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Whose Business Is It? The Why of Business as Mission [Video]

Business as mission is a response to some of the world’s most pressing issues. Humans are exploited and trafficked. Communities are suffering with dire poverty. People around the world have never heard about the love of Jesus. Whose business is this? Why should it be ours?

Business as mission is also a growing movement. It is accelerating around the world! At BAM Global we are passionate about connecting individuals and organizations to help drive this movement forward. The BAM Global Summit is a great time to do this because it’s BAM… on a global scale. Hundreds of people gather for the same purpose: to get more connected and equipped for their own BAM journey.

Want to get a taste of online BAM events?
Want to be inspired for business as mission?
Want to find your ‘Why’?

Watch Annie Dieselberg’s incredible testimony and amazing challenge to us all in her keynote address at the BAM Global Congress in 2021.

 

“Trafficking for human beings is now tied for second place in illegal global crime. It is a global crisis affecting millions in every sphere of society, every gender, every age, every nation, every status. The roots run deep beneath the surface of everyday business. Without realizing it we walk on surfaces paved by exploited laborers,we wear garments made from the sweat of the desperate, we eat from the hands of the bound, we are entertained by the violated and we profit daily in part because somewhere, someone by no will of their own is supplying our wants, needs, and desires.” – Annie Dieselberg

Respond to the challenge… Join us at the BAM Global Summit on Thursday 9th May!

Read more

Accelerate Your BAM Journey: Join the Summit

Business as Mission is a movement that is growing globally. It is accelerating around the world! At BAM Global we are passionate about connecting individuals and organizations to help drive this movement forward. The BAM Global Summit is one of the best times to do this because it’s BAM on a global scale. Hundreds of people gather for the same purpose: to accelerate the movement and get more connected and equipped for their own BAM journey.

 

Attendee Testimonies

Every year, after the Summit we get to hear testimonies about the connections that were made that lead to mobilised resources, new partnerships, new BAM businesses getting started, and so on. Here are a few things that past attendees have shared with us about what they gained by coming to an online BAM Global event:

 

Attending this summit and listening to the speakers and panelists, was really encouraging because I felt God confirming the desire to start a BAM and take the necessary steps to achieve that! – BZ, BAM Summit Attendee

 

Love seeing how BAM is growing around the world. God is moving in the marketplace! – CB, BAM Summit Attendee

 

For me, getting to know new people who are doing business as mission around the world and learning from them is the most important take away. I am not so good in attending online meetings, I have a kind of attention disorder when I am in them, but I really enjoyed meeting new people and listening to their stories. – Adrian Buhai, BAM Romania

 

I was encouraged by all the wisdom that God has granted many in the BAM network. We now have so many good examples to learn from and seasoned people to be coached by. – Hakan Sandberg, BAM Global Ambassador

 

I am encouraged by the devotional, all the testimonies of the business people, the workshops, my new network and everything in this event. I really enjoyed my first time experience. I really admire their desire to do business is not just to earn money but to really use this opportunity to share the gospel and reach the unreached. With all the helpful insights I heard today, I will apply the most applicable one to my new role and also to my small business. I will always remember that Christ should be the center and the goal is to reach the unreached and help the needy and also to provide services to people the people with less opportunity. – A, BAM Summit Attendee

 

I took away lessons from real BAM business experiences. It also reinforced that business as mission is one of the ways God uses to bring complete economic, social, environmental, and spiritual transformation, bringing dignity and life to people. It motivates me and encourages me to continue to work for this vision! – Samara Bramen, BAM Brasil

 

The greatest impact for me was being enlarged in what God is doing globally, and a view of how my work/life calling and BAM intersect! Kingdom expansion to bring all to Jesus. – WS, BAM Summit Attendee

 

I loved the diversity of people attending and the genuine desire to see more BAM activity in their region, plus all the encouraging stories of BAM projects already in action. – WG, BAM Summit Attendee

 

It was encouraging to see that the concept of business as mission has taken root across many regions of the world. It was also exciting to see a significant number of new entrepreneurs and those who are thinking of starting businesses learning about BAM through the event. The program was well designed with something new and valuable for everyone. I was encouraged to see that there are a growing number of BAMers from non-western countries, which I applaud. – Joseph Vijayam, BAM South Asia

 

I loved how Christ-centered the whole conference was! I definitely want to connect more and signed up for the online community. – Anon, BAM Summit Attendee

 

My major take away is the diversity, breadth and depth, and unity of the BAM movement. First, the unity of purpose of so many diverse faith traditions is inspiring and encouraging. BAM and the BAM Global events truly exemplify the Body of Christ as I believe Jesus intended. Second, much as Elijah needed to know he was not alone while in the wilderness, the conference showed us just how many BAM-involved people there are around the world. BAMers are not alone! If you feel that way, get involved in BAM Global and you will soon be a part of something so much bigger than you could’ve anticipated. – Mick Bates, BAM Academics

 

Compiled and edited by Jo Plummer.

