MODULE 404STEWARDSHIP IN YOUR

BUSINESS

Contact Person

Dr. Mario Denton

Crown Financial Ministries Marketplace Programme Director for Africa

Africa Director for FCCI (The Fellowship for Companies for Christ International)

CEO STRONG MESSAGE BUSINESS CONSULTANT

Let's keep the good marketplace vibes alive. Let's network. Tel (w) + 27(0) 82 88 29903. E-mail address: mario@crown.org.za Website: www.crown.org.za and click on marketplace

E-mail address: marden@mweb.co.za website: www. strongmessage.co.za

Skype: mario.denton

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Table of Contents1. Careful buying of equipment will help your business

2. Disaster preparation

3. Protecting vital information

4. Getting your business back on its feet

5. Keeping up appearances

6. Employee theft is all to common

7. Preparing for feast or famine

8. fFcing your business Goliath

9. Communicating during crisis

10 Steps to effective crisis management

Introduction- Benefits from reading this book

• Learn how to not let desires overrule needs in equipment purchasing for your

business!

• Discover real-life examples of how not to sink your startup by superfluous

equipment purchases!

• Be prepared for disaster a strike!

• Understand how to protect vital information!

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• Learn how to recover and get back to business quickly!

• Know how business appearance contributes to the bottom line!

• Establish safeguards against employee theft!

• Set guidelines in dealing with employee theft!

• Learn how to prepare for feast and famine!

• Know how to use times of prosperity to strengthen core business!

• Discover how to value employees and retain them during hard times!

• Know how to face your business Goliath!

• Learn how to assess what action is the most effective during a crisis!

• Develop vision for after a crisis!

• Know how to communicate effectively during a crisis: key to weathering a

storm!

1. Careful buying of equipment will help your business

When starting up a new business, or making a large capital investment, carefully

determine your actual needs before placing an order. The apostle Paul wrote,

“My God shall supply all your needs according to his riches in glory in Christ

Jesus” (Philippians 4:19, NASB). We often confuse our wants and desires with

true needs, a mistake that can sink a business, regardless of how long it has

been around.

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Mary opened a bakery by investing nearly $250,000 in new equipment. She

closed after five years, having barely paid for the high start-up costs and never

making a profit. Joe, who operated a marginally profitable landscape business,

purchased a $45,000 deluxe pickup truck, complete with all the neat whistles and

bells. The hefty loan payment pushed his business into the red and he was

forced to go to work for someone else. The tragedy was that a $10,000 used

pickup would have done the job, limited Joe’s debt, and kept him in business.

When Bill opened a new restaurant, he financed the $400,000 start-up

equipment costs and needed $6,000 a month just to cover his lease expense.

Nine months later, he was bankrupt, largely because of the equipment debt. At

the bankruptcy sale, Sue and Richard bought the business lock, stock, and barrel

for only $60,000 cash. By taking over the property lease and making a few

modifications, they were able to operate a profitable enterprise, largely because

of the much smaller investment required.

Several factors can keep us from focusing on our basic needs. In our

humaneness, we can easily get caught up with “wanting” something just to keep

up our image. Unfortunately for Joe, wanting the new truck with all the upgrades

pushed his business over the edge. The pride of ownership, the desire to show

the world how well we are doing, can cause us to make unwise choices. King

Solomon wrote, “When pride comes, then comes dishonor, but with the humble is

wisdom” (Proverbs 11:2, NASB).

Carefully define your needs before you go shopping. Evaluate the jobs that need

to be done, and determine the type of equipment required. Don’t buy new if used

or refurbished equipment will do the same job for less. Shop carefully when

considering used equipment to make sure it is up to the task. You may need to

do some research and be patient, but the savings can be substantial. For

example, a commercial restaurant stove, oven, and fryer that cost $50,000 new;

however, a used item can be purchased on eBay for $4,000. The equipment

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needed cleaning and was located in a neighboring state, but the savings more

than paid for the all-day trip needed to pick it up.

Also on eBay, a nearly new refrigerator/freezer unit sold for half the price of a

new one. A stainless steel food preparation table that cost $1,000 new sold for

$175. I would not advocate buying used equipment only because of a low price,

but if it’s in good shape and does the job, it can be a wise investment. The

Internet offers a great way to search quickly for lower-cost options and used

equipment. Trade publications often list equipment for sale as well as the names

of dealers who carry secondhand products. Almost anything can be acquired for

the right price if you invest the time.

Used equipment is not just for startups. For many years, a company I was

associated with had a standing order to buy all the used file cabinets that our

office supply vendor received. Over the years, we saved thousands of dollars

while meeting our storage needs. When the Tucson Gospel Rescue Mission

needed to expand its facilities, they located used modular housing units that

saved thousands of ministry dollars.

The fear of buying an unknown product can be a deterrent, especially if it’s

secondhand. Be careful to exercise due diligence. King Solomon also advised,

“The naïve believes everything, but the prudent man considers his steps”

(Proverbs 14:15, NASB). Again, check out equipment thoroughly and obtain any

warranties or guarantees in writing. If necessary, hire an expert to help you. If

you can buy a $50,000 cooking system for $4,000, you can afford a few other

expenses.

