So That They May See your Good Works and Give Glory to your Father in Heaven

by Larry Sharp

Read Part 1 of this two part series here

Michael Oh, re-affirmed on the eve of the Fourth Lausanne Congress in 2024 that the workplace is the most strategic mission field in the world (watch his opening address here). Considering that workplace believers comprise 99% of the body of Christ, it must be a priority to equip Christians in the workplace to fulfill their role in the Great Commission (Eph 4: 11,12).

Jerry White and Bill Peel wrote in 2023,

“What if the 99 percent understood that playing a part in someone’s journey to faith in Jesus could begin with something as simple as having a cup of coffee with a colleague, encouraging someone who had a rough week, or offering a helping hand to a boss or coworker under stress? What if they understood that doing good work can turn on the light for coworkers ‘so that they may see your good works and give glory to your Father in heaven’ (Matt 5:16)?… We might be tempted to believe that the exponential growth of the early church was the result of effective preaching by Peter, Paul, and a few other gifted communicators whose work was spreading the gospel. Or we might credit Paul’s strategy of targeting key cultural centers and planting churches that could infect the surrounding countryside. These efforts were no doubt noteworthy and important, but even more so is the fact that early Christians of every ethnicity, gender, and level of society were passionate about extending Christ’s kingdom”.

According to theologian Michael Greene, these early Christians were determined to ‘act as Christ’s embassy to a rebel world, whatever the consequences’. [1]

As early as Acts 8 we find that it is not the apostles but those persecuted in Jerusalem who became workplace missionaries, taking the gospel wherever they went. This was not formal preaching, but informal chatting with friends and chance acquaintances, in homes and wine shops, on walks, and around market stalls. They went everywhere gossiping the gospel; they did it naturally, enthusiastically, and with the conviction of those who are not paid to say that sort of thing. [2]

Contemporary context and application

Back to my friends’ perplexity in his corporate world in East Asia that I shared in the opening of Part 1. How should he start with the human condition, move to living out contextualized values which make common sense in the culture – all without “spiritualizing” any of it? Yet!

While my thought and action process is still a work in process, a simple grid developed which lists a value for human dignity and flourishing (column 1), the biblical source of that value which is not readily known and available to the employees (column 2), and thirdly a plan of action (column 3). All of this is prior to any planned verbal testimony to Christian values and gospel witness.