 

REGISTER FOR BAM GLOBAL SUMMIT 2024

Don’t miss out on the opportunity to see what God is doing through business as mission and join in.

Join us at the BAM Global Summit this year!

 

 Jo Plummer is the co-chair of BAM Global and co-editor the Lausanne Occasional Paper on Business as Mission. She has been developing resources for BAM since 2001 and currently serves as Editor of the Business as Mission website and blog.

 

 

Business With a Mission: Go With God and the Flow

A New Year message from BAM Global leader Mats Tunehag, with a reminder to go with God and the flow this year.

By Mats Tunehag

God called Abraham to leave his hometown and go to another country. The direction was clear, but it was a journey with few, if any, details sketched out.

Moses wanted to help his enslaved fellow Jews, but he acted violently and prematurely. He was sent on a cool down period which lasted for decades. But then God appeared to him and called him on a defined mission: Freedom!

Again, it involved a journey, but little did he and the others know that it would take 40 years. The mission was clear, but it was not a detailed five-year strategic plan that steered them. God guided Moses and the people of Israel on their long journey. They repeatedly had to problem-solve as they faced new issues and entered uncharted territories.

Called to a mission with no plan?

There’s a long list of people in the Old Testament who God called to a mission, but they were not given a plan. They tended to doubt their ability to fulfill their roles and missions. Rabbi Jonathan Sacks observes about Moses and others:

“Who am I that I should go to Pharaoh?” said Moses to God. “And how can I possibly get the Israelites out of Egypt?” Ex. 3:11 … “…people who turn out to be the most worthy are the ones who deny they are worthy at all. The Prophet Isaiah, when charged with his mission, said, ‘I am a man of unclean lips’ (Is. 6:5). Jeremiah said, ‘I cannot speak, for I am a child’ (Jer. 1:6). David, Israel’s greatest king, echoed Moses’ words, ‘Who am I?’ (2 Samuel 7:18). Jonah, sent on a mission by God, tried to run away.

They were people who doubted their own abilities. There were times when they felt like giving up. Moses, Elijah, Jeremiah and Jonah reached points of such despair that they prayed to die. … It is almost as if a sense of smallness is a sign of greatness.[1]

Caught between a rock and a hard place

Moses had left the royal court and he was no longer one of them. And his people of birth initially rejected him as a leader. Now he was to talk to two groups which didn’t trust him, and he really wasn’t deeply connected with either one. And the demands Moses presented to Pharaoh did not reveal a comprehensive plan.

We may sometimes feel like Moses, caught between a rock and a hard place, pursuing business with a mission. Not quite accepted by the church, and not fully understood by the business community. At times it may not be easy to convey our mission, as not everything can be quantified and put in a strategic plan. Also, things may progress a lot slower than we anticipate.

It is also worth noting that encounters with God were followed by a mission, people were given an assignment. It was not just a moment of bliss for their own edification. Rather, it often meant hardships coming up, and a life with many unknowns. They were to be true to God and their God-given mission, but they didn’t have a detailed plan, nor could they fully comprehend the implications of the journeys they started. Read more

Adding Salt: How to Build and Manage Teams That Work

by Bernie Anderson

My name is Bernie Anderson and I have the honor of taking over the BAM blog for the next several weeks. I am a certified business and nonprofit consultant with Growability® – read more in my bio below. 

This is Part 4 of a series. Read Part 1, Part 2 and Part 3.

Thank you for following along with this month with this series on business basics. My prayer is that this series of articles will be an ongoing resource for your BAM project.

Like baking a great loaf of bread, we build every organization with three simple ingredients: leadership, marketing, and management.

If leadership is the flour and marketing is the water, I consider management the salt.

While prepping the dough for my loaf of sourdough this week, I mulled over the necessity of salt. Why does bread need salt? In theory, it’s possible to create a loaf of bread with just flour and water, give it some time to ferment the natural yeast, and a perfectly serviceable loaf of bread should appear.