2. Disaster preparation

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The destruction of the World Trade Center underscored the need for every

business to prepare for the possibility of a catastrophic loss. Fortunately, not

every disaster will be as dramatic or massive as the situation in New York, but

every year hundreds of thousands of businesses are struck by storms, fires,

floods, and other calamities. The following twocases illustrate this point, but with

decidedly different outcomes:

A tornado sliced through Dr. Mary Beth’s medical offices, ripping the building off

the foundation and scattering the contents over a wide area. Robert, a print shop

owner, received a call one night from the fire department telling him that his

business was ablaze. He arrived just in time to watch the roof come crashing

down. Equipment, records, and work in process were totally destroyed. Both

business owners had insurance and both received settlements, but Robert’s

print shop never reopened, whereas Mary Beth’s medical practice was up and

running within four days. The difference was in her advance preparation and

planning for a possible disaster.

The first step in disaster preparation is adequate planning. “The plans of the

diligent lead surely to advantage but everyone who is hasty comes surely to

poverty” (Proverbs 21:5 NASB). Creating a contingency plan before disaster

strikes is often the difference between a speedy recovery and possible business

failure. A well-conceived disaster plan will cover the two most essential aspects

of your business operation: protecting vital information, and getting your business

back on its feet.

3. Protecting vital InformationStart protecting your vital information by compiling a list of all relevant details,

both customer and internal. Then assess what the impact would be if that

information were lost. Devise a backup plan to secure any information you can’t

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afford to lose. Develop a list of key records and determine if the data will best be

protected internally by secure storage or by copies kept offsite. For example,

make sure that your attorney has a complete copy of all legal documents. Also

back up your computer files at the end of each day.

If offsite storage isn’t practical for some reason, store the information in a

fireproof cabinet in your building. In Robert’s print shop, customer orders and

past templates were destroyed by the fire. If the templates had been stored in

fireproof cabinets, the business might have been able to continue. In Mary Beth’s

medical practice, all computerized customer information and financial records

were copied onto a disk and taken home by the trustworthy office administrator

every night. Although the company’s paper files were completely lost in the

tornado, the computer files were reconstructed the next day.

For most businesses, key information will be divided into three areas: customer

and vendor, operations, and corporate records. Important customer information

includes product specifications and key contacts—the kinds of things you need to

know to continue providing service. Keep back-up vendor information so you can

immediately order needed supplies and replace equipment quickly. In the event

of an emergency, your vendors will be able to help you get back up and running.

Copy your current contact list each month and take that copy home.

Next, compile information needed to provide the necessary infrastructure for

conducting your business, like replacing phones, computers, and equipment.

Finally, make arrangements for securing your corporate records, employment

files, accounts payable and receivable, and other vital records.

4. Getting your business back on Its feet

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Write out a plan (and keep a copy offsite) that specifies who will be responsible

for what in the event of an emergency. If you are the sole proprietor, this plan will

help you establish your priorities in advance. During a crisis, you may not

remember everything that is important, and a plan will help you make good

choices. Include on the list contact information for telephone service, electrical

work, and computer and shop equipment replacement.

Determine how customers will be contacted and who will be responsible. Most

customers will work with you if you have a plan, but you must communicate

proactively and honestly about how you will meet your commitments. Also, be

forthright with your staff about the extra effort that will be expected-and needed-

to move the business through troubled waters.

Next, review your insurance coverage to determine if it is adequate. Is business

interruption covered as well as replacement of lost documents? A careful review

will protect your financial interests and allow for effective rebuilding. Keep a copy

of your policy in a secure location.

Most business disasters will not result in a total loss. Chances are your business

will be able to continue without moving into temporary facilities. But just in case,

you should have a contingency plan in place. Pray that you never have to

implement your plan, but have it ready for that worst-case scenario, and you’ll be

prepared to keep your company in business.

5. Keeping up appearances

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The Flower Art Gallery asked me to evaluate why their sales were flat while other

galleries in the area experienced increased growth. According to the owner,

Peter, foot traffic just seemed to be down. When I visited, I walked around the

building, noting that the windows needed washing, the sign was faded by the

sun, the welcome mat was dirty and several lights were burned out that would

have highlighted art. Inside, the paint was becoming dated and chipped in

places.

The appearance of your facility is a key factor in enticing customers into your

store and establishing confidence. Time, weather, and neglect of “the little things”

can create a negative impression of your business. Keeping everything

shipshape can actually increase your sales. Over time, we can tend to lose sight

of the gradual deterioration in the appearance of our businesses. But those small

changes can make a big difference.

I suggested that Peter arrange a general housecleaning, including windows,

carpets—the works. A fresh coat of paint gave the gallery a clean, inviting look.

The total cost was less than $1,000, and the result was an immediate increase in

foot traffic—more people came in rather than just looking through the window.

Sales picked up 10 percent in the first three months after the housecleaning,

earning back the expense of the cleanup many times over.

