Posts

Seven Reasons Why Everyone Needs a Coach

by Larry Sharp

When I was a collegiate hockey player, it never dawned on me that I might not need a coach. Not only did the coaches help me with personal skill development like skating, passing, shooting, and checking, but also how to develop my team play so together we could be successful.  Although I had good coaches and poor coaches, I always knew that I needed a coach.

Why then did it not dawn on me that I needed a coach when I was supervising 120 employees just months after graduating from university?  It was not like I had a super-mentoring boss because I did not, and I don’t think I was arrogant and thought that I knew it all.  Why did I not think I needed a mentor?

While it is true that my management career began long before Bill Gates affirmed that “everyone needs a coach”, I have often reflected on why it is that people still today think they don’t need a mentor, or a coach or consulting help?  These few thoughts are intended to help encourage business owners and managers to seek a coach, mentor or consultant.  Read more

Five Essential Reminders if you are Managing a Crisis

by Larry Sharp

I was responsible for matters related to a crisis for many years as the VP of a mid-sized mission agency. During that time I faced the challenge of evacuating an unconscious child from a high risk country, rescuing an imprisoned employee in East Asia, a mega-earthquake in Haiti, famine in Africa, automobile death of an employee in France, child abuse situations, among other similar critical incidents.

Our English word crisis comes from the Greek krisis which was defined as a “separating, distinguishing, discrimination, decision, judgment”. The sense of “decisive moment” in reference to crisis is first recorded in English in 1627 as a figurative extension of the original medical meaning. Crisis historically signified “a turning point in a disease; a sudden change for better or worse.”1

The COVID-19 crisis of 2020, as with all crises, indicates a sudden change and a turning point and has many components; however only one is treated in this article. 

A response to crisis is dependent on company policies, risk assessments and contingency training and planning, all of which prepares one for the actual crisis. Once the crisis “hits” comes the actual management with functional team roles to include the crisis manager, information officer, financial officer, consultants, and others. So then, when it comes to managing a crisis such as COVID-19, what are the managerial components, especially in light of the “decisive moment” for all of us?  Read more

Three Things I Learned During the Epidemic of 1974 That Apply to BAM in the Pandemic of 2020

by Larry Sharp

In the early 1970’s I was living, along with my family, in the Brazilian Amazon port city of Belem where I was the administrator of a school for children of expatriates. The Amazon Valley Academy is a K-12 school following an American curriculum but also in the 1970s and 80s taught a German program for grades 1-10 and tutored British O-level classes.

In the spring of 1974, we noted children getting ill in unusually high numbers and eventually it was determined that Hepatitis A had struck the community. We were forced to close the school and it did not re-open for five weeks.

Hepatitis A is a communicable disease of the liver caused by the hepatitis A virus (HAV). It is usually transmitted person-to-person through the fecal-oral route or consumption of contaminated food or water. Most adults with hepatitis A have symptoms, including fatigue, low appetite, stomach pain, nausea, and jaundice.

But in those days, the doctors did not know any of that. In fact, they theorized that the condition might be caused by a mosquito. And so the government epidemiologists set up tests in the community and on campus to capture and test mosquitos; meanwhile the children from our three boarding homes and others from the community were required to stay home and rest since there was no known cure and no vaccination.

After five weeks had passed most students seemed to be returning to normal health so we decided to re-open the school and most of the children returned. But then another emergency – most of the teachers got sick – yes – Hepatitis A. What should we do now?

There were a few teachers and myself (I was the high school principal at the time) who had escaped infection. As we sat around one evening thinking and praying through some options, one of the math teachers came up with an idea. “Let’s take high school seniors and juniors and use their strengths to teach the middle school students” he said. We settled on Charles to lead the science teaching team, John to lead the history team, Bruce to lead the math team and Anita to lead the English language team.  Read more

A Business as Mission Crisis: How Can We Pray?

by Larry Sharp

During these days of uncertainty due to the worldwide coronavirus, business startups are hurting, and many of them will fail due to the outbreak of COVID-19. This is particularly true of BAM startup businesses, which are affected in many ways.

Just today as I write this, I received an appeal from a Freedom Business in India to encourage others to buy their product on-line.  I also received a note from a person who works as an HR-disciple making person in a business in Cambodia. She is losing her visa and needs to return to the USA within 30-days due to new regulations connected to the virus.

Here are some ways to PRAY based on what we know right now:

1. For wisdom for business owners who have very little margin or capacity for downsizing and will ultimately need to make hard decisions.

2. For the poor who desperately need the jobs that BAM companies are providing, and now face job loss.

3. For innovative means of providing capital. Some of the ways may include increased donations or short-term low-interest loans to BAM businesses.