But, without salt, nothing about the loaf of bread will be right. It will have the wrong flavor, texture, and consistency. Salt regulates the yeast, strengthens the dough, and brings out the beautiful complex flavors of a great loaf of sourdough. Salt is essential.

Like good management in your business.

Many consider management in basic terms of resources, operations, and finance. And it’s true, all this is involved. But the heart of management is people. Management is the salt of your business because management is the most human element of your business. Continuing with the Growability® Business Operating System as a model, think of management as having two parts:

1. Empowering Teamwork
2. Equipping Managers

 

Empowering Teamwork

The diversity of your team creates a diversity of opportunities. Many BAM teams are cross-cultural by nature. All BAM teams will bring together a variety of strengths and personalities that make your business unique. Community creates and expands creativity. An excellent team is also critical for capacity. Teamwork facilitates both multiplication and stability in your business. Never forget, God delights in and blesses common unity and teamwork (Psalm 131). Joy is an overflow from quality human relationships.

Global business has a reputation of building teams of human beings in some of the most inhuman ways. We hear horror stories of companies who entice employees with the promise of high pay, but to keep the pay coming, workers must sacrifice their humanity. Golden handcuffs, indeed. While paying your team their value is important, it’s not everything. In his book, The Heart of Business, former Best Buy CEO Hubert Joly says:

The carrot and the stick are pervasive and persuasive motivators. But if you treat people like donkeys, they will perform like donkeys.

Your BAM project should be different.

Read more

Marketing and Generosity: Sales and Solutions for Human Flourishing

by Bernie Anderson

My name is Bernie Anderson and I have the honor of taking over the BAM blog for the next several weeks. I am a certified business and nonprofit consultant with Growability® – read more in my bio below. 

This is Part 3 of a series. Read Part 1 and Part 2 here.

 

The day I landed my first “grown-up job” I was pretty excited. It was Summer of 1985 and I had graduated high school. I was not entirely sure what was next in my life, so I took a gap year before figuring out college, university, trade school, or something else. I landed a job in a local shop that sold books and music, two of my favorite things in this world, to this day. For a year, I thrived as a salesclerk. People would come into the store wanting a new series to read or a new album to listen to — and I could authentically help them with that problem. Sales was a satisfying job because I was serving people by being generous with my knowledge of books and music.

We sometimes get jaded with age.

Over the years that love for sales waned, mostly because I hated being “sold to” (and there are a lot hucksters in this world who do just that!) The slick used-car or door-to-door salesperson, trained to be psychologically manipulative, conning you into spending money on things you don’t need.

Later, we were just-married, and I was seeking work to pay bills, I interviewed for a sales job at a mattress store. The first question the manager asked was, “Are you willing to do what it takes to make a sale? Would you lie to a customer, telling them there’s only one mattress left and you will lose it unless you buy now?”

I said “no” and walked away.

In my mind, marketing and sales was a “necessary evil” for running a business.

Yet, marketing is the second simple ingredient in your BAM project and it’s non-negotiable. It’s at the heart of all business. You must take your valuable product to the market. This is unavoidable.

 

Sales is about prioritizing your customer and solving their problem

 

In the Growability® Business Operating System, there are two critical aspects of marketing:

1. Prioritize Your Customers
2. Automate Your Sales

 

Here’s where many of us need a mindset change. Read more

Setting a Course: How to Clarify Vision and Implement Strategy for BAM Pioneers

by Bernie Anderson

My name is Bernie Anderson and I have the honor of taking over the BAM blog for the next several weeks. I am a certified business and nonprofit consultant with Growability® – read more in my bio below. 

This is Part 2 of a series. Read Part 1 here.

 

Like many American kids growing up in the 70s and 80s, my parent’s car always had a copy of the Rand McNally Road Atlas under the seat. In fact, I’m certain my parents still keep one.

Our family habit was road trips to obscure points in middle-America, and sometimes I could sit in the front seat. That meant I took on the position of navigator. In my family, the navigator’s job was to hold the Atlas, make sure we stayed on route, and warn the driver (always my dad) of upcoming turns or changes in directions. It all felt so important. Indeed, sometimes it very much was. A more reliable GPS has replaced the Rand McNally Road Atlas in the lap of a 10-year-old navigator. But the fact remains: Navigation is a crucial part of any road trip.

 

Navigation is the primary task of leadership in a business.

