307 Business Integrity by Kingdom Site Ministries

MODULE 307 BIBLICAL BUSINESS INTEGRITY FOR SUCCESS TODAY Contact Person Dr. Mario Denton Crown Financial Ministries Marketplace Programme Director for Africa Africa Director for FCCI (The Fellowship for Companies for Christ International) CEO STRONG MESSAGE BUSINESS CONSULTANT Let's keep the good marketplace vibes alive. Let's network. Tel (w) + 27(0) 82 88 29903. E-mail address: mario@crown.org.za W ebsite: www.crown.org.za and click on marketplace E-mail address: marden@mweb.co.za website: www.strongmessage.co.za Skype: mario.denton

Table of Contents Exploring the following aspects of integrity 1. Customer service 2. Stewardship over time and treasure 3. judging employees fairly 4. Judging all situations fairly 5. Listen effectively to understand every point of view 6. Communicating openly and honestly 7. Seeking both positive and negative feedback from others 8. Encouraging feedback 9. Flexibility, accommodating to new ideas 10.Treating mistakes as learning opportunities

BIBLICAL BUSINESS INTEGRITY FOR SUCCESS TODAY “For the eyes of the Lord move to and fro throughout the earth that he may strongly support those whose heart is completely his” (2 Chronicles 16:9 NASB). “A good name is to be more desired than great riches” (Proverbs 22:1 NASB). I.

Introduction A. What is integrity to you? B. How do you measure integrity in others?

C. What kind of integrity do you expect from others? D. We will explore the following aspects of integrity 1. Customer Service 2. Stewardship over time and treasure 3. Judging employees fairly 4. Judging all situations fairly 5. Listening effectively to understand every point of view 6. Communicating openly and honestly 7. Seeking both positive and negative feedback from others 8. Encouraging teamwork 9. Flexibility, accommodating to new ideas 10. Treating mistakes as learning opportunities

2. Customer service â&#x20AC;&#x153;If someone forces you to go one mile, go with him two milesâ&#x20AC;? (Matthew 5:41 NIV). A. Who is the customer? 3

1. External Customers -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Internal customers -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------B.

Customer Empathy—understanding and meeting the needs of customers

“The purposes of a man’s heart are deep waters, but a man of understanding draws them out” (Proverbs 20:5 NIV). 1. Taking time to listen

“He who gives an answer before he hears, it is folly and shame to him” (Proverbs 18:13 NASB). 2. Customers may not understand what they want, or need

“In addition to being a wise man, the Preacher also taught the people knowledge” (Ecclesiastes 12:9 NASB). 3. Offering only effective solutions

“They offer only superficial treatments for my peoples mortal wound” (Jeremiah 6:14 NLT). 4.

Having the knowledge to apply to the customers needs

“People without understanding are ruined” (Hosea 4:14). C.

Indicates customer service action proactively

“If you will be a servant to this people today, will serve them, grant them their petition, and speak good words to them, then they will be your servants forever” (1 Kings 12:7 NASB). 1. Establishing

quality

product

and

service

level

benchmarks 2. Measuring those benchmarks 3. Insuring those standards are met 4. If falling short, take action before customers complain 5. An absence of complaints does not necessarily mean an absence of lost customers 6. Innovation of new ideas before customers depart for better options 7. Settles issues with customers promptly

Committed to quality in service or products What word would describe how God makes things?

“And God saw all that he had made, and behold, it was very good.” (Genesis 1:31 NASB ). “Each man’s work will become evident, for the day will show it…” (1 Corinthians 3:13). Why is quality important? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------How do we establish quality in our business? 1. Establish standards

“And see that you make them after the pattern for them, which was shown to you on the mountain” (Exodus 25:40 NASB). 2. Monitor those standards

“He who tends the fig tree will eat its fruit” (Proverbs 27:18 NASB). “They repair cracked walls with whitewash” (Ezekiel 22:28 NLT). 3. Follow-through to insure changes are completed

“W atch yourselves, that you might not loose what you have accomplished, but that you may receive the full reward” (2 John :8 NASB). 4. Fair treatment and pricing

“You shall not have in your bag differing weight, one heavy, one light.

You

shall

differing measures, a large and

not

have

small”

your

house

(Deuteronomy

25:13-14 NASB). “Let not the buyer rejoice nor the seller grieve…” (Ezekiel 7:12 NIV). “You shall not distort justice, you shall not be partial, and you shall not take a bribe, for a bribe blinds the eyes of the

wise

and

perverts

the

words

the

righteous”

(Deuteronomy 16:19 NASB). Case Study – ABC Furniture Company

ABC Furniture owns seventeen furniture companies that manufacture and sell all types of furniture to stores throughout the country. The company developed a standard practice that all orders will be shipped within 25 working days. DEF Company, a subsidiary of ABC, developed its own system of entering orders and then confirming the expected shipping date with customers. Orders are tracked, performance records are kept, and a report is generated confirming that shipments are shipped within the agreed-upon dates. When DEF Furniture began experiencing production problems—everything from manufacturing equipment breakdowns to a shortage of trained personnel—their ability to meet their expected delivery schedule began to slip. Business was still good, but the company’s performance was below standard. When orders were placed, customers were told that deliveries would be made within 30 or 40 days. Some customers agreed to this schedule, but others decided to cancel their orders. When a customer accepted a later delivery date, the agreed-upon shipping date was entered into the computer. But if a customer threatened to cancel an order, the plant manager would adjust the production schedule, putting those pieces ahead of other work, in order to meet the 25-day standard and preserve the customer relationship. In other cases when a customer threatened to cancel an order, the manager agreed to a special discount, canceling material upgrade charges on some orders. Then the order was placed with the longer delivery time and special discount. A senior manager from ABC Furniture who was reviewing operations was appalled that the 25-day shipping standard was not being met. In response, the DEF plant manager replied, “I don’t see why you’re upset; we have a 98 percent success rate of shipping on or before the dates agreed upon with our customers.”

â&#x20AC;˘

Questions: Was the manager of DEF Furniture delivering furniture consistently on the promised dates? Was furniture being delivered consistently on the dates their customers wanted? What three biblical principles of integrity were violated, and how?

