Think about it, when the economy (i.e., GDP) is off a couple of percentage points from prior year, or unemployment is near 10%, we’re quick to bemoan the terrible business environment. Yet, the fact is that 90+% of folks still have their jobs and spending is 98% of prior year levels overall. It’s clear, in spite of the bankruptcies, foreclosures, inventory adjustments, and reduced big-ticket purchases that many businesses are operating fairly normally. In fact, some niches are booming, and the necessary belt-tightening in many other sectors is fairly modest. Because we become complacent in good times, preferring to let things run comfortably on autopilot, the hands-on leadership required during recessionary times seems like a painful intrusion on our otherwise routine lives. In fact, we know from Scripture that such trials, discipline, and pruning is often used by the Lord to build perseverance, character, and hope, while drawing us closer to God to produce a harvest of righteousness (e.g., Jn 15:1-4, Ro 5:3-5, He 12:11). Think of the travails of Abraham, Job, Joseph, Daniel, and David… and how the Lord blessed and used them due to their faithful perseverance and obedience. Consider the powerful resulting testimonies that honor God and still inspire us today. We have that same opportunity, as these timeless principles are still in operation today in the arena of business. The problem, to paraphrase commentator George Will, is that we’re great creatures of habit, doing the same things over and over, while only occasionally interrupted by an original thought.

First, let’s stop to remind ourselves of a few provocative facts:

• What got you here won’t get you there. Things change, even when we resist, causing a compelling need for us to adjust our offerings, methods, and staff core competencies if we’re to continue to provide a compelling customer value proposition. Necessity is often the mother of invention!

• For the thinking business leader, there are no commodities! It’s easy, especially in a recession to think that lower prices are all that matter and our company’s offerings are indistinguishable from our competitors. Focusing solely on competitors brings sameness, bloody price wars, and a loss of focus on what it takes to thrill customers with truly differentiated goods and services. For example, some might view copper as a commodity, but think about the differing ways it might be used (e.g., Siemens power plants, Carrier air conditioners, U.S. Mint pennies, Ford auto radiators, etc.)… all leading to differentiated selling, packaging and logistical support.

• Now is a great time for fresh thinking and perseverance in relooking at how to best serve customer needs! 50+% of companies on the 2009 Fortune 500 list were launched during a recession or bear market. The prize for companies who do what it takes to survive major economic dips — keeping a highly motivated staff nucleus in place and remaining a visible presence — is being first in line to address expanding customer demand with a sharpened offering when the rebound happens.

• The fundamentals of successful business – identifying customer needs and filling them well – haven’t changed. For those who are feeling beaten down, tired and ‘last generation,’ take note that the age group with the highest rate of entrepreneurial activity over the past decade are 55-64 year-olds! Those who ‘get it’ and regularly engage customers regarding their needs and hopes in any technical or supply niche will routinely uncover breakthrough business ideas!

We must shake ourselves out of our self-justifying tendencies, seeing things through the fixed prism that we’re most comfortable with, if we’re to move ahead and not choke off the good forward-looking ideas of our customers and staff. We so easily become trapped by our own past successes, methods, reputation, and words. Consider stopping, today, to deeply reconsider some of the unquestioned ‘givens’ in your business. Deeply engage your staff, as well as thoughtful and aggressive customers in the process. Take in raw, objective, third-party input along the way as grist for the discussion.

It’s obvious that businesses must continually adapt and reinvent various aspects of themselves (e.g., methods, processes, product lines, key staff, bundling of goods and services to address target customer needs) in order to stay relevant and healthy in a changing marketplace. So what’s changed in your target markets?

■ Relational joy with the Lord and others

■ investing in the health of our mind, body and soul

■ Intentionally developing our organization and market presence

■ Time for deep reflection and creative thought

  Indeed, if we travel through life with very little ‘margin,’ we’ll soon be overloaded with the many small, reactionary crises that naturally sprout from such habits.

