody knows what our values are. Everybody knows what we are trying to shoot for, especially people who are part of CARP organization. Communication is key. You have to understand this clearly. And this goes to the bedrock of culture.

I don't want to build an organization where people are constantly second guessing? what is being told on. The communication and the level of trust should be such when something is said you believe and take ownership over it, because if you don't believe it you're not going to take ownership over it. I don't know how many times I have to tell you this. If you want to focus on culture being the bedrock, communication is the absolute key. And that communication is not just cherry-coated communication, but it has to be honest communication.

If you don't have that, what's the default process? The default process is that the absolute backbone becomes the structure, and you create a centralized organization, the directions are given, and people follow. But there is no ownership there, there's no creativity there and there's no teamwork there. It's basically pure command and control just through will. And believe me, nine out of ten times that type of organization will fall flat on its face. Let's say you do ten projects, nine of them will flop because you are cutting the communication links out at the ends of your nervous system of that organization. It's like taking drugs. If you are numbing the nervous system, you don't know what is going on. Think about it. That's what it's like for an organization. An organization that does not have an effective communication is like an organization on drugs. This should not happen in CARP.

I know that when I have meetings at UVG, everything I say gets basically done. It's a very centralized organization. Whatever I say or whatever my subordinates say, people believe and take ownership over it. Why? Because we tolerate zero nonsense. And the nonsense goes both ways It goes in cherry-coated communication process, and it goes in being so pessimistic that you're not willing to take or see the opportunity, take initiative. It goes both ways. Actually one thing that you realize if you build an organization like UVG is that you have more control. The person on top has more control. Because if I say we should go like this then most likely it will go like that. And the person who will be executing on it will be the person who has conviction and ownership over that fraction. So, most likely it will be successful.

And it goes fundamentally to the issue of what drives what. Does culture drive structure or does structure drive culture? It fundamentally goes to those points. You probably didn't learn this in the MBA, did you? Believe me, this type of knowledge and wisdom doesn't just come from going to school. They did not teach this in Harvard Business School.

That's why think about all the things I'm teaching you right now, in terms of organizations, in remodeling and rebuilding the CARP organization. I'm telling you the very simple principles but that have very profound effect throughout the organization. And actually if I were to explain this from the Principle perspective I can also make that connection as well.

Going back to what I was saying, think about the certain principles that I'm telling you in terms of running organization effectively. I'm telling you that culture should be the absolute factor and the structure should be the component that is somewhat transient, not transient, but has the flexibility to change and meet the environmental needs, not the other way around. However, if you do not build this kind of organization, then the default organization is you have to have a strong structure. This is one thing that I explained to you.

Now, the second thing that I explained to you was the CARP epistemology of how one learns. This is once again tied to the structure of organization in building an organization that raises leaders. I was giving you the example like all these things that I'm teaching you that you do not learn in school. Where do you think I learned? Where do you think I picked them up? Where do you think I observed them? It's experiential knowledge. I told you yesterday that it took me ten years to come up with these Core Values , although I knew it intuitively ten years ago. Yet, to be able to articulate it, to be able to put it in this type of format, to be able to explain it to you in this type of way to make all the connections between how the organization looks in terms of structural and internal components, meaning culture, it took me ten years.

How can you raise leaders within this organizational format; utilizing philosophical backbone on how one learns, which is the CARP epistemology, where experiential component becomes so important? Recognize that other components of education also exists, not just conventional form that you go to a workshop and hear material and you say, "Oh, I understand." The learning process actually happens on a daily basis. Through the experiences you are able to garner.

Also, recognize the fact that there are good experiences and bad experiences. Good experiences cultivate and nurture a certain behavior set, perspective, outlook that allows you to establish alignment that allows you to bring about the best in yourself, which is culture. These are the stuff that you pick up like osmosis, almost on a day-to-day basis. That's why many times when I make observations when I'm looking at young people, just being around somebody who has really high performance has certain values. It just rubs off on them.

Let's say a young person was placed in an environment where there are a lot of people with high performance and values. Even though that young person might have come from a very different background, he or she starts to think like that, starts to act like that, starts to have perspective like that, starts to work like that, and so on. You don't necessarily have to send them to a class to have them be able to teach something like this. They will pick up on those just by being in the proximity.