3. Stewardship responsibility

“…They could find no corruption in him, because he was trustworthy and neither corrupt nor negligent” (Daniel 6:4 NIV). A. Effective Steward over time and treasure

“Know well the state of your flocks, and pay attention to your herds; for riches are not forever” (Proverbs 27:23-4 NASB). 1. Understanding what is happening 2. Follow up when you get a whiff of problems

“Don’t try to avoid responsibility by saying you didn’t know about it” (Proverbs 24:12 NLT). “And if an ox gores a man or a woman to death, the ox shall surely be stoned…but the owner of the ox shall go unpunished. If however, an ox was previously in the habit of goring, and its owner has been warned, yet does not confine it, and it kills a man or a woman, the ox shall be stoned and its owner shall be put to death” (Exodus 21:28-9 NASB). 3. Proactively maintain property and equipment

“If a man is lazy, the rafters sag; if his hands are idle, the house leaks.” (Ecclesiastes 10:18 NIV).

4. Make effective use of own time

“Teach us to make the most of our time, so that we may grow in wisdom” (Psalm 90:12 NLT). B. Do what we say we will do

“Go ahead and confirm your vows, and certainly perform your vows” (Jeremiah 44:25 NASB). “It is better that you should not vow then to vow and not pay” (Ecclesiastes 5:4 NASB). 1. Keeping promises

“Simply let your yes be yes, and your no, no…” (Matthew 5:37 NIV). a. To Customers

“Can I justify wicked scales and a bag of deceptive weights? (Micah 6:11 NASB). b. To Staff

“Hope deferred makes the heart sick” (Proverbs 13:12 NIV). c. To vendors

“Do not withhold good from those to whom it is due when it is in your power to do it” (Proverbs 3:27 NASB). d. To boss

“You shall not bear a false report…” (Exodus 23:1). “He kisses the lips who gives the right answer” (Proverbs 24:26 NASB). “So Samuel told him everything and hid nothing from him…” (1 Samuel 3:18 NASB). e. To Colleagues 2. Following through to deliver on commitments

“However, it is not a sin to refrain from making a vow, but once you have voluntarily made a vow, be careful to do as you have said, for you have made a vow to the Lord your God” (Deuteronomy 23:22 NLT). a. Count the cost when making promises b. Write things down c. Near the end of the day, ask what items do I need to finish to keep promises? d. Devise a follow up system that works for you 3. Settling agreed obligations timely

“But now you shrugged off your oath and defiled my name…” (Jeremiah 34:16 NLT).

4. Establishing planned goals and then accomplishing those goals

“The plans of the diligent lead surly to advantage, but everyone who is hasty comes surely to poverty” (Proverbs 21:5 NASB). 5. When we fail to deliver as promised

“He who conceals his transgressions will not prosper, but he who confesses and forsakes them will find compassion” (Proverbs 27:13). a. Confession b. Making amends c. Do not pass the consequences on to others when we have fallen short d. Need

change

our

process

insure

future

improvement C. Shares decision making with others

“The way of a fool seems right to him, but a wise man listens to advice” (Proverbs 12:15 NIV). 1. Customers

“Through

presumption

comes

nothing

but

strife…”

(Proverbs 13:10 NASB). 2. Staff

“Then

David

consulted

with

the

captains

the

thousands and the hundreds, even with every leader” (1 Chronicles 13:1 NASB). 2 Bosses

“But we request of you, brethren, that you appreciate those who diligently labor among you, and have charge over you in the Lord and give you instruction” (1 Thessalonians 5:12 NASB). 3 Lateral colleagues

“Let us review the situation together…” (Isaiah 43:26 NLT). 4 Outside counsel

“W here there is no guidance the people will fall, but in abundance of counselors there is victory” (Proverbs 11:14). 5 Pride keeps us from counsel

“Pride comes before dishonor”( Proverbs 11:2). D. Takes responsibility for actions and results

“The lazy person is full of excuses, saying, if I go outside, I might meet a lion in the street and be killed” (Proverbs 22:13 NLT). A bad result + a good explanation does not = a good result 1. Complete understanding of reality

“Refuse foolish and ignorant speculations, knowing that they produce quarrels” (2 Timothy 2:23 NASB). 2. Responsibility can not be delegated

“Don’t try to avoid responsibility by saying you didn’t know about it” Proverbs 24:12 NLT). 3. Accepting responsibility when things go badly is the first step to improvement

“Shall a talkative man be acquitted?” (Job 11:2 NASB). “The way of the sluggard is blocked with thorns…” (Proverbs 15:19 NIV). D. Readily confesses mistakes and makes amends

“He who conceals his transgressions will not prosper, but he who

confesses

and

forsakes

them

will

find

compassion”

(Proverbs 28:13 NASB).

“Settle matters quickly with your adversary…” (Matthew 5:25 NASB).

Case Study: Stewardship – Grocery Store Bob and Nancy owned a small grocery store that specialized in quality and selection of fresh fruits and vegetables. Customers enjoyed being able to purchase items not available elsewhere, and the quality was always top-notch. After 35 years of running the store, the couple decided to reduce the amount of time they worked and allow their sons, Peter and Mark, to start taking over the business. Mark took the responsibility of going to the farmer’s market early in the morning to select the new produce, and he made several changes in purchasing. First, to obtain lower prices and boost profit margins, he bought some of the exotic items in larger quantities. As a result, these items remained on the shelf longer at the store, and some lost quality. Mark also started buying regular produce, but of a slightly lower quality, from different suppliers. The store’s retail prices, however, remained the same. Peter was responsible for maintaining the store, and he also made several changes. He turned up the temperature slightly in the cooler to save money on electricity, and he stopped taking time each week to clean the refrigeration units. He also reduced staffing by one employee, which resulted in a cutback in cleaning—the floor was cleaned less often, the windows became a bit dirty, and garbage started accumulating in the back storeroom. When restocking the produce shelves, Peter and Mark tended to accomplish the task quickly, at times bruising fruit or not having the merchandise well presented. At first, a few customers commented that the quality had slipped a bit, and sales fell slightly, but profits actually increased due to the lower cost of goods sold and savings on electricity. Bob and Nancy, who stopped by the store infrequently,

questioned Mark and Peter about the slight drop in sales. The young men insisted that customers were happy, and proudly pointed to the increased profits. A year later, sales had dropped by 20 percent, and the perennially profitable store was close to losing money. Several failures in the produce cooling system had resulted in several thousand dollars of lost product. â&#x20AC;˘

Questions: What should Bob and Nancy have done differently? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Did Mark and Peter violate any biblical principles in pricing goods to their customers? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

What steps could Mark and Peter have taken to keep customers happy?

