Are Our Beliefs Stunting Our Businesses?

By Dave Kahle

“For my whole life, I was led to believe that we were the richest country on earth. Now, I see that we are the poorest. It’s like my whole life has been wasted.”

This comment comes from John, the 80-year old father of one of our Albanian foster children, who was visiting the USA and our home for the first time in his life. He had lived his whole life under the communist government of Albania – one of the most oppressive in the world — and was now venturing out of the country for the first time. We couldn’t help but feel for him. He had been led to believe a lie, and that belief shaped his actions and his attitudes, and organized his life. Now, at an age where there was little to be done about it, he regretted his life lived in accordance with a belief that turned out to be false.

While not nearly as poignant and heart-breaking as John’s experience, we all allow the same thing – false beliefs – to impact our thinking and therefore, our businesses and our lives.

For the past 30 years, I have served as a sales consultant, trainer, and speaker. I have worked with at least 459 businesses and served thousands of others in seminars and speaking engagements. In all of this experience in the trenches, I’ve made some observations about what it takes to build a successful, thriving business – and what hinders the growth of those businesses who have the potential for great things, but languish in mediocrity.

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Damaging Beliefs About Work and Missional Calling

by Larry Sharp

In recent years I have taken notice of what pastors have stated on topics related to Business as Mission (BAM), the theology of work and the Great Commission. Here are some comments which give me particular concern and have caused me to wonder how typical they are or if they are part of the cause for the slow growth in the BAM movement.

I was part of a workshop at a BAM conference designed for pastors with about 30 in attendance. At one point after much had been presented and then discussed by the group, one pastor remarked that he was not in agreement with some things because “after all work was a result of the fall of man.” I was shocked, and wondered how long it had been since he read the book of Genesis.

The truth:  God is a God of work demonstrated in the creation of all things, and then He gave a job description to the earth’s first human inhabitants.

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Not the Typical Strategic Plan: Creating Plan for Performance Part 2

by Bill Cousineau

In Part 1 – A Planning Process for Breakthrough Performance, we discussed the issues of traditional strategic planning. We summarized it by saying that in too many instances, the polished business plan is nothing more than a highly thought-out collection of concepts and ideals, tied together by wishful thinking. None of which result in customers flying through their doors with money in hand, nor in an organization that is united, focused and intentional in its execution.

By contrast, the Strategic Action Plan describes how an organization defines success and how it intends to create value for its stakeholders, customers, and team members. The critical distinction is that this is a living document that does not sit on the shelf collecting dust. This document is used to not only guide priorities and decisions, but it is a plan that is measured, tracked, monitored, and discussed regularly.

Before you begin to create the Strategic Action Plan there are critical prerequisites and five steps in the process:

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Not the Typical Strategic Plan: Planning for Performance Part 1

by Bill Cousineau

Some years ago I worked at an Aerospace company. At one offsite location, a man by the name of Dave Hanna coined the phrase, “Every organization is perfectly designed to get the results they are getting!” That phrase has always stuck in my mind. Think about it: As leaders in business we may find ourselves plateaued or under-achieving our organizational goals. These times call for us to look deeply at every aspect of our business and leadership to determine why the desired results are yet unattained.

When a business really takes this key statement to heart, they begin to peel back the layers of their company and come to reveal the deficiencies in their strategic planning process. My experience has shown that as leaders examine their planning process, they realize they do not have consistency of purpose. Their organizations tends to work as silos, optimizing their individual silo at the expense of the larger organization.  How can this happen?  No matter how much time Executive Teams spend preparing for and conducting their Strategic Planning session, their plans fail to achieve the desired results.

In Part 1 of this article, we will discuss the difference between traditional strategic plans and developing plans that engage the organization for breakthrough performance.

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6 Reasons Why Your Vision May be Failing (And What to Do About It)

by Chris Cloud

Since there are many excellent articles on Vision Casting out there, I have decided to come at this from a different angle. My question is: Where is a vision likely to fall off the rails? I’d argue that most individuals, and most organizations, are not guided by a clear vision.