Just because you know doesn't mean you become. It's here [pointing to heart] through experience. Changing your person, changing your outlook, changing is a transformative process, and that happens through experience. That's why you want to create an environment that nurtures and cultivates positive experience. We have to recognize that all of the Unification Church should be a school and every CARP center should be a school -- a school of building this ideal culture. That is going to have more profound impact.

Of course, I'm not saying you take away conventional form of education that teaches us or puts information into our heads. You definitely need that. That has to reinforce the things that you feel. You have to reinforce it with cognitive process, so we always will have a need for workshops or educational programs. But the thing that will need the most profound effect will be the culture that resonates within every single CARP center and every single home, every single church, etc. Then you'll start to see the effect in the Second Generation, basically, when they go to the workshops and they see or hear the Divine Principle, they will not have a culture shock, it will be very natural for them.

Let me ask you a question, Tosaka-san . What's your last name? So you're from the Tosaka clan. Do you have faith in that? Do you have faith in the fact that you are part of the Tosaka clan? Do you struggle with the faith that you're part of the Tosaka clan? It's such a stupid question, it's ridiculous. The reason why you need faith is because there's certain distance there. There's a gulf that needs to be filled, isn't there? Yet, when you are part of that direct lineage, where that's part of your identity, faith is natural, isn't it? That's part of who you are. Do you go questioning your identity as part of your clan? Am I really struggling I am part of the clan? Am I really a product of my father and my mother? It is such a ridiculous question. And only reason why humanity is asking such an idiotic, stupid question is because man fell.

That's why we needed institution, such as religion which happened to be leap of faith, in order to have connection with their identity, which should have been natural. Isn't that right? When I really think about issues about faith, you can consolidate, simplify and really go into the question of what your true identity is. Ask yourself fundamental questions. Look, if I have questions about my identity, I must be a total idiot. Because you cannot change who you are, and it is so absolute, isn't it? There's no question.

The reason why there are questions in your minds, in the minds of the members and Blessed kids, and people in general is because there is a gulf. It's like the Israelites who were trying to look for the Promised Land. They didn't realize that the Promised Land is actually in them, because they didn't understand their identity. They didn't understand them as God's clan or people. So, once you start to realize who you are, that really becomes a new point.

I was having a conversation with someone about different religions, and in his mind all the different religious leaders are the same kind of level. I don't know that's the way the people teach in especially religious people, doing comparative religions? Buddha, Jesus, Mohammed, etc., they are all the ones that founded these great religions as if these institutions are so monolithic and so great that they should be preserved. However, when you look at it from God's providential viewpoint, God's goal was never to create these kinds of faiths. They were vehicles to bring man closer to God in his providential plan to restore an ideal family, where the substantial restoration of man could come through transfer of lineage to be under direct dominion of God.

And actually, if you look at this from historical providential point of view, these different religions, these different religious leaders have different merits. You have to look at it from the perspective of God's providence. If you look at it from the perspective of God's providence, leaders that were in the Judeo-Christians are far closer to what God wanted to accomplish. So, from God's perspective, from the perspective of God's providence, all the different leaders of different faith don't have the same merit. If I have to give a similar analogy, it's really a question of alignment, isn't it? It's a question of people who are more aligned than others.

Do not lose sight of who we are, what we are. It's really a question of alignment, is it not? You need to know who you are. You need to know who you are, where you are going, in order for you to substantiate alignment; especially if you are going to be playing a large role in God's providence. It's really a question of alignment.

But the fact of the matter is, "Do you know who you really are?" It's like the blind leading the blind. You have no idea where you are going. And the more you go this way you'll be lost in the wilderness. That's why this culture is so important. It starts solidifying, clarifying your identity, who you are. It starts to focus where we are going as the Able-type within the human community. It all clarifies what our values and believes are. It also solidifies how we should manifest it in our lives so that we are living examples of our beliefs. In that process we are aligning ourselves with God's original nature.

What was I telling you yesterday? I was telling you yesterday that especially the first component of the Core Values, living for the greater good or living for the sake of others?is the nature that is most closely akin to God, because it reflects God's original nature. Even the Divine Principle explains that the reason why God created man is to have an object partner of love, right? That was the impulse. So, in character and in nature this culture allows us to be the true reflection of God's original nature. It's kind of like osmosis. That's the natural process.

That's why if God stands in the position of our original creator, our original parent, then we should, as human beings, reflect his original nature. And that original nature should be given to us or passed down to us through the culture that exists in the family and that is rooted on true love. That's why I told you yesterday, that there are no selfish people in the Kingdom of Heaven. Selfish people are the ones who are resigned to dungeon of hell. And actually, they are the ones who created that dungeon themselves in their own lives.