 

Every business leader should know two things:

  • Where we’re going
  • How we’re getting there

In my consulting work with Growability®, we provide clients with a “business operating system” built on the three simple ingredients of every organization: Leadership, Management, and marketing. I can’t understate the crucial nature of each of these.

Let’s begin with the most foundational element.

  • Leadership is your business’ navigation system.
  • Leadership is the flour in your bread.
  • Leadership is the seed and the branches of your tree.

Leadership health is critical. Leadership toxicity will kill a business.

There are two critical tasks for leadership in your business.

1. Clarify vision
2. Implement strategy

Read more

Business and Bread: Build your BAM Project with 3 Simple Ingredients

by Bernie Anderson

My name is Bernie Anderson and I have the honor of taking over the BAM blog for the next several weeks. I am a certified business and nonprofit consultant with Growability® – read more in my bio below. 

 

Flour. Water. Salt.

Three of the most basic ingredients imaginable.

Yet, when properly combined, processed, and timed, these three ingredients produce what might be the perfect food: Crusty, soft, sourdough bread with complex flavor and texture.

Yes, I was one of those COVID-shutdown sourdough people. And I’m still at it three and a half years later.

I started simple. Created a starter.

Fed the starter until it was active.

Made a few discard recipes.

Keep that starter alive and flourishing.

I was well over a year in before I started creating actual sourdough loaves without added yeast.

Then I went in deep.

The magic of sourdough is the chemical creation of natural yeast. And it really is a miracle. Flour, water, and salt, mixed with a fermented starter made of a living fungus (yeast) and a living bacterium called lactobacillus. They work together to eat the sugars in the flour. These living creatures basically poop acid – a tasty, savory acid that puts the sour in sourdough. When the fungus and bacteria finish their feast and have suitably relieved themselves, the dough is ready and baking can begin.

The result is a crusty, airy, flavorful loaf of delicious. The complexity of flavor and texture in a loaf of sourdough is a veritable miracle given the simplicity of ingredients.

It’s possible to complicate the recipe. Add sugars and oils, preservatives and shelf stabilizers. But complexified breads are rarely as good as simplified loaves. Three simple ingredients, with time and a specific process, will bring extraordinary results.

 

The simple believe everything, but the clever consider their steps.

Proverbs 15:15

 

Like anything in life worth doing, starting a business is difficult. Starting or running a BAM project adds more complexities. But, one of the biggest stumbling blocks for entrepreneurs is overcomplicating the essentials. You can read thousands of business books, take hundreds of online courses, attend seminars, and even go to University and get an MBA – but the simple ingredients for starting a business stay the same.

And that’s exactly what makes a BAM project both exciting and daunting!

Business done right makes life better for everyone involved, from customer to employees to the community where it lives. Let’s simplify your BAM project by extracting the essential ingredients for starting and running a business anywhere in the world.

Every business, no matter how large or small, simple or complicated, grows from a combination of these three simple ingredients: Read more

How to Resolve Conflict: Navigating the Culture Map

by Bernie Anderson

Navigating conflict in any setting can be treacherous. I hate it. But it’s an absolutely essential skill.

One of my favorite books on the subject of cross-cultural work is The Culture Map by Erin Meyers which should be required reading for anyone even thinking about working cross-culturally. The conflict strategy grid that I created below is derived from her research.

Even if you’re not in a cross-cultural situation, The Culture Map is a wonderful GPS for navigating conflict.

It’s important to remember, while cultures lean a certain direction, each person has a different perspective. There are over 8 Billion ways to see the world. Boxes like this are not intended as a way of slapping labels on people on calling it a say. They are helpful for understanding ourselves — as well as others. This article is my distillation (Shall we say, FeetNotes?) of Meyer’s research and my experience.

I’m passing this article along to you this week because I think there’s help here, even if you’re not working cross-culturally. Two things to note:

  • Where are you on the conflict strategy grid?
  • How do you build culture on a team?

Conflict. Avoid at all costs?

That’s how I managed conflict in my early years.

Don’t compete. Avoid the bully. Let everyone else win.

My early-in-life strategy of complete conflict avoidance doesn’t work in adulthood.

Marriage, ministry, and missions made sure of that. Every leader faces unavoidable conflict. Avoiding conflict is a strategy that won’t work. We all must learn how to manage conflict in the family and workplace in life-giving ways.

Then I moved to Mongolia, and conflict got complicated.

One would assume Asia to be a great place for default conflict-avoiders, like me. Many Asian cultures also avoid direct confrontation. This was not true of the culture I was learning.