I have been a part of a few organizations that nailed it, and a few that could have achieved so much more if they had a clear vision and steered towards it. I’ve also consulted with dozens of companies regarding their brand and strategy, and inevitably vision comes up as one of the most powerful elements of growth and impact.

Without a vision, the people perish. – Proverbs 29:18

Here are some simple observations on where a vision commonly goes off the rails, and what to do about it. Note: I believe a clear vision is just as transformative, and sadly, just as rare for an individual as it is for a group or organization. So even if you aren’t leading a company, this is for you.

Where do Visions Fail?

Lack of Clarity: “What exactly is our vision?” It’s either too complicated, or it’s too ambiguous. Keep it simple enough for a 4th grader to understand. Poor vision: “we’re going to be big and successful one day”. What does that even mean? Strong vision, “We’re going to put all of the world’s information online.” (Google’s vision). It’s clear. It’s stupid simple, though it’s not easy by any stretch. It’s ambitious, almost pretentious, but it’s compelling. It conjures up visceral imagery. The old explorers were great at this. For example, Ernest Shackleton’s vision was, “To accomplish the first crossing of the Antarctic continent.”  Read more

Spiritual Relationships, Courage and Your Next Big Business Decision

By Dave Kahle

I’m facing a big business decision – whether to invest a significant portion of my retirement funds into a new venture whose financial success is hardly assured. At the same time, last week I worked with a friend who is faced with a very similar decision, whether to invest a big portion of his wealth into a new venture.

Of course, I’m going to use all the analytical tools I have accumulated over the years. We’ll create a best and worst case proforma, do all the due diligence we can on the potential revenue and costs, attempt to identify the potential risks and put in place strategies to mitigate them. All this will make the decision a bit more clear and make us feel a bit better, or worse, about the decision. I’ll recommend my friend do the same.

Unfortunately, none of this worldly effort will uncover the answer to the ultimate question: Is this what God wants us to do? If the answer is a clear and unambiguous “YES,” then all the analytics and due diligence won’t matter. And, if the answer is a definite “NO,” then all the numbers we created will prove to be inconsequential.

Acquiring that “clear and unambiguous yes” is the first challenge. There are a number of excellent books written on the subject of discerning God’s will for your life, and for the big decisions within it. We’ll save a detailed exposition of that for a later post.

Probably the most important element of discerning God’s will in your life is your personal relationship with Him. If you have lived long enough and struggled mightily enough to have entered into something approaching a conversational relationship with Him, then you’ll be secure in the direction you get from Him. If he truly is the senior partner in your business, then you should know Him well enough not to have to guess at his direction.

In a very real and tangible sense, the closer your relationship with Him the more secure you can be in the direction he points you, and the decisions that you must make along the way. Building an ever-growing relationship with God is, then, a mature and wise business strategy.  Read more

Leadership Character Trait #7: Personal Courage

By Dave Kahle

In a previous post, I wrote that qualities of character in the CEO were a more important indicator of business success than the business model. In this following series of posts, I’m going to share those qualities that I believe mark a great business leader.

Leadership Character Trait #7: Personal Courage

In this series, I have argued that the following character traits are important for a business leader:

An unquenchable work ethic

An ability and propensity to learn

A continuous quest for MORE

Unwavering self-control,

Rock-solid integrity, and

A Pervasive sense of humility.

To that list, I am adding the seventh and final: personal courage.

I don’t mean to imply that this is the full portrait of a successful business leader. There are dozens of other attributes that will enhance his or her’s ability to work with others and be successful. But, these seven traits mark the essence of a business leader’s character: Without a significant dose of each, his/her career will be somewhat stunted and fall short of the heights to which it could reach.

Understanding Courage

The Oxford Dictionary defines courage as the ability to do something that frightens one. Wikipedia adds this:

Courage (also called bravery or valour) is the choice and willingness to confront agony pain, danger, uncertainty or intimidation. Physical courage is courage in the face of physical pain, hardship, death or threat of death, while moral courage is the ability to act rightly in the face of popular opposition, shame, scandal, discouragement, or personal loss.