Case Study: Stewardship â&#x20AC;&#x201C; Beeline Construction Phil started Beeline Contracting eleven years ago, specialising in home remodeling. He had two employeesâ&#x20AC;&#x201D;Bob, who was full-time, and Andrew, a retired firemen working part-time. Philâ&#x20AC;&#x2122;s wife, Janelle, assisted by ordering supplies, scheduling appointments, doing office correspondence, and fielding telephone calls. Phil and Janelle made enough money to get by, but the business never grew and bills were paid hand to mouth. Then Phil landed a hugh contract for a retail store addition. The contract called for starting the job in two weeks and finishing in three months, or a penalty of per

day would be assessed for late completion. Beeline received a 12,5% down payment, with the balance to be paid by a contractorâ&#x20AC;&#x2122;s draw. In order to start the store project on schedule, Phil called two other customers for whom he had agreed to do work and said he would be unable to do the jobs as agreed. Phil made a list of supplies needed for the addition, but when Janelle placed the first order, she was told that all materials would need to be prepaid because of late payments on earlier jobs. The equipment rental place also refused to extend credit, citing past-due balances that often remained outstanding for six months. Some prepaid materials were ordered (using up the deposit), and other suppliers were found that were willing to extend 30 days credit, but their prices were higher. Phil hired two temporary workers and told Andrew that he would need him to work full-time until the job was done. Andrew reminded Phil that he had agreed to work only three days a week, and he had other plans for his off days. When Phil persisted, Andrew said that a deal was a deal and he would only work as promised and no more. Angry, Phil told Andrew to either work six days a week or leave. Andrew left, taking his experience with him, and Phil was forced to hire another temporary carpenter. As the project went on, Phil fell behind schedule, which meant he received the contractorâ&#x20AC;&#x2122;s draw slower than he had planned. Meanwhile, the higher material costs were eating away at his profit margin. When Janelle was told that no more supplies would be shipped until past due bills were paid, Phil switched to other vendors, but with orders now being juggled between several companies, there were several delays in receiving needed provisions.

Janelle expressed concern over the project being behind schedule and over the expense budget, but Phil kept saying it wasnâ&#x20AC;&#x2122;t his fault, that the suppliers were unreasonable and the temporary help was unreliable. As time went by, he replaced each short-term crew member. The job was completed 36 days late. When Phil met with the store owner, he explained his problems with higher-than-expected material costs, but the owner replied that Phil had agreed to a price, and that price must be honored. Furthermore, the owner assessed the day penalty, meaning that Beeline would receive 15% less than the original contract. Phil was outraged, insisting that the delay was not his fault. He said that he had worked night and day to finish the job, and should be paid. In total, Beeline lost 17,5% on the project, forcing Phil and Janelle to take out a second home mortgage. In addition, they gave up the 11% they would have made on the jobs that were canceled.

â&#x20AC;˘

Questions: What past missteps helped create the disastrous project? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------When Phil and Janelle found themselves in trouble, what steps could they have taken to mitigate the loss?

4. Judges employees fairly 21

“Stop judging by mere appearances, and make a right judgment” (John 7:24 NIV). A. How do we judge staff with righteous judgment? 1. Establish clear, written job expectations

“Moses carefully wrote down all the Lord’s instructions” (Exodus 24:4 NLT). a. Job description b. Job standards 2. Provide Feedback

“These things I have spoken to you, that you may be kept from stumbling” (John 16:1 NASB). 3. Communicate promptly

“Because the sentence against an evil deed is not executed quickly, therefore the hearts of the sons of men among them are given fully to do evil” (Ecclesiastes 8:11 NASB). “Hope deferred makes the heart sick, but desire fulfilled is a tree of life” (Proverbs 13:12 NASB). 4. Grace and holding staff accountable

“Teach me, and I will be silent; and show me how I have erred” (Job 6:24 NASB). a. Steps when staff fall short i.

Confront situation/performance

ii.

Confirm facts

iii.

Ask for acknowledgement of the problem

iv.

Obtain a commitment to improve—what they will do differently next time

b. Insure change has occurred

“He who conceals his sins does not prosper, but whoever confesses and renounces them finds mercy” (Proverbs 28:13). i.

We need to forget, and move on when true confession occurs

ii.

When you can’t extend grace on the job

(a) No change is sustained (b) Dishonesty (c) Massive blunder—warehouse story

5. Judges all situations fairly The first to present his case seems right, till another comes forward and questions him” (Proverbs 18:17 NIV). A. Vendors

“Never take advantage of poor laborers, whether fellow Israelites or foreigners living in your towns. Pay them their wages each day before sunset because they are poor and counting on it. Otherwise, they might cry out to the Lord against you, and it would be counted against you as sin” (Deuteronomy 24:14:15 NLT). B. Customers

“With good will render service, as to the Lord, and not to men” (Ephesians 6:7 NASB). “Let not the buyer rejoice nor the seller grieve…” (Ezekiel 7:12 NIV). C. Employee disputes

“Now then let the fear of the Lord be upon you; be very careful what you do, for the Lord will have no part in unrighteousness, or partiality, or the taking of a bribe” (Chronicles 19:7 NASB).

6. Listen effectively to understand every point of view “…it is hard to explain, since you have become dull of hearing” (Hebrews 5:11 NASB). A. Listening to counsel

“The way of a fool seems right to him, but a wise man listens to advice” (Proverbs 12:15 NIV). B. Inviting listening opportunities Ask people to give feedback and advice C. Listening receptively

“But let everyone be quick to hear, slow to speak and slow to anger” (James 1:19 NASB). “He who answers before listening—that is his folly and his shame” (Proverbs 18:13 NIV).

“If one ventures a word with you, will you become impatient?” (Job 4:2 NIV).

