Professional Documents
Culture Documents
by Larry Julian
Adams Media © 2002
272 pages
Focus Take-Aways
Leadership & Mgt.
• Mesh your spiritual world into your work world to avoid burning out.
Strategy
• Rise above day-to-day business pressures and see the big picture.
Sales & Marketing
• Trust God to help you find meaning and purpose at work. He has you there for
Corporate Finance
a reason.
Human Resources
• There is a difference between success and significance. Prioritize being significant
Technology & Production over being successful.
Small Business
• Have the courage to put your ego aside and listen to God’s call to you.
Economics & Politics
• How you act in the workplace is a strong indicator of who you are as a person.
Industries & Regions
• If you try to control everything, you’ll fail. Surrender control to God and you will
Career Development
experience peace.
Personal Finance
• When faced with a hard decision, turn to God before making a move.
Concepts & Trends
• A good leader considers employees’ needs over the bottom line.
• Remain true to what is most important to you.
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Abstract
Let Your Faith Define Who You Are
Doing God’s will and running a profitable company doesn’t have to be a dichotomy. In
fact, when you integrate God into your work world, pressures that were once stressful
will empower you. If you prioritize your Godly ideals, over time you will have happier,
more productive employees, which translates into higher longer-term profits, according
“God and business
do mix.”
to testimony from successful executives who walk their talk of faith and spirituality.
“The knowledge C. William Pollard heads ServiceMaster, a company that serves a higher purpose.
that we live our Although ServiceMaster is publicly held, its mission statement calls for placing God
life with God’s help
provides the confi -
above profits. Shareholders have offered some resistance, but the firm’s leaders agree that
dence, conviction, Godliness provides every employee with dignity and worth. Their goal is to create an
and focus that will environment that starts with God, and accepts and maximizes the potential of its 250,000
move us forward employees. Pollard feels this philosophy has made ServiceMaster profitable.
regardless of cir-
cumstances.”
Principle 2: Success Means Doing Something that Matters
Bob Buford, founder of the Leadership Network Cable Company, learned the hard way
about what is important in life when his only son drowned. Bob learned that success
God is my CEO © Copyright 2004 getAbstract 2 of 5
is temporary, that his fast-paced work world would end some day and he would face
eternity. He decided to give his business focus an faith-based perspective. He has
“When a person dedicated the second half of his life to the Leadership Network, an organization he
humbles himself founded to support the leaders of large churches.
before God, things
change: priorities, As a multi-millionaire, Jerry Colangelo already has any material possession he could
attitudes and rela-
ever want. He is the owner of the Phoenix Suns Basketball Club and the Arizona
tionships.”
Diamondbacks Baseball Club and he knows what it’s like to be successful in a worldly
sense. However, the life he leads matters more than the things he has. Jerry says his
relationship with God helped him move his focus off of himself and onto others. His
priorities are God first, then family and then making a difference in the community.
“It takes courage Archie Dunham, CEO of Conoco, Inc., a large oil company, learned about patience when
to listen to God he was asked to chair a church building committee and became impatient about the
with a totally
honest heart. It
resistance he faced. An elderly Deacon put it in perspective. He asked Dunham if he was
takes greater cour- trying to solve the problem himself or if he was seeking God’s will. Answering honestly,
age to follow Archie knew he was leaving God out. After that, Dunham says he handed the problem to
through on what God, and found it solved six weeks later. As a result, he explains that he gave God control
we hear.”
of his career, which blossomed almost instantly. He went from being a middle manager
to Chairman of the Board.
God is my CEO © Copyright 2004 getAbstract 3 of 5
Principle 5: Lead by Your Actions
Jeff Coors, former president of Adolph Coors Brewing Company, has a deep personal
“Many leaders call relationship with God, but his inability to integrate his faith into the workplace provoked
on God like they a personal crisis. His task-oriented nature caused him to lose sight of what God wanted.
call on a consul- Instead of being still and listening to God, Jeff was checking tasks off his list. Jeff found
tant, to help them
with their prob- peace only when he learned how to make the distinction between working for God and
lems.” being with God.
John Beckett’s wake-up call to integrate his faith into his work came when the 30
employees of the R.W. Beckett Corporation, a manufacturer of oil furnaces, decided
to try to unionize. After a great amount of prayer and the advice of a good lawyer,
John gave his employees three commitments. He would: 1) blend a compassionate
environment with accountability to create excellent results; 2) commit himself to
employee development and 3) create a culture where family is more important than work.
John backed these commitments with tangible actions and, in the end, his employees
decided not to unionize.
