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Lessons from Leadership: Interview with a Coffee Chain Owner

by Chris Cloud

The following interview is the fourth of a series of four interviews with missional business owners on the lessons they’ve learned about leadership.

 

Pete has established a chain of cafes and a hospitality training business in Asia. His business employs over 120 people and has trained staff for 50 other businesses.

1. What is your philosophy of leadership?

A test of leadership is that people around you are growing. If I want to look at whether my leadership is effective, I look around and see are my people growing as people, is their capacity increasing? Is my leadership creating capacity in others, making disciples, growing other leaders? That’s my benchmark, my measurement of leadership.

I realize now that a growing business is the only kind of business that can truly develop and grow people because it forces people to grow with the business, otherwise there’s a tendency to just stagnate and that doesn’t help anyone. Our business is growing fast, and it’s given so many people an opportunity to rise to the occasion and grow up with the business.

2. What experiences, people, or philosophies have most influenced the way you view and practice leadership?

My big brother has a big influence on me because of his style. He influences people, but it’s through humility. He’s the teaching pastor of a very large church, but he’s just another guy when we’re together.

My mother has also been a big influence – she has been our greatest fan and our greatest critic. Not in the sense that she’s always criticizing, but she knew you had more to give and could go higher. A secure home gives kids a good launching pad. Mom was always for me. She would praise little things like, “you are so helpful, the way you helped that person was so great…” She elevated us in a positive sense and she would definitely pull us aside and give us critical feedback as well. With my staff, I want them to know “I am for you, I want you to succeed so desperately” – then they are secure and I can help them “be more” rather than settle for mediocrity.

In business and in life, you have to first know yourself. What are your strengths? What are your passions? Don’t try to be someone else, or copy someone else’s business. Have a strong core identity and values, and then go and be the best version of yourself that you can be.

3. How has your view of leadership changed over your years leading a BAM company overseas?

I used to be a consensus builder, I like everybody happy, so I’ve led before in the past where it’s all hugs and “ra ra” and everybody likes you. However, but I’ve seen that fail and I realize that it requires more than just leading by consensus. I have to ask, “What’s the most loving thing I can do for this person, within the context of my company and business?” Sometimes the kindest thing I can do is really have a hard conversation with somebody and tell them “you are not measuring up”.

The weakest form of leadership is when I have to say, “I’m the boss” so I try not to operate that way.
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Lessons from Leadership: Interview with a Manufacturing Founder

by Chris Cloud

The following interview is the third of a series of four interviews with missional business owners on the lessons they’ve learned about leadership.

 

Jim co-founded a manufacturing company in South Asia focused on creating jobs for the marginalised and exploited.

1. What is your philosophy of leadership?

Know the principles you believe in and follow them when you encounter difficult decisions.

2. What experiences, people, or philosophies have most influenced the way you view and practice leadership?

Probably 4 years at the Air Force Academy and 7 years active duty. They strongly emphasized character in leadership and following core values, which for the Air Force are: Integrity First, Service Before Self, and Excellence in All We Do.

3. How has your view of leadership changed over your years leading a BAM company overseas?

I’ve realized that taking the “nice guy” route is easy, but isn’t always the best thing for the people you lead.
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Lessons from Leadership: Interview with a CEO to CEOs

by Chris Cloud

The following interview is the second of a series of four interviews with missional business owners on the lessons they’ve learned about leadership.

 

Brett is a CEO who coaches and advises other CEO’s on how to run their companies wisely. He is a Christ-follower in the marketplace, involved in mentoring businesses around the world.

What is your philosophy of leadership?

To be a good leader, you must first be a good follower. Everyone follows someone or something.  Even if you’re the CEO, you must follow after a purpose greater than yourself or what you consider to be ‘the right thing’ to do.

Here’s why: If you think of yourself as a mere island, leading by yourself, for yourself, you will be here today, gone tomorrow and no one will notice, or even care, that you’re gone. You will have lived, you will have died, and at best … you will have simply not mattered. At worst, not only will you have failed to contribute to society in any meaningful way, you quite possibly may have become complicit in evil. But, if choose to lead from an other-centered perspective, regularly connected to and informed by the source that imagined, formed and breathed life into your very being, for purposes far greater than anything you could ever ask or imagine on your own; then, you will have led effectively and will have truly lived a life worth living.

What experiences, people, or philosophies have most influenced the way you view and practice leadership?

I’ve learned vastly more from my failures and times in the ‘desert,’ than from my successes and ‘mountain-top’ experiences.  Times of trial purify us. Suffering quickens us and sensitizes us to the needs of others around us. I’ve seen this to be true in the lives of all great leaders I admire (Washington, Lincoln, Mandela, Gandhi, Joseph, David, Jesus himself), and I’ve found it to be true in my own life.  Read more

Lessons from Leadership: Interview with a Multinational BAM Owner

by Chris Cloud

The following interview is the first of a series of four interviews with missional business owners on the lessons they’ve learned about leadership.

 

Martin leads a multinational company with operations in three countries and clients around the world.

1. What is your philosophy of leadership?

Partnering with God to mobilize a group of people towards carrying out a specific part of His Will.

2. What experiences, people, or philosophies have most influenced the way you view and practice leadership?

I remember back to Grade 9 of Junior High student council elections. I felt unequipped to run for school president but a couple key friends promised to partner with me if I did it, so I did, won and the year was a huge success, we were able to bring clear leadership to enact change for the good. That was a turning point where I felt I could step up and lead in different situations when there was a need. The numerous sports teams I played on from age 12-25 absolutely helped shape my view and practice of leadership. I think sports are a fantastic “playing field” to develop leadership, grit, teamwork, etc.