Case Study: The Fireworks Compan y Sue was the CEO and majority shareholder of the Fireworks Company, which manufactured sparklers, firecrackers, and major fireworks displays sold throughout the country. Sales for Fourth of July celebrations comprised 65 percent of the company’s annual revenue, and profit margins were high—as much as 60 percent on Fourth of July orders. Increasing sales during non-peak times was a key goal. Competitive pricing was always an issue, and Sue attempted to keep expenses down. Safety was also a major concern at Fireworks, given the volatility of the materials. The safety board had inspected the manufacturing plant four times over the past two years, issuing violation notices for different infractions on each visit. The inspector warned that future safety violations could result in fines, or prosecution. The company’s insurance carrier also conducted an inspection, and as a result sent a notice that coverage would be cancelled unless safety improvements were made within 30 days. Walking through the plant one day, Sue noticed some flammable material that had been left too close to a heat source, and she instructed an employee to move the material to a safer place. A week later, a supervisor mentioned that some products were stored improperly, but Sue was on her way to an important meeting and told the supervisor to talk to her later. Later that day, the insurance agent stopped by to deliver the safety report, including a list of necessary changes. Sue told the agent to drop off the report and she would read it later. Mike, the building maintenance supervisor, asked for a meeting with Sue to cover several issues. After three cancellations, the meeting was finally held. Mike

explained that he was concerned about several electrical circuits that needed repair, the heating system needed attention, and the building was receiving unbalanced heat. Because some parts of the plant were cold, employees would turn up the thermostat. Those who complained of being too warm were told to open a window. When Mike explained that the heating and electrical problems were costly and a possible safety hazard, Sue asked whether the heating system had passed the annual inspection, and if the electrical system was up to code. When Tom replied in the affirmative, Sue responded, “Then request more maintenance funds in next year’s budget, and we’ll take a look at it then. The following Monday, Sue met with Connor, the production manager; Herb, the quality control manager, and Mike to establish a plan to comply with both the insurance requirements and the state inspectors. When Mike raised the issue of the heating system, Sue cut him off, saying, “That issue was not raised during the inspections, and I told you we’d take a look at it in next year’s budget.” Next, Herb said he would need A LOF OF MONEY to make changes in his area. Sue told him to detail the expenses, try to cut the total amount, and get back to her. He explained that he had already reviewed the options, and that $6,000 could be cut while still complying with the letter of the correction notices, but they would have to skirt several other issues, which was not recommended. Sue said, “Keep it under $10,000 then.” Connor said that he would take care of everything in his area. “Great,” Sue responded. “That’s how I like it. Everybody, just give me an update by the end of next month, which is before the inspectors are scheduled to return.” The next afternoon, as Sue was leaving to go home, Matt, a longtime employee, stopped her and said that he was concerned that some of the newly manufactured fireworks were getting warm from the heating system before being

placed in long-term storage. Sue told him to let Connor know. When Matt said that he had but nothing had changed, Sue thanked him for the information and went home. Five weeks later, an explosion ripped through the plant, killing three workers and injuring 27 others. The fire marshal determined that the cause of the fire was a defect in the heating system, which ignited some fireworks that had been left in the production department pending transfer to the storage room. The fire was made worse by the failure to keep all flammable material properly contained, as cited in earlier inspection reports, and by two fire doors that were left open. â&#x20AC;˘

Questions: What steps could Sue have taken to prevent the tragedy? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------How many times did Sue fail to listen and act? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

What percent of the responsibility would you assign to each of the following participants? Insurance company State safety inspector The sales manager Sue Mike Matt Connor Herb If you were the county prosecutor, would you have filed criminal charges? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

7. Communicates openly and honestly

Through presumption comes nothing but strife, but with those who receive counsel is wisdom” (Proverbs 13:10 NASB). A. Instructions and directions B. Liberal with praise—don’t withhold

“…good news puts fat on the bones” (Proverbs 15:30 NASB). C. Shares positive, good news

“You shall not bear a false report” (Exodus 23:1 NASB). D. Shares negative news

“You shall not bear a false report” (Exodus 23:1 NASB). “You see the bad situation we are in, that Jerusalem is desolate and its gates burned with fire. Come, let us rebuild the wall of Jerusalem that we may no longer be a reproach” (Nehemiah 2:17 NASB). Nehemiah was able to say, “…we are in disgrace, but we don’t need to

stay this way” (Nehemiah 2:17 NASB). E. Provides honest feedback, both positive and negative, to staff

“Have I become your enemy by telling you the truth?” (Galatians 4:16 NASB). “In the end, people appreciate frankness more than flattery” (Proverbs 28:23 NLT).

1. Balanced feedback

“There is one who speaks rashly like the thrusts of a sword, but the tongue of the wise brings healing” (Proverbs 12:18). “…give up threatening…” (Ephesians 6:9). 2. Constructive feedback

3. Job failure is basically because of one of two reasons a. Someone does not want to do the job b. Unable to do the job

Case Study: Bank Officer Brian had been employed by “The Bank” for 36 years, starting as a part-time teller at age 23 after emigrating from Europe. As a naturalized U.S. citizen, he was recruited to join the international banking department. Brian was fluent in three languages, competent in two more, and held a degree in finance from Berlin University. He obtained his master’s of international finance while a bank employee. Throughout his career, Brian had progressed rapidly, earning regular promotions and raises while receiving sterling reviews. He was very strong in banking

operations, rising to the position of international banking operations manager and then senior VP of international banking, the number two position, which he had held for 11 years. Bob was the executive VP of international banking. Over his 37-year career, he had started the international banking department from scratch, and had led the division’s growth into a $7 billion international banking operation, offering letterof-credit services, export financing, syndication of international nation loans, and overseas firms. Bob was creative, and very strong at building customer relationships, but he was weaker in operations and detailed planning. Brian was expert in installing the most efficient letter-of-credit system in the country, which reduced costs and added new customers. He also prepared the lion’s share of the department’s internal planning documents, and developed effective strategies for loan syndication and use of the U.S. government’s export finance system. Brian was a little rough with some colleagues, but Bob was a master diplomat and smoothed any ruffled feathers. Bob limited Brian’s involvement with staff reports when possible, and rarely assigned Brian to a team, except when Brian was the leader. Bob handled most of the key customer relationships personally and assigned banking officers to service accounts and solicit new business. Randall was responsible for managing the growing group of banking officers. When banking officers wanted an operations person to meet with customers, Bob suggested someone other than Brian, knowing that Brian struggled with interpersonal relationships. Each year, Bob wrote excellent reviews for Brian, ensuring that Brian received generous raises and bonuses. No mention was ever made of personal relational

issues or the need to connect with customers. Porter, The Bank’s CEO, was aware of Brian’s shortcomings but felt that Bob and Brian made a great pair together. Bob announced his retirement at the same time that The Bank announced a merger with “The Red Bank,” a deal that would result in the creation of “The New Bank.” Because The Bank’s international department was three times larger than the corresponding department at The Red Bank,” Brian assumed that after 11 years as Bob’s number two man he would be promoted to the role of executive VP at The New Bank. As a result of the merger, every senior position was reviewed and some top positions were scheduled for elimination. When the time came to replace Bob, the decision was made to promote Randall rather than Brian. Furthermore, the top international executive at The Red Bank was placed in the number two spot, and Brian was released. He was told that The New Bank needed a leader with stronger customer relationships and better people skills. •

Questions: Was Brian treated with integrity? Why or why not? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------What should Porter, the CEO have done?