I was living in conflict-forward Asian culture.

While learning Mongolian language and culture, I kept to my avoidance strategy. If there was ever an issue with a government official, police officer, or even a shopkeeper, I went back to my childhood ways of “letting them win.” A fight was not worth the stress. It seemed like the “Christian” thing to do.

As I became more familiar with my host culture, I discovered this was not always the best approach. While no one should go around picking fights, Mongolian culture gives more respect to those who stand their ground. I discovered this one day when a police officer threatened to take away my driver’s license at a routine traffic stop. Rather than giving up and giving in, I refused. It’s probably risky to deny the request of a police officer, but I knew well enough he didn’t need my license—and I did not want to go through the hassle (and expense) of going to the police station later to retrieve it. After a few minutes of argument, the officer handed me back my license, with a smirk and complimented my use of the language.

What I discovered that day, is this: Mongolian culture leans into the aggressor quadrant for conflict. Perhaps it’s why the Mongolian empire once dominated most of Asia.

Everybody deals with conflict differently. Contributing factors exist, for sure. Upbringing, personality, culture, or treatment by a disgruntled math teacher. There are over 8 billion ways to experience the world.

With conflict, this framework is helpful. Conflict culture works at two levels:

1. Emotional expression: People are on a spectrum of expression, from stoic (no emotional expression) to spirited (emotions worn externally like a button on a coat pocket).

2. Level of directness: Directness runs on a spectrum from avoiders (do not engage in this fight at all costs) to aggressors (I will find something to fight with you about).

 

It’s helpful to place these two on an XY grid*

 

*The idea for this framework is from Erin Meyer’s excellent and highly recommended book called The Culture Map

For starters, it’s helpful to understand where you fall.

I am a spirited-avoider.

Now think about your home culture. Americans, as a culture, are in the spirited aggressor quadrant, while UK culture is stoic-avoider. Japanese culture takes stoic-avoidance and moves it all the way to the right. German and Dutch cultures are stoic-aggressors, while Greeks, Italians, and Israelis are spirited-aggressors (Much more than the US!). Philippine culture is on the far edge of spirited-avoiders.

You can see the obvious challenge for cross-cultural teams!

Most of you already know how to navigate cross-cultural living. We adjust to our host culture. I had to learn to be a little more stoic — and a little more aggressive when dealing with the Mongolian public. We can adjust. It is a skill that takes practice. But is entirely doable.

Now things get complicated.

What if you’re on a multi-national team, with people from Germany, the US, the Philippines, and Korea?

Individual team members on this sort of team spread wide across our conflict grid. What do you do, now?

The best way to prevent and resolve current and potential conflict is to create and cultivate a transcendent team culture.

Since coming off the field and working as a Growability® Consultant, I’ve found that helping teams to establish a team communication playbook is a great way to build this transcendent culture that navigates conflict in healthy ways. Begin with understanding where each team member falls on this grid. Then, no matter the cultures involved, every team can implement communication and conflict ground rules.

I recommend beginning with these three:

1. No Strife.

This is primarily for team members who land on the aggressor and/or spirited side of the grid. Strife is when you try to win by being the loudest, most confrontational person in the room. If I can drown out every other voice, my voice wins. Our team culture doesn’t do strife. It’s simply not allowed.

2. No Silence.

This is when the people who are stoics or avoiders assert their power by simply being silent, to the point of discomfort. I will say nothing. I’ll stew in my silence and let you win — all while harboring bitterness and resentment for the rest of the team that brought me to this miserable place. Silence is not allowed! Everyone has a voice and is, in fact, required to use their voice.

3. No Sarcasm.

This is a tendency for the spirited avoider (Ahem. I’m looking in the mirror here). But it is available for everyone. Humor is wonderful until used as a weapon. Sarcasm is a way to engage, while remaining “the likable one”. Sarcasm (humor as a weapon) destroys team culture. Sarcasm is forbidden (At least, with team disagreements).

While conflict is inevitable, it is possible to disagree in healthy ways. On our cross-cultural teams, disagreements can edify, rather than destroy when we take the time to build a transcendent team culture.

Begin building your team’s communication and conflict playbook.

Here are three steps for getting started.

1. Know your default conflict strategy. Are you a:
  • Stoic-Avoider?
  • Stoic-Aggressor? 
  • Spirited-Avoider? 
  • Spirited-Aggressor? 
2. Understand each team member’s conflict strategy.