Employee growth and development	Biblical Value (not revealed initially to employees, but a motivation for management)	Plan of Action
Promote increased dignity, self-worth, and a sense of purpose	“Adorn yourself with dignity” – Lev 19:32; “Strength and dignity are her clothing” Prov 31:25	Each manager is considered a spiritual leader; provide training, retreats, workshops, and educational programs for every person; provide opportunities for upward mobility; listen positively to all grievances
Discover natural God-given talents, gifts, abilities, and “calling”	“Each one should use whatever gift he has received to serve others” I Pet 4:10	Administer testing instrument and provide counsel by skilled work-place professional resource personnel; Teach Os Guinness on ‘calling’
Facilitate an integrated personal, familial, and corporate integrity	“For the Lord your God detests anyone who…deals dishonestly” Deut 25:16; “Do not deceive one another.”  Lev. 19:11	Initiate a corporate chaplain service; make clear a simple (to start with) behavioral set of standards and require adherence.  Be consistent and lay the groundwork for the ‘why’
Teach each employee standards of respect, fairness, and consideration to one another	“Show proper respect to everyone.”  I Peter 2:17; “Be peaceable and considerate.”  Tit 3:2; “You shall not take vengeance…” Lev 19:18; “…he that repeats a matter separates friends.” Prov 17:9 and the Operationalize the Golden Rule	Management will model this among themselves and with all employees; rewards can be given for exemplary acts of integrity; gossip is discouraged and condemned; respect and love are consistently applied
Promote the most excellent workmanship	“…the fire will test the quality of each man’s work … he will receive his reward…”  I Cor 3:13 “Whatever you do, do it with all your heart…”  Col 3:23	Incentives for excellence in each job role; conduct regular, fair, and positive performance reviews; provide feedback all year long
Family growth and development	“Husbands, love your wives, and do not be harsh with them.” Col. 3:19; “children, obey your parents…” Eph 6: 1-3	Marriage enrichment seminars; chaplain service; grants for children’s education
Forgiveness	“Forgive one another…” Col. 3:13; “Be kind to one another, forgiving one another…” Eph 4: 31-32	Leaders should model forgiveness and do so publicly; tell stories of forgiveness being modelled in the culture
Humility	“The reward for humility is riches, honor and life.”  Prov 22:4; “…with all humility and gentleness.” Eph 4:2; “…with the humble is wisdom.” Prov 11:2	Study and practice Collins’ Level 5 leadership; boost morale of individuals and teams, not yourself; get “down and dirty” with employees
Servanthood toward one another and eventually in servant leadership	“Use your freedom … to serve one another” Gal 5:13;  “…received a gift … use it to serve one another.” I Peter 4:10; “the greatest among you shall be your servant.” Matt 23:11	Leaders go to the end of the line; listen at all times; be open and vulnerable about company vision and team play etc.; lead by walking around; daily think about how to be a servant. In short, LEAD BY EXAMPLE
Determine and publish a corporate standard-bearing set of values or goals	“Commit your work to the Lord, and your plans will be established.”  Prov 16:3; “The plans of the diligent lead surely to abundance.” Prov 21:5	When a clear goal such as “help people develop” is well known and understood, managers must be accountable for doing it.  Remind staff of the goal and demonstrate how everyone is progressing

We began with a problem to be solved, a hypothesis, and a proposed model.

Perhaps one question remains; are there no BAM companies that, least to some extent, provide a model for others to follow?

In the research for my book Mission Disrupted, I came across companies that did live out these ideas in different ways.

Hamara Feeds is an agricultural juggernaut in the poorest country in Africa, Zimbabwe. What started as a childhood chicken project has developed into a program of servicing 10,000 farmers with chicken stock and 400 tons of feed a week. But poultry was just the beginning for siblings Peter and Renee Cunningham as they realized the importance of the whole family, primary education, and agricultural training. Just like Jesus they asked people – what do you need? The answer fueled their vision – lifting the country out of poverty in the name of Jesus. Today the company owns schools, and an agriculture college for animal and plant husbandry. They partner with churches to serve the whole family with jobs, food, and personal development. Faith and work are integrated in tangible ways evidenced by miracles, educated young people and church-workplace coordination. Read more about Hamara Feeds here.

PhotoUp is an imaging company in the Philippines. Over a six-year period PhotoUp grew from just a handful of employees to over 300. One of the primary reasons for this growth is their commitment to their people. PhotoUp’s ability to integrate employee development programs into the culture of the organization has allowed for vertical growth for many of the employees.

As an example, one individual was selling candy on the street when the organization brought her on board in a minimum wage position. Her life began to change in every way. She is now in charge of custodial services and is the primary breadwinner in her family. Not only has the company changed her life but it has had a significant impact on her family as well.

ITJ is a software company in India. A mid-level manager named George had used his leadership position inappropriately. But top management saw this as an opportunity to help him learn how to change if he was willing to learn and do an about face. Company owners knew they needed to remain consistent in following company guidelines, but George agreed to be on probation for three months while they worked with him and taught him how to lead appropriately. In the process, he learned the difference between penance and repentance, and he agreed that he wanted to learn. All middle management (all non-Jesus followers) worked together in the learning process, and at the end of three months, George was a changed man and clearly understood the gospel; they concluded the time with the reading of Psalm 51. All this, because ITJ leadership had created a culture of living out their faith in every aspect of the business with a focus on the worker and God’s redemptive grace.