 This modern sickness has become a ‘badge of courage’ for many! Proud of our ability to ‘keep all the plates spinning’ in such a breathless lifestyle, we often live like hamsters on a wheel! Many actually strive to live this way. Today’s mythical ‘super woman’ is one example of such thinking. You know the celebrated image: topflight executive, spouse, gourmet homemaker, and soccer mom, and church/community volunteer. While a few among us may be so supremely organized as to be able to pull-off such an expansive multi-tasking assignment, most either ‘crash and burn’ or severely neglect vital priorities in order to pursue such an idealized existence.

 Instead, we need a godly perspective on our priorities during this short life in the flesh if we’re to restore the balance needed to regain our emotional, spiritual, physical, financial, and time reserves in an ever-quickening digital age.  Our families, businesses, testimony, and eternal legacy depend on it!

  “Lord, teach me so to conceive time as an unrepeatable gift that I might live my life serenely with Your values in mind so that my life is lived to the full.”

What are some specific attributes of God’s character and ways?

How do we model them in the process of living out our roles?

Obviously, demonstrating the highest and purest standards for justice, ethics, honesty and integrity are a good starting point. These basic building blocks represent ‘101 level’ Christianity and are not even viewed as uniquely Christian qualities. We model God’s character and ways by:

• showing our respect for Him and His all-important place in our lives as we relate with others. After all, being who He is, He is worthy of being first in our lives in a manner which is tangibly modeled. One way we might do this is…

• being open with others concerning the time we spend with God and His Word. The people we touch through business share our own children’s perspective in understanding that importance is spelled t-i-m-e. The time we spend with someone or something speaks volumes to others about what we truly value. An important example of modeling what we value by how we prioritize our precious time relates to the time we spend with God in His Word. Our attitude toward Scripture’s importance and authority in our lives should model that of Christ. As we relate to the unique group of people our business attracts we naturally communicate the value of God’s Word to them.

• our marriage relationship and our attitude toward marriage in general. Many of the policies that we adopt can either support and enhance, or damage or destroy, the health of our team’s marriages. The way we pursue our own marriage and what we say about it are the most powerful influences we can have.

• our parenting and the priority we give to being a godly parent. The children of the world are perishing for lack of godly parenting. Youth crime and violence, rampant across our nation and globe, are the result of ungodly parenting and the rejection of God and His ways. Our level of commitment to our family and to parenting our children tells others a lot about our belief in God and His ways.

• our attitudes towards money and the pleasure of this world. Ouch! For those with some means, this can be a tough path to choose. As Christians – especially Christian leaders – we should have an entirely different set of values than the world does. If our behavior demonstrates a high priority on acquiring the ‘things’ that the world loves and seeks, something is radically wrong!

God has called us to a challenging and demanding role. It is costly and can seem very painful. It reflects a spiritual paradox: the easier it becomes to obtain worldly pleasures the harder it is to deny them to ourselves. To deny the flesh is never easy. It always hurts. But leadership in God’s Kingdom is a sacred trust. In this sense, nothing that we do or say is unimportant. To the degree that our lives and actions demonstrate our trust in God, and express His values and character, we succeed. To the extent that we express those of the world we fail to have a positive impact. The ultimate judgment of our work doesn’t happen here. This judgment doesn’t accept, nor will it ignore, our adopting worldly standards of hedonistic materialism. It will happen after our race is over and will be done solely according to eternal standards. Our effective use of the ability we’ve been given to influence others will be judged in terms that have nothing to do with worldly value. This is the stricter judgment spoken of in James 3. This is the higher standard we are called to reflect as we shine our light to a hurting world. This is, ultimately, our leadership responsibility.

Leaders lead, and leadership by example is the best technique as proven for thousands of years. No great leader has ever been a disciple of “Do as I say, not as I do.” Over and over again in the study of leadership, it comes out. The greatest leaders are those having volunteer followers. Inspiration through example moves people to follow more effectively and for longer duration than anything else.