4. For God’s people in the west who have expertise and can provide a helpline; that they will make themselves available and know where their help can be best applied.

5. For innovators and inventors to have their creative juices unleashed to develop solutions which will help BAM businesses in this difficult time.

6. For leaders connected to many BAM/B4t businesses who are right now considering options for how to help – RN, PL, CS, MT, JP, RB and others.

7. That all believers will respond toward the most vulnerable in ways similar to how Christians responded in other pandemics. Check out this link.

 

Mats Tunehag has also adapted St. Patrick’s prayer to use during this time, either as a BAM company leader or to pray for others in the BAM community.

Read more

12 Stakeholders You Should Engage in Your Business Startup

TOP 5 BLOGS IN 5 YEARS

This month we are celebrating 5 years of publishing weekly blogs on The BAM Review and sending out bi-weekly emails!  To celebrate, we are re-posting the TOP 5 most read blogs from the past 5 years for your reading enjoyment.

We asked a team of BAM experts to give some practical advice for BAM practitioners creating business plans. For this post we asked them about key stakeholders in the business planning process.

A stakeholder is anyone with an interest in a business. Stakeholders are individuals, groups or organisations that are affected by the activity of the business. – BBC

Mats Tunehag, Larry Sharp and Garry all actively mentor frontline BAM companies – as well as  teach and write on BAM. We also asked business woman Julia to share about a stakeholder she has found helpful in her business in Mongolia. Read more about them below.

Here are 12 stakeholders they mentioned, there are others:

  1. Investors – owners, bank or investment company
  2. Business people – in companies working cross-culturally in your business or industry
  3. Business consultant – someone with specialist knowledge
  4. Colleagues – management and staff
  5. Customers – those likely to be your clients
  6. Suppliers – of essential materials and services for your business
  7. Community – local society and also the physical environment
  8. Cultural expert – someone with insight into engaging with local community
  9. Government official – someone who can give you insight and be an advocate for you
  10. Body of Christ – local church community, mission organisations and supporting churches
  11. Spiritual advisor or mentor – someone with wise counsel you can be accountable to
  12. God – the most important stakeholder

Read more

Transforming the Church, One Engaged Business Person at a Time

by Larry Sharp

Over the years I have had various business owners and executives travel with me as I’ve coached and supported companies around the world. On one particular trip, the VP of a Fortune 500 company came with me and some others to a former Soviet Republic country. He had gone on many mission trips, built churches, passed out tracts, and tutored English – all good things! But in Kazakhstan he helped Kazakh believers and expats with business mentoring on topics like making financial projections, contract law, and international marketing. On the trip home he told me that he finally saw how his skills can be used to build the kingdom of God. “Where are we going next?” he asked, after a short time of reflection at home.

I have had many experiences like this, witnessing firsthand the moment business people have felt affirmed and become engaged in using their skills and experience in business as mission. They go from seeing their contribution as limited to PRAY or PAY, and start to realise they can be actively involved – i.e. PLAY! And there are multiple ways for people to get engaged.

For the first time she saw that her business ability and position was a God-given asset.

A young fellow about 30 years old heard me speak in a large mega-church in Pennsylvania. He asked to meet with me and said, “All this is new to me and I don’t think my wife will want to move outside the state, what can I do?” After finding out he was the owner of an SEO company with 14 employees, I said absolutely – and you don’t even have to leave your computer. He has been a wonderful contributor to business startups in unreached areas of the world.

On another occasion, I spoke in a church in the Philadelphia area one Sunday morning. The pastor seemed open to all I spoke about that morning but the real encouragement was talking to several business people afterwards. One woman was a chemical engineer, a former Proctor and Gamble manager who supervised the development of Pampers. She joined our team and helped us with our “product development” when we were just getting going as a BAM consulting group.  Read more

8 Business Failures: What we Learned

by Larry Sharp

‘Those who cannot remember the past are condemned to repeat it.’ (George Santayana-1905). In a 1948 speech to the House of Commons, Winston Churchill changed the quote slightly when he said (paraphrased), ‘Those who fail to learn from history are condemned to repeat it.’

I was recently cleaning up some physical files, when I ran across a spreadsheet from 2008/09 listing IBEC projects which provided data on the status of the start-up, metrics for success and other interesting information. I found it curious that many of these businesses we worked with in the first two years of our existence have “failed”.

It reminded me of a conference in Arizona a few years ago, when after I had cited many success stories, a person in the audience asked me, “don’t you guys have any failures?”

Now I would be the first to recognize that “failures” are not really failures, but more accurately experiments in learning. In the famous words of Thomas Edison, “I have not failed. I’ve just found 10,000 ways that won’t work.” And so it may be with those early years in IBEC.