While few business leaders face threats that call for physical courage, they need moral courage to accomplish anything of substance.

Starting a business enterprise almost always requires the entrepreneur or leader to face personal loss. Typically, it is the income associated with the job they are leaving to start a business, and often they must use their homes as collateral to acquire that first business loan. The prospect of personal loss is very real, lingering just over the horizon.  Read more

Leadership Character Trait #6: A Pervasive Sense of Humility

By Dave Kahle

In a previous post, I wrote that qualities of character in the CEO were a more important indicator of business success than the business model. In this following series of posts, I’m going to share those qualities that I believe mark a great business leader.

Leadership Character Trait #6: A Pervasive Sense of Humility

I have already argued for the following essential character traits for a business leader: an unquenchable work ethic, an ability and propensity to learn and a continuous quest for MOREunwavering self-control, and rock-solid integrity. To that list I’m adding a pervasive sense of humility.

On the surface, it seems like an unlikely candidate for a leader. However, once understood, it becomes a bedrock trait and a powerful asset in the psyche of an effective business leader.

First, let’s understand it

Humility is often defined as the quality of being humble. The dictionary defines ‘humble’ as “showing a modest estimate of one’s own importance.” Synonyms include ‘meek,’ ‘deferential,’ and ‘respectful’.

It is often confused with a sense of weakness and obsequiousness, which is overly self-deprecating. There is nothing weak about humility. In fact, it takes far more strength to exhibit humility than it does to default to its opposite: Pride.  Read more

Leadership Character Trait #5: Rock-solid Integrity

By Dave Kahle

In a previous post, I wrote that qualities of character in the CEO were a more important indicator of business success than the business model. In this following series of posts, I’m going to share those qualities that I believe mark a great business leader.

Leadership Character Trait #5: Rock-solid Integrity

In my last few posts, I have argued for these character traits: an unquenchable work ethic, an ability and propensity to learn and a continuous quest for MORE, and unwavering self-control. To that list, I’m adding rock-solid integrity.

Understanding integrity

Integrity is often misunderstood. Many people consider it synonymous with honesty. While honesty is a component of integrity, it’s much narrower and finds its definition almost exclusively in communications with other people. One is honest with others and to other people. Integrity is larger and encompasses more of life.

Here’s the definition for the Oxford Dictionary: integrity: adherence to moral and ethical principles; soundness of moral character; honesty.

While we all understand honesty, it is the ‘adherence to moral and ethical principles’ that draws our attention. You cannot claim to have integrity unless you have a set of moral and ethical principles to which you adhere. Notice that there are two parts to this. First, you must have a set of moral or ethical principles. Then, it’s not enough to have them, you must consistently act on them.  Read more

Leadership Character Trait #4: An Unwavering Self-control

By Dave Kahle

In a previous post, I wrote that qualities of character in the CEO were a more important indicator of business success than the business model. In this following series of posts, I’m going to share those qualities that I believe mark a great business leader.

Leadership Character Trait #4: An Unwavering Self-control

Previously, I argued for these qualities: an unquenchable work ethic, an ability and propensity to learn and a continuous quest for MORE. To that list, I’m adding Unwavering self-control.

Specifically, that means that one exhibits the ability to control emotions, and to moderate words and actions. It has both a positive and a negative element to it. Let’s unpack this.

When it comes to controlling emotions, it means that you don’t let a flash of negative emotions erupt and produce negative results. For example, one of your customers may make a disparaging remark about your company, or one of your employees is late for the third time this week. Your natural tendency is to get irritated and defensive and let that emotion out in a way that may damage the relationship permanently. That’s a lack of self-control. On the other hand, if you catch yourself, take a deep breath, and choose your words and your reaction mind-fully, you are acting with self-control.

Not only do we need to control our negative emotions, but we need to proactively and intentionally spread positive emotions. The classic book, The One Minute Manager, builds the case for walking around, finding something that your employees are doing well, and praising them for it. In other words, intentionally and willfully developing the habit of praising specific actions and thereby spreading positive emotions.  Read more