Inspiring and influencing others to follow voluntarily is leadership in its purest form.
Of course, there are other forms of leadership such as totalitarian authority, positional, monarchical, or elected majority and so on, but in the operation of a highly effective and long term successful company, volunteer followers are what we need, not slaves, serfs, or robots.
Probably the antithesis of the type of leaders we are striving to illustrate would be the army which is based upon positional authoritarian leadership. There is no choice given to the followers, it’s either obey or be punished. The leaders are identified by their title and it alone qualifies them to direct, give orders and make decisions.

Jesus might be the greatest example of a true leader. He had no title or position, no real power other than truth and example. He led by example and the power of His vision.
Ghandi is another example of a basically powerless man who is acknowledged to have been a great leader who influenced by example.

In our companies, we are the leaders. We have a title which demands respect and we can utilize the army model of chain-of-command leadership and management if we choose to do so. Most companies do but most of the best companies do not.
In today’s world, and, seemingly even more so, tomorrow’s’ high performing companies use a different style. Modern leaders will be more like Jesus than Patton.
Influence will be more effective than positional power and developing the ability to be an effective influencer is key.

To close our time today, let’s hear the famous poet Edgar Guest as he says:

I’d rather see a sermon than hear one any day,
   I’d rather one should walk with me than merely show the way.
The eye’s a better pupil and more willing than the ear;
   Fine counsel is confusing, but examples always clear;
And the best of all the preachers are the men who live their creeds,
   For to see the good in action is what everybody needs.
I can soon learn how to do it if you’ll let me see it done.
   I can watch your hands in action but your tongue too fast may run.
And the lectures you deliver may be very wise and true;
    But I’d rather get my lesson by observing what you do.                              

For I may misunderstand you and the high advice you give,
   But there’s no misunderstanding how you act and how you live.

Our pricing policies influence how buyers interact with us and actually help to shape their behavior, which is why training and discipline in this area is so important. Our sales and order desk people should work to engage and understand the buyer upfront by asking a series of questions to ‘profile’ their objectives, personal perspective and readiness.  Based on their answers, we’d alter our presentation to maximize the fit of our offer.

Understanding the customer’s exact role in the buying process, along with what and why they’re buying, lets us to zero-in on their expectations. This helps us to meet or exceed these expectations, thereby justifying a healthy price for our products or services. Taking the time to initially engage and profile the customer enables us to understand how they’ll buy. Remember, they buy emotionally and justify intellectually. We must satisfy both needs so as not to derail the purchase. Customers don’t like the feeling of being sold something. They like to buy while being confirmed in the wisdom of their decision. Even when our selling offer is fairly standardized, customers want to feel that we’ve tailored something for just for them.

A customer’s experience with us generally involves three dimensions: quality (i.e., brand reputation,  features, durability, fitness for use), service (i.e., responsiveness, delivery, warranty, field support, ‘moments of truth’), and price (actually perceived value). Quality is now a prerequisite for long-term participation in most markets. Without it, you’ll be discounting prices and incurring cost premiums just to stay in relationship with skeptical customers. It’s service excellence that often separates outstanding companies from mediocre ones. Think about companies such as Disney, FedEx, Lexus, Ritz-Carlton, and American Express. They’re all ‘premium’ companies, offering a superior service experience that enables them to set the price in their field. It’s easy to match someone else’s price, but tough to match a well-run company’s service! Consider these results from a Rockefeller Corporation study on why customers defect:

• 4% die or move away
• 14% buy from a friend or a competitor
• 14% are dissatisfied with an aspect of the offering
• 68% believe you don’t care about them

Face it, if everyone were price conscious we’d all be driving Hyundais or Kias. Most people aren’t price sensitive as much as they’re value conscious. Studies show that just 15-35% of consumers consider price to be the chief factor. More than 60% don’t consider price at all and 80% remember the brand, not the price. In every product category, ‘high-involvement’ buyers outnumber ‘price-fixated’ shoppers more than two-to-one.