Isn't it kind of interesting that people who are self-centered have a really negative outlook on their lives? They trust nobody, right? I see that every selfish person I know live a miserable life. Regardless of how well off they are, they create that dungeon of hell themselves.

Culture is really important especially in building this new CARP. There are organizational ramifications, there are educational ramifications, and there are also ramifications in terms of understanding our identity, giving us purpose and directions. Those ramifications are building unity. Unity doesn't happen just by forcing, but it allows the process of natural subjugation.

The main point here is alignment. The thesis of the point is that this vertical alignment is the basis of point where everybody comes together. That's why I keep on saying this is the battleground. This is the battleground! This battle needs to be won before the Unification Church could be positioned to affect the larger community around it, the nations, and the world. If this is not set, actually I'm glad that we don't have a nation now. And believe me, if we had a nation now, we'd run it poorly. Yet, once we build this type of bedrock, then this will be the basis or the genesis of building that ideal nation.

If you look at all the different nations of the world and when you look at the American model, the American nation was truly a nation that God raised. It's a nation among nations that has the shortest history. And it was a nation that started with a dream which came from Judeo-Christian values. So you can say America came from Judeo-Christian culture.

Why is this so fundamentally important? We'll see. I even started this meeting by saying, "Look, if you don't have the right kind of culture, no matter how much I tell you which way to go, you are not going to be able to execute on it." Or even though we see successes, it's not going to be to the full potential. I don't know how many times I have to emphasize this.

That's why from now on, from this point forward, all of you should think of yourselves as this new cultural ambassadors and owner that pushes culture down to every single center of CARP. Especially to the heads of the Second Generation Department, we really educate not only the Blessed children, but also the Blessed families. That should be the mandate that you feel after you leave from here, as an owner, that you push with conviction and passion. Not because Hyun Jin Nim directed me to do it, but because you believe it sincerely, that it resonates in your heart and that you feel that this is necessary. That's something you want to commit to.

With that level of sincerity and determination, then you can truly say that before me you stand as a mature leader that has ownership over these values and therefore is moving in lock step alignment in the direction that I'm going. If you cannot be in that, if you are not able to have that level of ownership, then basically you are a prima donna that I need to baby sit. In other words, all the additional work that need to be done and all of that responsibility will come back to me. So I'll eventually have to do it. In essence, I'll be babysitting you.

So you have to move with that level of conviction this is really what I take ownership over and this is something that I need to own and embody, not half-heartedly, not because you must do it but because you believe in it. Because you must have ownership over, then you feel the urgency that I must do it.

Let's say you are a very smart person, a nuclear scientist. You feel that your knowledge of nuclear science can allow humanity to have new forms of power. And you want to continue your research because you really believe in it. And let's say that some terrorist organization kidnaps you, puts a gun to your head and tells you, "You must continue your research and find out more about nuclear power." In both examples you must have a feeling of you must do, right? The first was you have that feeling because you naturally felt the importance of it. The second is you have a gun to your head therefore you must do. What do you think eventually will be more productive? If I were a betting man, I would bet on the first example.

People in general do things better with greater ownership if they feel the necessity. That's the fundamental difference. If people are not robots, they need to take ownership. So you must do because you take ownership. If you cannot take ownership, then eventually I need to find somebody who can take ownership. That's how it works.

I give UVG as an example because UVG is unadulterated. I do whatever I feel is necessary. In the past, the way that people were put into positions was, "Oh, we have a warm body here. Why don't we put him in that position?" Eventually that position is determined by the person. So if he or she was deficient, you just hire another person who is a little more capable who can take care of work that person has. That's not the way we operate now. For every position, we have clear expectation and the person has to reach it. If you don't reach it, then eventually someone has to come and fill that spot because the standard will never ever be dictated by any one person. The standard will be absolute.

So you have to rise too. Actually by doing that it forces people to grow because if there's no condition where you set the bar high, there's nothing for the people to shoot for, right? You take people as they are, and you put them in a situation where they are not pushed to grow. What happens? They don't grow, right? They don't develop, do they? They just work on auto pilot, doing the same thing over again. Do you think the creative juices come out? Do you think they grow? Do you think they are challenged? Once again that's a prime example of culture really determining which way we should go.