F. Seeks both positive and negative feedback from others

“They tell the prophets, shut up! We don’t want any more of your reports, they say, don’t tell us the truth. Tell us nice things. Tell us lies. Forget all this gloom. We have heard more then enough about your Holy One of Israel. We are tried of listening to what he has to say” (Isaiah 30:10-11 NLT). 1. Effect of failing to receive feedback 2. Establishing open communication 3. How we shut off communication 34

4. Reality of open communication Case Study: The Call Center Mitch was the assistant manager of a telephone call center that serviced 30 customers, mostly catalog companies and television advertising companies. Depending on the expected call volume, between 30 and 115 telephone operators were on duty at a given time. The call center took orders in both Spanish and English, so many employees were bilingual; and for some, Spanish was their first language. Mitch was responsible for hiring staff, managing the supervisors, scheduling shifts, training new employees, and maintaining quality control. Connie, the newly promoted call center manager, was responsible for budgeting, equipment maintenance, innovation, and operating efficiency. Mitch, who had been in his position for seven years, was unhappy that he had not been offered the managerâ&#x20AC;&#x2122;s job, even though he had received excellent annual reviews. The company paid annual bonuses based on profits and how each manager met key target goals, and Mitch had received the maximum bonus the last three years. Mitch was a great interviewer, and hired well, but he delegated the hiring of Spanish-speaking employees to bilingual supervisors. At times, Connie helped in the hiring process, given her excellent Spanish skills (a skill shared by the previous manager). Training was conducted in both English and Spanish, with Connie conducting the Spanish training and Mitch the English. Mitch worked well with the supervisors in documenting the efficiency of each operator, and he had a carefully developed plan in place to assist each supervisor in performance improvement. He had also designed a program to enhance training on new products being sold by the call center. His system,

which had been adopted by the company’s 15 other call centers nationwide, assisted the operators to more effectively answer product-specific questions. Despite Mitch’s superior administrative skills, however, a number of employees had complained to Connie that he was a poor listener and never took personal requests into account when schedules were set. He also had a temper and would occasionally unleash a public tirade against employees who made mistakes. Connie was very good at smoothing ruffled feathers. Connie met with Mitch and told him that he would need to take direct responsibility for all interviewing, hiring, and training—not just with Englishspeaking employees, and that the corporate office was asking for a 5 percent reduction in the error rate on customer orders. Mitch felt that Connie was unnecessarily focusing on his weaknesses, and his anger displays to staff became more frequent. •

Questions: Do you believe that Mitch’s former boss did an effective job of management development? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Should Mitch be pleased because he received a bonus each year? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------What counsel would you give Mitch at this time? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------How should Connie manage the current situation with Mitch? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

8. Encouraging teamwork â&#x20AC;&#x153;So all the men of Israel got together and united as one man against the cityâ&#x20AC;? (Judges 20:11 NIV). A. Places organizational goals before personal goals

“Bear one another’s burdens, and thus fulfill the law of Christ” (Galatians 6:2 NASB). “Do not merely look out for your own personal interests, but also for the interests of others” (Philippians 2:4 NASB).

B. Proactively assists others in achieving goals

Jesus said to the blind man, “What do you want Me to do for you?” (Luke 18:41 NASB). C. Interacts effectively with colleagues and other teams

“For the body is not one member, but many.” (1 Corinthians 12:14 NASB). 1. Strives to understand entire scope of projects and business

“Do not merely look out for your own personal interests, but also for the interests of others” (Philippians 2:4 NASB).

2. Understands where own area of responsibility fits in

“So the craftsman encourages the smelter, and he who smoothes metal with the hammer encourages him who beats the anvil, saying of the soldering, it is good…” (Isaiah 41:7 NASB).

3. Listens

and

respects

all

view

points

insure

effective

understanding

“Concerning him we have much to say, and it is hard to explain, since you have become dull of hearing” (Hebrews 5:11 NASB).

4. Shows up to team and group meetings

“As iron sharpens iron, so one man sharpens another (Proverbs 27:17 NIV).

5. Is prepared with completed assignments and information at eetings, including work needed by other team members timely

“Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress” (1 Timothy 4:15 NIV).

6. Insure own staff is well informed and corporative with team needs

“For whatever a man sows this he will also reap” (Galatians. 6:7 NASB).

7. Knows when to back off from own positions when necessary for the team

“…every man did what was right in his own eyes…” (Judges 17:6

NASB). “…shun foolish controversies” (Titus 3:9 NASB). D. Treats all people with respect and dignity

“My brothers, as believers in Jesus Christ, don’t show favoritism” (James 2:1 NIV). 1. Effective listening to all colleagues

“Take care what you listen to. By your standard of measure it shall be measured to you…” (Mark 4:24 NASB). 2. Taking time to understand diversity