With this in mind, for pricing to become a core competency in our business we must take specific steps with our team to understand and incorporate the ‘five Cs’ of value:

• Comprehend value to customers (i.e., understand segment-based value drivers)
• Create value for customers (i.e., create/deliver segment-based value solutions)
• Communicate the value you create (i.e., tell them upfront and reinforce it later)
• Convince target customers to pay for value (must profile/know them to do this)
• Capture value with strategic and disciplined pricing based on value, not cost

At the end of the day, what we’re selling is value. If we can’t communicate this value, our team can’t maximize it and capture it with price during each customer engagement. By ignoring what drives customer value, we give the customer the upper hand in negotiations, resulting in lower pricing and profits.

Beyond the amazing personal realization that His Spirit lives in us once we come to Him in faith (Jn 14:16-17), and that this promise is eternal so that no one can ever snatch us out of His hand (Jn 10:27-30), God has ordained this wonderful union for a purpose: that the world may know (Jn 13:34-35). He is the vine and we are His branches (Jn 15:5). In John 17:20, Jesus prays that others will know Him through our message. Scripture reminds us that our example of living and working together in unity (Ps 133:1, Ro 15:5-6, Eph 4:1-3) glorifies Christ and helps others to see the truth. We use our spiritual gift s and callings for this purpose so that the Body of Christ may be built up in unity (Eph 4:12-13).

In the process of pursuing and promoting this Christ-centered ‘oneness’ in all God-given structures and relationships, others will be drawn toward a saving relationship with our eternal bridegroom, Jesus. Alternatively, when we lust after other ‘idols,’ or hunger to be personally ‘significant’ or fulfilled, we cripple our witness. Are you currently feeling incapable of having much of a transformational impact through your life and business? If so, reread this devotional and remind yourself of the truth that our faith can move mountains (Mt 17:21) and that He who is in us is greater than the one who is in the world (1Jn 4:4).

Let’s talk.
• Would others observe that you find your significance and satisfaction as a child of God and disciple of Christ? How does your leadership actively demonstrate thankfulness, submission to God and His Word, and the pursuit of unity with other believers?

• What’s currently derailing you from the intimacy, unity and oneness with Christ that transforms relationships and communities in this life?

Consider how God built His Church. As recounted in “Why Work?” (Nancy & Howard Olsen,M3 Planning, 2006), the Christian faith was birthed and flourished in the marketplace. Jesus, a small town carpenter, recruited His disciples in the marketplace where He also made 122 of His 132 New Testament public appearances. Of His 52 parables, 45 had workplace settings. The gospels were written by workplace professionals. After Pentecost, the explosion of believers happened all over the city. Those working with Paul to reach the Gentiles typically led lives which blended business and ministry. Of the 40 divine interventions recorded in Acts, 39 occurred in the marketplace. When the Jerusalem temple was destroyed in 70 A.D., the early Church moved its ‘center’ to Antioch, a vital merchant trading center. Fast-forwarding to America, our founders coupled faith with work in establishing a free nation “under God.” The subsequent ‘great awakenings’ in our history gained their momentum in the marketplace.

What does this mean for us? Did we really sign up for all of this? It’s certainly far more comfortable to view our vocation as simply a 40-60 hour-per-week job. But artificially dividing life into secular and sacred realms doesn’t square with God’s Word. The Puritans had it right in seeing our vocation broadly as God’s call to social, economic, civil, and church engagement as we serve His purpose, using our God-given talents and opportunities to serve others. Jesus didn’t say “go to church,” but rather He called His people to be the Church and “go out”! But we all have specific areas where we like to hang out and devote our energy, often at the exclusion of other priorities. Whether we’re workaholics, doting parents, “can’t say no” church volunteers, or obsessive hobbyists, we must be careful not to reshape God’s call on our life into a lopsided focus on one or two things while ignoring others. Puritan pastor Richard Baxter said, “Overdoing is the most ordinary way of undoing.” In contrast, ‘diligence’ simply involves a constant, motivated effort to do what God wants, by seeing every responsibility as an assignment from, and for, the Lord… nothing more, and nothing less.