So we look at it from our cultural perspective. We realize this is not the way we are educating people on the culture of UVG, we are allowing welfare situations, therefore we are not challenging them, we are not making them grow, and we are not raising leaders. So looking at it from our cultural lens, we realize we need to change this. So I had to change a lot of positions, a lot of people this year.

Why do I tell you this? Because from a general principle point of view, recognizing the decisions I make is definitely going to effect in terms of message of our organization, what we hold to be valuable, what we hold to be important. If there are inconsistencies in what you believe and what you do, then what you believe in is nothing to that organization. So the culture does not become the absolute. That becomes almost like a constitution of that organization or a contract of that organization.

Looking at it from the Principle viewpoint, don't you think that in every position God has expectation? If he did not, then how could he qualify one person within the history of God's providence as failing or succeeding? He had clear expectations and that standard went over here. Did that standard change? No, it didn't. The person had to rise to that expectation. He made sure that he recognized the people with the potential to reach that. But eventually, that person through his own five percent responsibility had to rise. If he did not, it was his decision not to. It was his inability not to. This is your five percent responsibility. Do you understand that concept? If somebody came to you and said this is where you should be, you make a choice of whether you choose to try to rise up to that or not, right?

If you say that the average kid is like this [drawing on board] and therefore we should raise our standard, you know what will happen? Let's say, this is the standard that we operated before. You have a certain number of kids, and that's a normal distribution for. But what happens is when you lower the standard to over here, to someone that is average, then even the top kids will go down. So basically that lowered standard becomes a new top. So the average performance of everybody drops by that much. What actually happens is you become worse and worse, even the best kids become worse and worse. It's like a slippery slope. That's one thing you didn't understand. That is why you always keep for organization focusing on leadership.

Everybody has innate potential, yet if you are not challenged you will not rise to find that innate potential. That's the problem. Once again, culture has to be the absolute, not the structure. One of the things that you need to feel is the mantle of leadership. People think of leadership as, "I get more perks, I get more power, etc." That's why they are terrible leaders. They couldn't know what leadership meant. The mantle of leadership is like this, you always feel that you need to rise, and set a new paradigm.

There's a certain measure of discomfort there. If you are complacent, you are not a leader. If you feel comfortable, you are not a leader. With the mantle of leadership, there's tremendous discomfort. If I have a leaders' meeting among all my business leaders, they are all nervous. It's not a comfortable environment, but it's a very challenging environment. Everything that they say will be scrutinized. So you'd better know what you say. You can't just say stupid things. It had better be well thought out. Why? Because everybody is gathering there, with precious time, for the sake of finding the best solution for any given task. So if you want to be part of value creating process, you'd better put some good thought into what you say. So it's a very uncomfortable environment. But that's what the real mantle of leadership is.

The leader has to identify what the best course of action is, isn't that right? Do you think that's a simple process? Do you think that's an easy process? One thing that I noticed especially when I first started going public mission was how quickly our Unification Church members wanted to have position. Why is that the case? The reason why they haven't learned this mantle of leadership was because of the welfare mentality. They've been subsidized forever.

In terms of developing Second Generation education, I want to actually send Second Generation kids in the working business environment for one or two years, especially those who I feel like have leadership potential, even who might even in the future work with church side. Because they'll realize that free market is pretty brutal. If you are not performing, you are not going to be in that job. Your company is going to go under. You know, I have not seen this level of accountability on the church side. There's no concept of accountability.

I told you that I'm hiring three new people at I-ZONE , right? These three girls, they are so motivated? "If I don't perform, I'm probably not going to be here. If I don't set the bar higher, I'm probably not going to be here." So the level of accountability that exists on the business side is more acutely felt than on the church side. Why am I mentioning this to you and why is it that I'm focusing on building a world-class business organization?

If you actually look at the modern history, in the last century there was the boom of the Catholic religion, the Mormon faith and etc. The reason why these organizations eventually grew was because there were really successful business leaders within those communities. Actually they helped build accountabilities in the church processes. You have Steven Covey that helped the Mormon faith, organized their education programs, organized their youth programs, organized their leadership programs, etc. Who is the most famous business organizational management guru? Peter Drucker is a catholic; actually his philosophy was, "I was in business, but I want my kids all to work for non-for-profit." He felt that all business leaders should eventually go into running non-for profit because they know how to bring in discipline into non-for-profit organizations.