There is no perfect assessment of a cause-effect relationship, and I acknowledge that my perspective is personal and anecdotal, however I believe those closest to these situations would concur that what I relate here is at least at least one primary reason for the demise. Here is an effort to “remember the past” with a view to giving reasons for the demise of each dream and a statement of what we learned. I will not provide specific identification of the geographical area nor the persons involved out of respect for security issues and the fact that I do not want to disparage the efforts of anyone.  Read more

6 Ways to Build Trust for Greater Impact

AND THE AWARD GOES TO...

Our goal is to provide the BAM Community with the best content and resources available. This summer, we are highlighting various articles and resources which have stood out in the past 6 months. Below is the “Staff Pick” for January to June 2018.

Please enjoy and thanks for following!

by Larry Sharp

In early 2016 I picked up a copy of the The Economist, entitled “The World in 2016”. An article on page 90 intrigued me entitled, “A Crisis of Trust” by Richard Eldelman.1 Mr. Edelman maintains that “trust – or, often, the lack of it – is one of the central issues of our time”. He may be right.

The Edelman Trust Barometer has been tracking trust issues for fifteen years, particularly between countries in the categories of government, business, technology, media, and NGOs. Technology is the most trusted sector and government is the least trusted institution worldwide. While trust in business is recovering, trust in CEOs has declined by ten points since 2011.

A recent Maritz poll2 indicates that only seven percent of workers strongly agree that they trust their senior leaders to look out for their best interest. John Blanchard’s research demonstrates that 59% of respondents indicated they had left an organization due to trust issues, citing lack of communication and dishonesty as key contributing factors.3 Clearly everywhere and in every sector, trust is at a tipping point.

All of this got me thinking about missional business startups. Certainly trust is fragile – in all aspects of life, and also in business. It is imperative for clients, customers, employees and team members to trust the owner because it is often easier to mistrust than to trust. What can a business owner do to develop high levels of trust?

The simplest understanding of trust is that it centers in competence and character. If owners and managers are competent in their knowledge, practice, and in getting things done; and they are persons of integrity, reliability and promise, they are probably a person of trust.

Perhaps the following concrete actions will go a long way to building trust in the business environment:

Read more

6 Ways to Build Trust for Greater Impact

by Larry Sharp

In early 2016 I picked up a copy of the The Economist, entitled “The World in 2016”. An article on page 90 intrigued me entitled, “A Crisis of Trust” by Richard Eldelman.1 Mr. Edelman maintains that “trust – or, often, the lack of it – is one of the central issues of our time”. He may be right.

The Edelman Trust Barometer has been tracking trust issues for fifteen years, particularly between countries in the categories of government, business, technology, media, and NGOs. Technology is the most trusted sector and government is the least trusted institution worldwide. While trust in business is recovering, trust in CEOs has declined by ten points since 2011.

A recent Maritz poll2 indicates that only seven percent of workers strongly agree that they trust their senior leaders to look out for their best interest. John Blanchard’s research demonstrates that 59% of respondents indicated they had left an organization due to trust issues, citing lack of communication and dishonesty as key contributing factors.3 Clearly everywhere and in every sector, trust is at a tipping point.

All of this got me thinking about missional business startups. Certainly trust is fragile – in all aspects of life, and also in business. It is imperative for clients, customers, employees and team members to trust the owner because it is often easier to mistrust than to trust. What can a business owner do to develop high levels of trust?

The simplest understanding of trust is that it centers in competence and character. If owners and managers are competent in their knowledge, practice, and in getting things done; and they are persons of integrity, reliability and promise, they are probably a person of trust.

Perhaps the following concrete actions will go a long way to building trust in the business environment:

Read more

Second in Command

by Larry Sharp

Business as Mission (BAM) narratives oftentimes focus on the founder or the entrepreneur credited with the initial startup leadership; and rightly so; but sometimes the real reason for success may rest with the #2 or #3 person. Sometimes key success factors can be traced to the “second in command”.

Since graduating with a business degree in 1968, I have had more than one opportunity to lead an organization both in Brazil and in Pennsylvania, but most of my life in management has been as the #2 guy – in Alaska managing a fish plant; in Brazil; and as VP of operations and business partnerships for Crossworld for 19 years. What is positive about being second in command?

1. Flexibility in use of abilities.

My years as the second guy gave me an opportunity to maximize my skills, giftedness and interests. Oftentimes the CEO is required to do things because of his/her position which are not aligned with skills and interests. I observed my bosses consumed with fund raising, capital development, spontaneous thinking, or public speaking, all of which were not appealing to me. The scriptures are clear that God creates all people differently and when it comes to a Kingdom business, employees contribute best when in positions that maximize their God-given wiring and experiences.  Read more