Taking Stock
What we do in the midst of a recession greatly influences our long-term prospects for being a high-performing company with an uncommon sense of purpose and teamwork. For leaders, this is an ideal time to take a fresh look at the fundamentals of the business and ensure a solid foundation for the future..

The following 7-Point Gut Check gives each of us an opportunity to “take stock” by self-evaluating our real-time leadership in seven vital areas.
■Get Off the Ledge First things first! If you’re still operating in the red or running ‘close to the edge’ on cash, what (or who) are you waiting for? If your sources of funds don’t provide enough cash each month to meet your uses of funds, you’re playing a losing game or putting your head in the sand. If you haven’t done it already, it’s time to reset your resource/capacity levels to match your activity so that you can continue operating indefinitely and profitably at this level
■Build a Winning Team This is a great time to clearly communicate and then regularly reinforce alignment on your firm’s core principles (i.e., vision, purpose, and core values).
Deep engagement is necessary to ensure clear buy-in and to help employees coalesce into a solid team.
■‘Lean’ Sales and Marketing Are your marketing efforts disjointed and based on historical habits and generic sounding appeals? Or, are they unified and based on a very focused and distinctive core message delivered through the most productive communication channels, beginning with your name, tagline, signage, website, literature, stationary, email and targeted ad spending?
■Clean-up Historical Operating Problems and Compromises Now’s the time to get serious about eliminating repetitive waste (e.g., poor project plans and costly quality problems), unnecessary capacity, underperforming suppliers, and organizational ‘ankle weights’ (e.g., naysayers, upward delegators, untrustworthy teammates, and accountability avoiders).
■Refocus around Planning and Execution Discipline Allowing multiple agendas in the same company is crippling. Involve key employees and staff leaders in the planning process and hold them responsible for delivering their piece of the Plan (e.g., revenue growth, cost, asset turns, etc.). Engage them in building the business ‘on paper’ with a fresh plan.
■Establish a Culture that Integrates Learning, Accountability, and Performance Pay A team that’s seriously engaged in making its Plan will constantly confront ‘off-Plan’ areas, hold each other accountable, and celebrate successes together. Share the pain and the gain, while cultivating a culture of ‘owners’ and committed ‘professionals.’
■Unwavering Personal Witness It’s incumbent on us to communicate clearly and lead with grace when making changes that negatively impact others. As a steward, servant leader, and Christ follower, we’re to exhibit the fruit of the Spirit in all seasons. Do we exhibit His peace in the midst of the storm?

Reflect on each of these seven areas. Any low score is worthy of personal reflection and prayer, discussion, and staff brainstorming to probe ways to remedy and elevate your company’s performance.
How can your leadership help your team to use this recession as a foundation strengthening time that provides a fine launching pad for the future?

Marlon Brando’s pitiful angst in delivering the most famous line in 1954’s“best picture,” On the Waterfront, still resonates with us since it deals with a common condition: being burdened by regret for previous actions and lost opportunities. Brando’s character, Terry Malloy, was reflecting on his young life and the way he’d squandered his opportunity to have “class” and “be somebody.” An up-and-coming prizefighter from a tough neighborhood, he had settled for ‘chump change’ in throwing a fight that might have led to a title shot. This led to a series of compromises and a season of inconsolable regret in which he felt trapped, in the prime of life, by his previous mistake. The film finishes on a victorious note, in which Terry does “become somebody.” Although he didn’t become a champion fighter, he became a local hero, a leader at work, got the girl, and was mentored by a local priest. Like the thief on the cross (Luke 23:39-43), Terry’s actions proved the axiom, “It’s not how you start, but how you finish.”