“That you esteem them very highly in love because of their work. Live in peace with one another” (1 Thessalonians 5:13 NASB). a. Cultural

b. Ethnic c. Individual background d. Christian and non-Christian alike

3. Taking time with different people

“Do not be haughty in mind, but associate with the lowly. Do not be wise in your own estimation” (Romans 12:16 NASB). Case Study: Prairie Bakery Prairie Bakery, a $200 million business located in Indianapolis, was installing a new computer system. Paul, the CEO, wasn’t very enthusiastic about the new project—especially the time and expense involved—but he knew that something needed to be done. He appointed an ad hoc project committee, with himself as chairman, that included Elaine (Prairie’s CFO), Garrett (VP Sales and Marketing), Leslie (VP Baking Operations), Tom (IS Director), Richard (VP Non-Baking Operations), and Sandra (Personnel Manager). At the first meeting, Paul explained that the purpose of the committee was to assess possible software vendors, evaluate those vendors, and then select a system to take Prairie Bakery into the future. “Although I will chair the group, Tom, as our IS Director, will lead most of the meetings and do a lot of the legwork. And I know we’ll all pitch in and do our part.” Tom passed out packages from four software providers—each between 37 and 95 pages long—and explained that they should be read prior to the next scheduled meeting in three weeks. He also instructed the committee members to bring questions and be prepared to discuss how each software option would affect their part of the company. Tom concluded by saying how excited he was that the bakery was taking this giant step into the future. At the next meeting, Paul explained that he had not yet read the proposals, because he wanted to hear from the operations people first. Garrett was disgusted that none of the packages had a sales module. Richard brought seven pages of notes and was prepared to raise many questions about how the plans would interact with each department. Elaine had focused mostly on the cost of

each plan, and had skipped reading most of the detail. Leslie was frustrated that the various software options integrated most of the company but did little for baking operations. Sandra was confused about why she was on the committee at all. When Paul asked Tom to solicit feedback about the proposals, Richard started peppering the IS Director with questions, raising many issues for Tom to obtain further information. Garrett complained that because the systems failed to address sales issues, they were merely production and accounting packages. He asked to be excused from future meetings. Elaine shared that only the lower-cost plans should be considered, based on budget considerations. When Leslie handed out a baking software package she had seen at a trade show, asking that these items be integrated into the overall solution, Tom exploded. “This is an entirely different platform than anything we are considering!” Sandra remained silent. Paul then took charge of the meeting. “Well, we have our assignments. Tom, please look into Richard’s questions, and get together with Leslie to discuss her perspective. Garrett, you’re right; this isn’t a sales package. So you don’t need to stay on the committee. You can spend the time getting more business.” Nine months later, an $11 million dollar system was installed. Richard was pretty happy with the package, but immediately there were problems. Garrett fumed that special orders were not segregated from regular orders, making it difficult to track special orders from his customers. The changes needed to integrate the baking module cost $1.5 million more than planned, which frustrated Elaine. Because employees were unfamiliar with the new system, errors increased, pushing up costs and reducing customer service. Within three months of installation, sales were down 5 percent. Tom was fired and Sandra resigned, tired of dealing with all the HR problems created by the failing system. The share price of the company’s stock had dropped by 40

percent, and annual bonuses were canceled for the staff. A week later, Paul announced his early retirement. â&#x20AC;˘

Questions: Who demonstrated the best team perspective? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------How could Paul have set up the first meeting more effectively? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Did each person have a major stake in the outcome? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

What should have been Sandraâ&#x20AC;&#x2122;s role on the team? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------How would you have set up the team project differently?

9. Flexible and accommodating to new ideas

“A wise man has great power, and a man of knowledge increases strength” (Proverbs 24:4 NIV). A. Always striving for continues improvement

“…every branch that bears fruit, he prunes that it may bear more fruit” (John 15:2 NASB).

B. Encourages new and innovative ideas from others

“Intelligent people are always open to new ideas, in fact, they look for them” (Proverbs 18:15 NLT). 1. Ask for input from staff

“Nor do we claim credit for the work someone else has done” (2 Corinthians 10:15 NLT).

2. Be aware what competition is doing

“You are proud because you live in a rock fortress and make your home high in the mountains, ‘Who can ever reach us way up here?’ You ask boastfully. Don’t fool yourselves” (Obadiah :3 NLT). 3. Stay close to customers—look for new ideas

“The fastest runner doesn’t always win the race, and the strongest warrior doesn’t always win the battle” (Ecclesiastes 9:11 NLT).

a. Customer driven b. Market driven c. Future driven

“…she did not consider her future. Her fall was astounding…” (Lamentations 1:9 NIV). 4. Stay current in field C. Accepts and enthusiastically adapts to better ideas and strategies

“When pride comes, then comes dishonor, but with the humble is wisdom” (Proverbs 11:2 NASB).

Case Study: World Auto Repair World Auto Repair is a national chain of auto repair garages with 235 locations, mostly in the Midwest. Dennis was the Southwest operations manager, overseeing 27 locations in West Texas, New Mexico, and Arizona. He reported to Bill, the VP of branch locations, and was responsible for overall profitability, cost 46

control, local sales and promotion, inventory management, and hiring garage managers. The company typically earned a margin of 11 percent nationally on sales, but historically the margin in the Southwest region was 9 percent. Bill met with Dennis in January and told him that margins in the Southwest region needed to improve by 2 percent by the end of the year. Dennis was annoyed and told Bill that things were different in the Southwest, compared to other regions of the country. “Besides,” he said, “the division is making money.” Bill explained that each facility was expected to improve its margins each year and Dennis needed to develop a plan within 30 days for his approval. A follow-up meeting was scheduled for six weeks later. Two weeks later, Dennis held a retreat for the garage managers in the region. Key suggestions for improvement included the following: •

Spend more on advertising.

•

Give more “specials” as an incentive to win new customers, and then sell them more work.

•

Raise prices by 7 percent (2 percent more than expected cost increases) to obtain the needed margin.

•

Improve inventory control, to save on inventory expenses.

•

Start advertising in Spanish, and hire bilingual staff to appeal to the growing Spanish-speaking population.

•

Close three garages that were declining in sales and in areas that were declining economically. One was losing 2 percent, another was earning only 3 percent, and the other was earning 4 percent.

•

Ask that the corporate overhead allocation be reduced.

At the follow-up meeting, Bill refused to listen to the idea of developing a Spanish marketing plan. “We just market effectively to everybody,” he said. When Dennis tried to explain that the market in the Southwest was different, Bill said, “No, one country, one marketing campaign.” Bill also torpedoed the idea of closing any outlets, saying, “We never close anything, we just go forward. Just make ’em work.” Dennis then suggested raising prices slightly at the unprofitable locations to cover the higher operating costs. Bill said that pricing was a national thing and would not change. Dennis admitted that he had not done a satisfactory job of keeping parts inventories at the right levels, but he was already taking action to adjust inventories, which would save $60,000 a year. Dennis was authorized to increase the marketing budget but would be held accountable for the results. He wanted to change some of the advertising to appeal to the regional clientele, but Bill said no. All TV, radio, and newspaper advertising was developed by the marketing experts at the corporate office. •

Questions: What counsel would you give Bill? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------What counsel would you give Dennis? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------What are Dennisâ&#x20AC;&#x2122;s prospects for achieving the required target? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Which ideas did Dennis seem to embrace, and which did he not embrace? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Who seemed more defensive? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------D. Treats mistakes as learning opportunities

â&#x20AC;&#x153;Better a poor but wise youth than an old but foolish king who no longer knows how to take a warningâ&#x20AC;? (Ecclesiastes 4:13 NIV).