“Does our faith Principle 6: When Things Are Out of Control, Trust God
define who we are Sometimes to maintain control you first need to give it to God. As CEO of Piper
at work, or do Jaffray Companies, Inc., a respected investment firm, Tad Piper was devastated when
the business rules
define who we his 100-year-old company was forced to go bankrupt in 1996. After weeks of trying to
are?” fix the business and getting nothing but exhausted, Tad gave God control of the situation
and refortified his faith. He became a calmer, more rational leader and the firm rose out
of bankruptcy and thrived.
Jim Secord knows about the kind of stress that change can bring. His company, Lakewood
Publications, was sold three times within 16 months. Lakewood prospered, but its
employees underwent tremendous uncertainly. Jim knew that he couldn’t stop the changes,
but based on his faith, he felt he could seek hope and minimize damage by staying in
touch with his workers, displaying integrity and preparing them for the inevitable layoffs.
Although it was a difficult time, the employees appreciated Jim’s support.
“God has defined Principle 7: Between the Lesser of Two Evils, Choose Good
success His own KLGT-TVs most profitable program was “The Jerry Springer Show,” but its low moral
way, not the value forced Linda Rios Brook, the station’s general manager, to make a decision about
world’s way; and
He’s provided a whether or not to continue to run it. The program’s ratings and revenues were high, but
plan for you to suc- it just didn’t jive with the station’s family-friendly agenda. Linda considered how God
ceed His way, not would want her to handle it and decided to use the show as an opportunity to offering
your way; and His
timing, not yours.”
counseling for people in crisis. She put a crawl on the bottom of the TV screen that
directed people to a biblically-based crisis counseling center in the area. The response
was overwhelming. Linda concluded that because of Jerry Springer’s show, thousands of
people reached out for help.
Brenda Scott had two strikes against her when she became CEO of the Mobile
Convention and Visitor’s Corporation: she was African-American and female. Brenda
inherited an all-male board and an organization beset with serious racial tension. She
asked for God’s help, refused to be intimidated and took the time to listen to her
constituents. Since she became CEO, her organization earned a listing in “Top 50
Convention and Visitor’s Bureaus.”
“Gratitude unspo-
ken is ingratitude.” Principle 8: Servant Leaders Serve Their Employees
A leader, or — even better — a servant-leader, serves others. Employees at Colle &
McVoy are free to be creative without the fear of making a mistake thanks to the servant
God is my CEO © Copyright 2004 getAbstract 4 of 5
leadership of Jim Bergeson. Jim is a disciple of the philosophy of putting people over
profits and he consistently puts the needs of his employees and clients over his own
“I make it very needs. In response, his employees are loyal and they deliver top-notch results, which in
clear that no one turn makes clients happy.
can claim to be
a better human Although he has a completely different style, Horst Schulze runs his hotel company in
being than
much the same manner. He closely follows the biblical principle of making sure all of his
another. A dish-
washer is as employees maintain their dignity and receive the respect they deserve. In addition to the
important in this intrinsic value of letting people know their worth, he has one of the lowest turnover rates
organization as a in the industry.
vice president.”
Principle 9: To Balance Employees and Profits, Put People First
It’s the age-old dilemma: how to balance the needs of employees with the needs of the
bottom line? The answer is you don’t. Instead you integrate them. Andrea Ritchie was
torn. She had to choose between laying off 30 employees or jeopardizing Northwestern
Travel Management’s bottom line. Through prayer and wisdom, Andrea chose to keep
the employees and to deal with the pressure of trying to recoup lost revenue. She felt
her decision was based on what God wanted her to do and it worked. Not only did the
bottom line prosper, but employee morale rose significantly because Andrea had built an
environment of trust.
When Ken Melrose became CEO and Chairman of The Toro Company, he radically changed
the culture of the turf maintenance equipment manufacturer. He shifted from focusing on
“How can I teach profits to focusing on employees. He backed his philosophy with action. Ken and his team
the 13-year old incorporated the biblical principle of servant leadership and involved employees in building
boys in my Sunday the business. The result? Committed employees and contented customers.
School class to
observe the Lord’s Principle 10: Avoid Burnout by Putting First Things First
day if cash regis-
ters are jingling in Chick-Fil-A, the 1,000-unit fast food restaurant chain, is never open on Sunday. Founder
my restaurants?” and chairman S. Truett Cathy strongly adheres to his belief in observing a Sabbath.
Statistically he could make an additional 20% in Sunday sales, but he says that doesn’t
matter. He believes there is more to life than work. He encourages employees to spend
time with their families.
More than 30 years ago, Bob Naegele, Chairman and Co-owner of Rollerblade, came
to understand that God deeply cared about him and whether he succeeded or failed in
business. That knowledge transformed Bob and taught him to focus on the important
things in life. He showed his 280 employees how much he valued them by giving them
monetary gifts totaling more than $4 million when 50% of Rollerblade’s shares were sold
to Nordica, an Italian ski boot manufacturer. He came to embody the biblical description
of the “cheerful giver.”