Jesus’ brother, Jude, wrote to motivate Christians everywhere to action and to warn us about the eternal cost of living a nominal Christian life. Scripture tells us to cast all our cares upon Jesus, because He cares for us (1Peter 5:7). Proverbs 24:16 says, “A righteous man falls seven times and gets back up.” As God’s children who can never be snatched from His hand (John 10:28) and are entrusted with His truth that will never be broken or pass away (Matthew 24:35, John 10:35), we’ve been commissioned to contend for the faith. We can do this going forward with the unshakeable confidence that our life and work truly matter for eternity and that our past, present and future have been redeemed in Christ!

As Christ’s disciples, whatever our previous track record, we can be encouraged by two key facts.

First, we don’t do these things on our own; we have an awesome Lord who strengthens and cheers us along the way, picking us up and washing us off when we stumble.

Second, it’s never too late to be refined, seek God’s purposes, and finish strong.

Jude exhorts us to share God’s truth, reject falsehood and immoral practices, celebrate God’s goodness, live faithfully, and share Christ’s love.

“The plans of the diligent lead to profit as surely as haste lead to poverty” Pr 21:5

“…if it is leadership, let him govern diligently” Ro 12:8

What does diligence look like in our lives?

• With God: giving Him the devotion inherent in our relationship… and nothing less.
• With our spouses and families: fulfilling the role in their lives for which we have responsibility before God… and nothing less.
• Stewardship of the company He gives us to operate for Him: providing to it, and those we serve through it, all He asks of us… and nothing less.
• Service to His church: doing all He has gifted and called us to do… and nothing less.

Although it’s tempting to feel overwhelmed by this assignment, remember that diligence means doing what’s expected, not perfection or doing more than what’s expected! Let this thought sink in for a moment. Yes, there are many apparently conflicting demands on our time. We feel pressed on all sides, but there is an answer for every pressure… diligence, that which is expected by God and nothing more. Does this seem too simple, to just do what God asks in each area of our life? Our adversary would certainly like for us to think so. The truth, however, is that simple.

It’s the application that trips us up! This confusion is fueled by a culture that embraces ungodly values. We too often view the investment of our time in terms of how desired returns measure up to the expectations and standards of the world. This sets up a conflict between flesh and Spirit. The flesh, since it can’t survive this life, focuses all its demands and attention on the material world. The Spirit, since it transcends this life, urges focus on eternal things. We live amidst this constant conflict. Life is a battle zone where the war is fought largely through our choices regarding the use of time!

Considering Our Battle Zones

Getting back to our companies and their unique role in our lives, what does God expect of us? The answer of course is “whatever diligence requires”… nothing more, nothing less. “Well,” you might ask, “how does God define diligence for me?” The answer lies in your application of God’s Living Word and what He has revealed to you through prayer, circumstances, and His children. Try this working definition:

Diligence is what we can give to our business after more important priorities are fully serviced and lesser priorities are provided for.

Remember, diligence is also no more than that! To illustrate, let’s assume that God defines vocational diligence for you as normally requiring 45 hours per week. This is the amount of time He requires for you to provide to the business all He asks of you. Since He is the true Owner and Source, He has that right and the responsibility for whatever results flow out of His direction.

Let’s assume, in contrast, that you’re currently spending 90 hours per week on-the-job. What return do you suppose you’re earning for the extra 45 hours? The accurate answer is “nothing”! In fact, there’s a net eternal loss since, in order to work the extra 45 hours, you’ve taken them from other priorities. This is true in spite of the fact that you may appear to be profiting financially from the extra work. Financial profit isn’t the sole measure and, even if it were, we can’t know the results of the untaken alternative path. If we never retrench and delegate more fully to our staff, we’ll never know what might have happened. We can only wonder. Too often, the comfort of our longstanding habits – healthy or not – prevails.

Three recent C12 peer examples are worth mentioning. Each leader testifies that, in spite of reducing the hours spent in their businesses by more than 25% – one due to debilitating illness and two simply by choice – their income stayed the same or grew. What do you imagine they thought in advance of making their decision? What would you think? It’s natural for us to expect it to go the other way! But God and His ways are supernatural!