Mike, the owner, was quick to recognize that he too makes mistakes and as he and his partner Jason humbly ask forgiveness and as the employees observe that, it becomes an amazing learning experience for all. The proof that the employees are “getting it” is that they themselves are starting to put into daily practice biblical principles found in the scriptures.

Tims Bakery in Viet Nam has hired employees from the care agencies which have rescued victims of human slavery, giving them a safe work environment and a chance to learn a skill and develop real dignity. Both for this endeavor, as with hiring deaf and other disabled people, they relied on a philosophy based on the dignity of all people that when given a chance can rise to the occasion of healthy living. This is in contrast to the perspective of finding the best qualified people and hiring them. Instead Tims has prepared its managers for the high and satisfying goal of helping disadvantaged people develop.

Ken Wessner when CEO of ServiceMaster said the same thing this way: “Our responsibility … is to stir up the gift, the abilities, of each individual so each person becomes fully developed and mature for making his or her contribution to the winning team and then goes on to being a leader on his own team.” [3]

Even though the practical action steps described above are the most important in understanding a real profit-making, job-creating business which serves people and makes disciples of Jesus, I couldn’t help but ask the owner of Tims, “What does this look like in written form.” He had an easy answer but reminded me that the real test is the way it works in personal transformed lives. He says, “The foundation for everything Tims does is based on biblical principles and there are three main ways Tims achieves its mission.”  These three ways are:

CHARACTER Tims is built on biblical principles which include: upholding all laws to the best of our ability (Romans 13:1-7), making ethical and moral decisions (Deuteronomy 25:13-15), supporting the needs of our clients (Proverbs 3:27), and appropriately handling money and wealth (Proverbs 28:6).

CRAFTSMANSHIP Tims views its employees and vendors as its greatest resource and treats them accordingly by providing excellent compensation, practicing fair trade, and providing a safe and flexible working environment (Matthew 22:39). This is intended to create an environment in which each of our employees can achieve excellence in their craft, and ultimately, serve our customers well with high quality product and customer service (Exodus 31:3).

CONNECTION Tims actively pursues opportunities to connect with the community in which it operates. This includes understanding the language and values of the people in our community as well as participating in donations, sponsorships, and networking (Matthew 5:16). Tims also seeks to provide opportunities for employment to those who are disabled or disadvantaged so that they can have a sustainable means of self-sufficiency (Philippians 2:4).

Conclusion

These are examples of post-revenue BAM companies with strong evidence of a “Quadruple Bottom Line” (Profitability, Job Creation, Disciple-making and Creation Care) standard of operation. They are representative of companies which started with the human condition and set about understanding and modeling biblical values as a pathway to eventual conversations on faith topics.

Some might consider the process to be slow or spiritually anemic, but where cultural realities and non-Christian contexts exist, we might take more from the example of Jesus than from mid-20th century evangelism practices.

Larry Sharp is the Founder and current BAM Support Specialist of a Business for Transformation (BAM, B4t) consulting firm, International Business and Education Consultants (www.ibecventures.com). Larry served 21 years in Brazil and then 20 years as Crossworld VP of Operations and as Vice President of Business Partnerships. He is currently a VP Emeritus and consultant with Crossworld. Since 2007 he has devoted energies toward Business as Mission (BAM) and currently is a consultant on BAM and education themes. Larry travels within North America speaking and teaching in conferences, colleges and churches on themes related to Business As Mission (BAM, B4t) and missions.  His travels abroad relate to BAM, crisis preparation and management, and team building. 

 

Get Larry’s Book: Missions Disrupted

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Footnotes

1. Michael Greene, Evangelism in the Early Church, (Grand Rapids, MI: William B. Eerdmans Publishing Co., 2003), 23.
2. Green, 243
3. C William Pollard, The Soul of the Firm, (Grand Rapids, MI: Zondervan), 17.

 

Photo by Iwaria Inc. on Unsplash