10. Application A. Identify and implement three steps you an take to enhance customer service and insure integrity. B. What three steps can I take to improve my stewardship over time and treasure at work? C. How can I ensure I treat all employees fairly? D. What changes can I institute to insure all situations are fairly evaluated? E. What steps can I take to become a more effective listener?

F. Identify one situation where you have not communicated directly and honestly, and rectify that situation.

G. Am I blocking any negative feedback?

What steps do I take to

encourage

negative as well as positive feedback?

H. Am I a solid team player, and how can I improve?

I. Identify and implement one new idea previously ignored.

“If the ax is dull and he does not sharpen its edge, then he must exert more strength” (Ecclesiastes 10:10 NASB). •

Questions

Dig deeper and learn more (Optional) This section includes various support material for further inspiration and encouragement and relates to the material covered in this section ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Name

Date of completion 51

307 A

Integrity

307 B

The world needs men

307

Seven promises

C 307

Maintain your ethical edge

D 307 E

Dealing with bribery

307 F

Code of Ethics

307

Business ethics and the holiness of God

G 307

Business ethics and the justice of God

H 307 I

Business ethics and the love of God

307 J

Are you willing to implement biblical ethics in

307 K

business and live with fallout Ethics - Integrity

307 L

Rationalizations

307

Compromising Our Ethics Facing Tough Ethical Decisions?

M 307

Eight Questions To Ask W hen Facing Ethical

Decisions

Often

Make

W hen

Progress Report James 1:22-25 â&#x20AC;&#x153;Do not merely listen to the word, and so deceive yourselves. Do what it says. Anyone who listens to the word but does not do what it says is like a man who looks at his face in a mirror and, after looking at himself, goes away and immediately forgets what he looks like. But the man who looks intently into the perfect law that gives freedom, and continues to do this, not forgetting what he has heard, but doing it-- he will be blessed in what he does.â&#x20AC;? (NIV) Name and Number of Module ________________________________________ 52

Participant’s Name: ________________________________________ The Biblical Truths (Principles) I learned from this module: ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------I intend to apply this Truth (Principle) in my business by: --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------________________________

_______________________

Participant

Date

Acknowledgement Steve Marr consults with business and organizations bringing a national and international perspective to achieve improved vision, focus, quality, and management effectiveness in today’s competitive environment. Effective practical assistance is provided to the business person or ministry leader. Steve’s radio feature “Business Proverbs is heard on worldwide, including armed Forces Service radio For more information visit www.stevemarr.org

Material adapted by Dr. Mario Denton Mario is the International Field Continental Programme Director – Market-place for Crown Africa, the Africa Director for FCCI (The Fellowship for Companies for Christ International) and the CEO of Strong Message Business Consultancy. He is an international teacher and industrial psychologist and uses his strong academic and corporate background and his uniquely effective coaching to help people tap into their inner being; to utilise their strengths and expand their skills to make a difference in the workplace. He and his wife, Mariene, are based in Cape Town, South Africa, and are blessed with three grown sons. Copyright. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by an information storage and retrieval system without permission. Regarding permission to reprint material from this material, please write to Dr Mario Denton: Unless otherwise noted, Scripture quotations are from The Holy Bible, English Standard Version, copyright © 2001 by Crossway Bibles, a division of Good News Publishers. Used by permission. All rights reserved.

Crown Companies Legacy Leaders Providing mature business leaders an opportunity to continue to use their skills productively for the Glory of God.

Do you desire to pass on the baton to business leaders to transform their business? Legacy leaders are business leaders who have a desire to continue to use their skills productively to mentor and coach and train the other business leaders as well as training the next generation of business leaders for the glory of God Crown Companies exists to equip and encourage business leaders to operate their business and conduct their personal lives according to Biblical principles Legacy leaders •

Are experienced in business

•

Understand and are committed to the vision of CROWN Companies

•

Have implemented biblical principles in his or her own personal life and business

•

Are mature in the Christian faith and are of proven character

•

Have a passion to see other business leaders succeed as determined by God’s standards

Legacy leaders may possess: •

The capability to be an encourager, coach, mentor and discipler.

•

The ability to provide wise business counsel to other business leaders

•

The time and or resources to come alongside other business leaders

Teach us to number our days that we may present to you a heart of wisdom.” Psalm 90: 1 Legacy leaders serve in a wide variety of capacities, including: •

Mentoring individual business leaders

•

Working with groups of business leaders

•

Serving as a ambassador for CROWN Companies your church and community

•

Traveling abroad to assist in business leaders in other countries

Do you want to make a difference in the lives of others for eternity? How can you serve the Lord as a legacy leader and begin sharing all that the Lord has entrusted to you? 1. Pray now where the Lord will use you in the lives of other business leaders to impact the Kingdom of God for His glory 2. Contact Crown Companies at mario@crown.org.za or the Crown companies office at 3. Visit our website at www.crown.org.za for more information, tools and resources and become a member to enjoy the support, counsel, fellowship of other members and extensive material that are available

Crown Companies: Reclaim the workplace for Christ

Is the vision of your church also to bring the people of your community into a life -transforming encounter with the Kingdom of God? The workplace is a key battle ground for achieving the above vision. Mature and equipped believers should live their faith in the workplace. But many need help in understanding what that means as well as support in carrying it out If you want to live your faith in the workplace, we helping to make it more effective of God’s Kingdom on earth, then we at Crown Companies want to come alongside you with support and equipping you. Our mission and intention is to develop flexible training programmes and processes to assist you in this regard Imagine a workplace where ….. •

There were biblically-based, explicitly defined values

•

Ethics and integrity are paramount

•

Love and servant leadership governed relationships

•

Pursuit of excellence was the norm

•

Collaboration was sought but obedience and commitment to final decisions wee followed