3. How has your view of leadership changed over your years leading a BAM company overseas?

There has been a greater introduction of humility. Mostly due to the cross-cultural aspect. There has also been an increased passion to wait on the LORD and not just do things out of my own desire and strength.  Read more

Poultry Farmer to BAM Mentor: Interview with an Agriculture Veteran

Dan Wiebe grew up in a farming family and started his own poultry business in 1970. With decades of experience behind him, he has more recently connected with the business as mission community and become a mentor to others. We asked him to share a little about his story and some of his advice for those doing BAM in the agriculture sector.

Dan, could you share a bit about your own experience in the agriculture sector, about your own background and how your family business grew?

I grew up in a family agri-business as the youngest of 7 children. My father, a second generation Canadian, had taken Teachers Training in the 1920s and by 1940 retired from teaching to manage his farm in the prairies of Manitoba, Canada. In 1949 he moved our family to western Canada to begin intensive farming with poultry.

By 1970 I was ready to begin my own poultry operation with one chicken house and 10,000 chickens. This was a time when poultry became the consumer’s more popular choice over beef.  Not only was the market expanding rapidly because chicken was a healthy alternative to red meat, but the cost of producing chicken dropped significantly as scientific improvements were introduced in nutrition and selective breeding to bring chickens to market much faster. The use of hormones in chicken production has never been legal in North America so chicken is still the safest and healthiest meat available to consumers.

I grew up observing in our own family business ways to involve all segments of a farming enterprise with the support industry in order to produce a better quality and more efficient end product. I used these lessons to integrate my own farming operation into the only fully vertically integrated chicken farm in Canada, from farm to plate.  Read more

Dishing It Out: A BAM Consultant on How to Get it Right in F&B

Josh consults with BAM companies in the Food and Beverage (F&B) Industry in both the USA and Asia, helping them be more effective in their operations. As part of our hospitality industry series, we asked him to share with us some of his expertise in café and restaurant management.

You are obviously very passionate about the culinary arts, why is that and what does it have to do with business as mission?

I am very passionate about the power of food. When you prepare food for people there is always the potential to create moments that people might remember forever. Flavours play a big part in both memory making and memory retrieving. Special occasions are often connected to food and flavours can pull on the emotions. Food has the power to be an icebreaker, a community builder, even a context for enemies to sit down at a table together. Those involved in food preparation and service have the power of food at their fingertips – not to mention people’s lives in their hands when it comes to matters of food safety and hygiene!

To me, for all these reasons and others, the restaurant industry is so important in the missions community. Serving food and beverages meets people’s needs and has the potential to create special memories. Food breaks down barriers and gives you access to people that you would never otherwise be able to meet. So many times in the Bible Jesus was eating and drinking with the people that he was trying to minister to. We can also minister in the context of a meal, or when we are preparing that meal. The kitchen can be a place of high pressure, and there is a great camaraderie. People will see who you really are when you are under pressure to deliver great dishes and great service. You can show them what the Kingdom of God is really about in the midst of that.  Read more

Two Company Leaders Look Back: Financial Planning Highs and Lows

When we have a major decision to make, we often ask those around us for input. Sometimes we follow that advice and other times we don’t. Occasionally we might look back and wish we had followed the advice we received from others. Hindsight is a beautiful thing!

Drawing on the wisdom of others can be helpful and the benefit of hindsight is illuminating. With those two things in mind, we asked a couple of well established BAM leaders for their advice about financial planning. We asked them to share what has been fruitful and has enabled them to grow companies that are doing well. We also asked them to share the lessons they’ve learned the hard way and what they would do differently in hindsight.

Hospitality Company 

Company A is a Hospitality company with 125 employees, it has two owners and was established 12 years ago.

What financial planning have you done to grow your company to the place it is today?

The growth of our company over the past five years has been quite substantial. We have seen our revenue increase 475%, and our earnings grow 540%. Though our financial planning was not the driver of that growth, it was certainly the foundation. Without the steps we have learned and taken over the years, we would not have been able to facilitate the amazing growth we have seen.  Read more

What Makes a BAMer? Identifying and Deploying the Right People for BAM Companies

AND THE AWARD GOES TO...

Our goal is to provide the BAM Community with the best content and resources available. As we wrap up the spring and head into summer we are highlighting various articles and resources which have stood out above the rest. Below is the “Editor’s Pick” for the summer of 2016.

Please enjoy and thanks for following!

Interview with Peter Shaukat

With 15 years of experience recruiting for, mentoring, and investing in BAM companies all over the Arab world and Asia, Peter has a unique perspective into Human Resources for business as mission. We asked him to share his insights on recruitment and hiring for BAM companies.

What skills are BAM companies typically looking for?

Virtually any! Management skills in various business disciplines are needed. Those with good financial management skills and experience are almost always in short supply. While bookkeepers can often be found aplenty, ‘Chief Financial Officer’ type skills are another matter. Founding entrepreneurs often lack the business building skills and experience of general management of the sort that a COO or CAO brings to the table.

Marketing and/or especially sales skills and experience are highly sought after. Often an SME-sized BAM company will have some national talent on this, but to trade well internationally they require those with expat credentials for (at least perceived) credibility, access to networks, and marketing/sales channels, etc. These are often in short supply.

BAM businesses often need specific technical and/or professional skill-sets which are particular to the business in question. For example, an environmental consulting company to the textile industry in Bangladesh needs experienced chemical, industrial or systems engineers, while a civil engineering company in Pakistan will be looking for a civil or mechanical engineer or architect. An educational business in Yemen looks for qualified teachers or other education specialists whereas an agribusiness in Iraq requires an agronomist, and so on. Read more