Having a conversation about conflict strategies with your team will help everyone recognize differences in personalities and cultures. Acceptance is the first step to resolution. While many contributing factors exist, culture remains an enormous part of this.

3. Create common ground rules.

I always start with these three:

  • No Strife
  • No Silence
  • No Sarcasm

This is the beginning to negotiating conflict healthily. Best practice is to establish this playbook as early as possible, well before conflict’s inception.

Cross-cultural teams can be life-giving. Labor to establish a team culture that brings together the unique internal wiring of each person to form a working, beautiful whole.

 

This article was first published by my gracious friends over at Global Trellis, one of the best resources for people who work cross-culturally on the internet (in my opinion).

If you want more help to develop your team culture, Growability® provides a variety of team building resources and tools. Visit Growability.com/coaching for more information about working with a coach.

 

First published on Global Trellis, a resource for cross-cultural workers, and Furry FeetNotes weekly newsletter by Bernie Anderson and reposted on The BAM Review with kind permission of the author.

Bernie Anderson is a consultant, coach, and trainer with Growability® Consulting, specializing in non-profit and cross-cultural business and leadership. Check out the Growability® Podcast at all your favorite podcast places. He currently lives in Greenville, SC USA, with his wife of 34 years. Bernie’s career has certainly been a diverse one. He spent 13 years as a pastor and the better portion of 10 years living in Central Asia, while developing entrepreneurial, Christian leaders. Since returning to the US in 2014, he has been a major-gifts fundraiser for an international nonprofit and is currently a certified business and nonprofit consultant with Growability®, where the mission is to equip business and nonprofit leaders to enjoy meaningful work by creating scalable, effective, and generous organizations. For further help for your organization (or his exact sourdough process) feel free to email him bernie@growability.com.

 

>> Read more from Bernie on The Culture Map here.

 

Photo by Kristina Litvjak on Unsplash

Brand Strategy is for Everyone (Not just marketing!)

by Bruce McKinnon

I started my business back in 2009 to solve a specific problem. Namely that companies found it hard to define the value of their brand and put that value into an order. When I asked them to tell me their most important message I would invariably be told it’s not possible because it depends on the audience, the current campaign, the territory, the product, etc. all of which have their place, but the brand has to be able to rise above that minutia and be able to be defined in a concise and cohesive way.

So I developed the Brand Arrow® as a framework to help companies make good choices because it’s their job to make those choices – not the agency they hire to build a website or the PR agency writing a press release. Why?

Because nobody knows the brand better than the company that owns it. And that’s the truth!

And whilst we’re at it here are 4 more truths about the value brand strategy can deliver:

1. Brand Strategy is for the whole company, not just marketing because its job is to represent the whole company

Whilst the marketing team may well be the first to use a brand strategy in developing its communications, it’s just as important for the HR team for example, to use the values of the brand in managing the culture of the organisation; the sales team to use the key messaging in developing relationships with prospects, finance to know why the budget is being focussed on particular areas and of course, the CEO to be able to communicate a clear vision for the company. Read more

Get Started Growing: Maximizing Startup Success

This December marks 8 years of regularly posting content on The BAM Review Blog. This month we are sharing some past posts on practical BAM topics that you might have missed. First published in December 2017 as the first part of a series.

by Stu Minshew

On the theme of ‘maximizing BAM success factors’ we’ve invited guest authors to highlight what they consider key factors contributing to success and growth for BAM practitioners. Previously we’ve covered ‘breaking through your growth ceiling’ for an established business. But what if you are a startup? What if you have a business idea and want to know how to maximize your success from the get-go? We asked entrepreneur and CO.STARTERS trainer Stu Minshew to share what he’s learned about maximizing startup success in this five part mini-series.

Part 1: Get Started Growing

Starting and growing a business is a calling from the Lord. If you ask anyone who has done it, they will tell you how exhilarating it can be, but also how it sometimes seems overwhelming and impossible. The truth is that it doesn’t have to be this way. Yes, it always requires hustle and flexibility, but taking a few simple actions can equip you to overcome obstacles to starting and growing your business to a level of sustainability.

During this series, we will explore these steps, but before we get to those, we need to discuss a few foundational points.

Foundational Point 1: Startups & Small Businesses Have Different Needs

In 2016, The Bureau of Labor in the United States shows that about 50% of businesses make it five years, while only about 30% make it past the ten year mark. If this is the reality, then starting a business doesn’t look like such a good idea.  Read more

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