•

Selfish ambition was nonexistent

•

Accountability was enforced – in a supportive manner

START WITH A WORKPLACE MINISTRY IN YOUR CHURCH Equip your workplace leaders to become ministers Helping them to become sensitive to the lost Help the workplace leaders of your church get a vision for joining God in the workplace ministry

Crown Companies: Become the business leaders God intended you to be Sometimes it is a matter of survival but you have to become the business leaders God intended you to be. The purpose of Crown Companies is to help business leaders: •

Draw closer to God

•

Establish a committed and vibrant relationship with the Lord

•

Develop deep, meaningful relationships with like-minded peers

•

Learn what it means to run a company for Christ

•

Help other workplace leaders to do the same

This is accomplished through •

Monthly leadership groups

•

Workplace conference

•

Materials and resources and Training on our website

Love the Lord your God with all your heart and with all your soul and with all your mind and with all your strength.’ The second is this: Love your neighbour as yourself. There is no commandment greater than these. Mark 12:30-31 Search the untold riches of the Bible to find scriptural perspective for operating a company as a steward of Christ with like-minded peers and colleagues. Join a small group facilitated discussions relevant to 58

•

Sales and marketing strategies

•

Effective time management

•

Cash flow and profit

•

Planning goals and implementation

•

Motivating people

•

Problems solving

For my thought are not your thoughts, neither are your ways my ways, declares the LORD. As the heavens are higher than the earth, so are my ways higher than your ways and my thoughts than your thoughts Isaiah 55: 8-9 START WITH A SMALL GROUP DISCUSSION IN YOU AREA Do you need someone to pray with you – someone who understands the pressures of running a company, someone who cares? Do you desire to integrate your Christian faith into the daily operations of the business God has entrusted you? For more information on a small group in you area contact Dr Mario Denton at mario@crown.org.za

And I say unto you, “ Ask , and it shall be given to you; seek and ye shall find; knock, and it shall be opened unto you. For every one that asketh receiveth; and he that seeketh findeth; and to him that knocketh it shall be opened. ‘. Luke 11: 9-10

Crown Companies: Every believer a minister in the workplace Common dilemmas in the workplace •

Isolation: Feeling the pressure of being responsible for many people

•

Need encouragement but rarely received it

•

Need people that they can honestly communicate

Equipping the workplace You have an opportunity to make a difference in the workplace God has called you. Meet monthly with other business leaders to receive instruction and training from other top business speakers on how to integrate your Christian life into your business Form a small group of leaders who serve one another in a well-informed, support group where burning issues like the following can be discussed •

Develop a strategic plan tailored for each member’s business

•

Developing an action plan for ministry

•

Developing your company’s mission and vision

•

Product and service excellence

•

Giving back to the Lord

•

Long term financial planning 60

•

Building a high performance team

•

Hiring smart

•

Sharing your faith in the workplace

•

Problem solving

•

Customer service

START WITH A LIFE-CHAINGING SMALL GROUP DISCUSSION IN YOU AREA Do you desire to integrate your Christian faith into the daily operations of the business God has entrusted you? For more information on a small group in you area contact Dr Mario Denton at mario@crown.org.za

Building an Ethical Workplace – God’s Way For Business and Professional People

Cape Town DATE: 21 September 2006 61

PLACE: Durbanville Conference Centre TIME : 08h30 – 16h30 COST: R200 per person Cost includes meal and course material

RickBoxx, President and Founder of Integrity Resource Centre, is an internationallyrecognized author, speaker, management consultant, CPA, former bank executive,and entrepreneur. IntegrityResourceCentre is a non-profitministry that teaches and equips business leaders who have a passion to leadwith biblical integrity, who are frustrated with ethical issues, or overwhelmedwith financial decisions. Through seminars, speaking engagements, resources, andcounselling, Integrity Resource Centre is impacting workplaces forChrist.

T HE P RESENTER

Rick has authored “How To Prosper in Business…

Without Sacrificing Integrity,” his latest 10 week small group study called “Work That Matters,” and authors a weekly broadcast email called Integrity Moments which reaches and impacts in excess of 1,000,000 leaders around the world. He has also been featured on nationally syndicated radio programs such as “Moody’s Mid-Day Connection,” “Life Perspectives,” and Crown Financial Ministries “Money Matters.” In addition to teaching Crown Ministries, “Business by the Book” workshop, Rick has spoken to numerous men’s ministry groups, churches, rotary clubs, and many other Christian and business organizations. Some of his most requested talks include: • • • •

Your Work Matters Walking with Integrity Business Ethics From a Christian Worldview Putting Your Money Where Your Faith Is

• •

Eliminating Debt Integrity in the Workplace

C ONTENTS

OF THE

S EMINAR

Is God pleased with your workplace? Is your business known for its integrity…or its lack of integrity? This interactive workshop will use case studies, Bible teaching, and discussion to help you sharpen your integrity, and build a workplace with which God would be pleased, and with whom others will desire to do business. In this workshop you will learn: • • • • • •

Why integrity is important A biblical worldview on business ethics The formula for integrity at work Five pillars of integrity The 3 biggest challenges to an ethical workplace Practical steps to building integrity in your staff

A W ORD C ROWN

FROM

J AN S TRYDOM – C ONTINENTAL D IRECTOR

I had the privilege to meet Rick during November 2005 at the International Conference. I found him to be passionate for the Kingdom and very qualified to teach in the area of financial stewardship in the marketplace and especially in the area of "Integrity in Business". He has written a book in this regard and put together material to help the Body of Christ in this arena. I am therefore delighted when he agreed to come to South Africa to conduct a seminar for us - here in Cape Town, South Africa. I support and recommend this seminar to all persons in business and want to encourage you to attend - it will be a worthwhile investment. With regards

Jan Strydom Continental Director of Africa

T O R EGISTER Complete this document by clearly printing your details in the space provided below. It is important that one form is completed for every person that will be attending. Please fax this completed form with proof of payment to the following number: 021-9753050. More information, contact Tracey at 021-9750226.

PLEASE REGISTER BEFORE 17 SEPTEMBER 2006 R EGISTRATION

DETAILS :

Full Name: P OSTAL A DDRESS : C ITY : P ROVINCE T ELEPHONE N O . E- MAIL :

C ODE : C ELL :

P AY : Family Life Training A T : Nedbank Business Inland I NTO : Account N UMBER : 1470035138 E LECTRONIC B RANCH C ODE : 147005

Cheque