When I say non-for-profit organization, I'm talking about the church. That is how you build discipline; in other words, bring in accountability. This happened over last 50-70 years. So, does it mean that everything I'm doing is business-oriented? Working with business language like that is because I like business? It's because the business tool sets allow you to substantiate conceptual formats into substantive, executable plans.

The organizational dynamic is fundamentally the same. The most important component you need to build is discipline. And that's what it brings. Because the environment is harsher, it's more unforgiving. I don't know how many times I keep on saying the way that things are going will not last. There will eventually be an end. Don't think it will last forever. And don't think that it's growing or getting better. Actually it's been growing worse and worse. I'm not worried about it, because like I said, it's not a matter of things, but it's a matter of leaders. You raise leaders; things can turn around quickly.

The reason why we have these kinds of problems is because we have no leaders. You don't understand the mantle of leadership, you don't understand discipline, you don't understand accountability, and you don't understand what essence of leadership is all about, starting with wanting to do something for the larger good. In other words, you don't have the culture. I know personally that I can build these things back up. There's no problem. Things are not the matter, but the most important thing is leadership. We don't have leadership. This will have to change from CARP.

Culture is the key. I don't have to explain it over and over again. This is where my first battle is going to be. The battle is the battle of culture. Once that is set, everything will start falling into place. It's not a battle of how I fix this, how I fix that. I know that given the current culture, even if I go in to fix this, it's just a matter of time when that turns bad again. So the culture is really that which will build the basis of leadership. This is where the first battle is going to be fought, especially in CARP. If you don't believe this, fine, sit on the sidelines. But, don't get in my way.

So, you understand the importance of culture, right? Beyond that, there's not much for me to say. You need to really take ownership and drive this culture to every single center, so that whoever comes in contact with CARP feels it. Actually, I want to take that back to every single member of CARP, not center, so you can go down to the individual member level. So that when I do travel once again and visit CARP centers and members, I can feel in them that they exude, exemplify and embody this culture. That should be our goal. Then, eventually, they will be the type of people that have leadership innately within them. Innate characteristics are components of leadership innately within them.

Go back to the example that I was giving especially when I was explaining to you the way that we define our Core Values as competencies. These are life-long skill sets that one develops, and these are not easy to learn. Yet, if you start embedding that within you through experience, through ownership and let it grow, and these are things that allow you to understand an essence of leadership and to be somebody who can make a difference, not in your own way but in alignment. That's the fundamental difference. Hopefully in the future I'll be able to see those types of individuals that I recognize as being mature leaders, true leaders of not only Second Generation but all of the Unification Church. Right now I don't see that. That's what I want to see.

Like I said, it's not a question of me giving you things. See, if I just gave you thing, it's not helping you. The greatest gift that I can give is to give you the gift to be able to rise to your full potential and to stand as a leader that is moving in alignment with the course of history, providential history. Because if you are that type of person then you'll be a conduit, you'll be an agent, in whom the blessings of heaven will unfold, moving our movement that much closer.

Even on individual level, you'll have the sources to create value. That means no matter where you go you'll have the ability to create value, not destroy value? "I have the confidence wherever I go I will create value. I'm not worried." And these are the internal things that you cannot learn easily. That's why it takes at least a minimum of seven years, even more to raise leaders. It's all of these things that are being built.

And I know that a lot of Second Generation kids think that just by going to good schools can make them leaders, right? You think if you go to MBA program, eventually you can run one of the UVG companies? It will never happen that way because that's not where leadership comes from. It comes from here [pointing to heart]. And once you have that, you start learning other things, like skill sets, then that makes you that much more powerful package, right? But if you don't have that, it means nothing because you do not understand the fundamentals of leadership.

It's not just a matter of knowing things. Have I made myself clear? That's why culture is important. I made observations that if I talk too much, then it all ends up in your head and you end up being paralyzed. So sometimes too much is not so good. I want you to realize the importance of culture and the importance of ownership. This is not something that happens easily. It's a continual process where you are constantly aligning yourself to this cultural paradigm, and that becomes a compass where it always keeps you in check. It's a constant, vigilant process where you check yourself and push it in terms of ownership to all those under you. I want you to understand that.

CARP has declared war on negative culture. So CARP has to take on the responsibility of really substantiating God's Kingdom on earth, and really start building the proper culture. So all the dreams and expectations that had not been met, CARP should fulfill. And you are going to fulfill it by first having war against negative culture. So things will start happening here.

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