King Solomon observed, “Through indolence the rafters sag, and through

slackness the house leaks” (Ecclesiastes 10:18 NASB). It may take a while

before neglect will cause the roof to leak, and at first you may not notice the

problem, but when a small leak becomes a torrent, major damage will occur.

To prevent small problems from becoming big disasters, review the condition of

your facility every six months. Ask your employees and customers to give you a

candid perspective on the appearance of your store. Also budget sufficient funds

to keep your facility in tiptop shape. A business needs upkeep just like a house.

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At another struggling business, I noticed that overgrown shrubs in front of the

building gave an unkempt appearance. When I mentioned the problem, the

owner said, “I can’t afford the time to do gardening.” I suggested that he remove

the shrubs, put down gravel, and power wash the building. These simple, low-

cost changes made an immense difference in curb appeal.

Lavatories are a key indicator of how much pride an organization takes in

maintaining a positive appearance. How often have you found a dirty restroom in

a restaurant? What does it do to your confidence in the quality of the food?

Whenever I visit a new client, I always make a stop in the restroom. The level of

cleanliness gives me a very good indication of the company’s overall

commitment to quality. Although maintaining clean restrooms can be an

unpleasant task, it makes a positive statement to your customers.

In your offices, maintain orderly desks, reception areas, and all places within a

customer’s sight. If working in close quarters, install barriers to hide any messes.

Keep handwritten notes off the walls, and avoid posting cartoons and other

questionable humor. In one store, I saw a sign that read, “Customer complaint

line: call 1-800-GET-LOST.” Another business had a button labeled “Ring for

customer service.” The button was in the center of a mouse trap. Such humor

may draw smiles, but it may turn off customers and is best avoided.

King Solomon observed, “I passed by the…vineyard of the man lacking sense;

and behold, it was completely overgrow with thistles, its surface was covered

with nettles, and its stone wall was broken down” (Proverbs 24:30 NASB).

Such problems—whether a broken down wall or an overgrown garden— don’t

happen overnight. But just as surely as thistles will choke out a productive

vineyard, allowing the appearance of your business to deteriorate will choke off

customer growth.

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6. Employee theft is all to Common “I just found out that one of our partners has been stealing from our company,”

Doug said as he called me for advice. After a quick but thorough review, it

became evident that approximately $150,000 had been stolen over the past two

years, equal to the total profits of the $3,000,000 business!

Unfortunately, embezzlement has occurred for thousands of years. Even Jesus

had a thief among His chosen disciples. When Jesus was anointed by Mary,

Judas said, “Why was this perfume not sold...and given to poor people? Now he

said this, not because he was concerned about the poor, but because he was a

thief, and as he had the money box, he used to pilfer what was put into it” (John

12:5-6, NASB).

Most work-related theft is a result of an employee’s perceived need, weak

character, and a perfect opportunity. A business owner or manager may not be

able to control the needs or character of every employee, but management must

control the opportunity.

Common reasons for not establishing adequate safeguards include:

• Simply not wanting to be involved—owners or managers prefer to focus on

producing a product, selling, or servicing customers and view accounting as a

bothersome task

• Lack of time—they believe they just don’t have enough time

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• Naïve trust—they trust everyone wholly and completely

Studies have demonstrated that over 50% of businesses, large and small alike,

will experience employee theft and none of these excuses will eliminate the

problem! Scripture reminds us, “Know well the condition of your flocks, and pay

attention to your herds; for riches are not forever” (Proverbs 27:23-24, NASB).

John instructed, “Watch yourselves, that you might not lose what we have

accomplished...” (2 John 8, NASB).

Here are three steps to safeguard your business:

1. Accept responsibility for becoming knowledgeable about everyaspect of your business’ finances. If you don’t understand your accounting

system, ask questions until you do understand. A common trick of an embezzler

is to convince management that the system is complicated, but all accounting

should be simple enough for any manager to understand.

2. Create a system of checks and balances. One key ingredient would include

requiring two signatures on each check over a specific amount. Another would be

the practice of reviewing each check before signing it. Don’t be afraid to ask

questions or to request backup information for any item. A side benefit may be a

closer understanding of operating expenses. Also, require a regular independent

review of the accounting system, either by an outside professional or by yourself

if you have the expertise.

3. Require those with financial responsibility to take vacations.

Wrongdoing will often be uncovered when the perpetrator is absent and unable

to cover his or her tracks, so a review of that person’s responsibilities during that

vacation time might be a wise customary procedure.

What if you catch a thief in the act? When a person has taken money from a

business and the theft is confirmed, the question then becomes “What steps

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should we take now?” Filing formal charges with the police is an option, but each

business owner will need to determine if this is the proper step.

Jesus told a parable about a steward and said, “What is this I hear about you?

Give an account of your stewardship, for you can no longer be steward” (Luke

16:2, NASB). As Christians we are called to offer forgiveness, but complete

confession and restitution must first be made by the guilty party.

Further, those guilty of embezzlement will often commit the same crime again. A

friend of mine owned a photography store and found an employee guilty of

stealing about $20,000. He gave the individual a second chance while allowing

the money to be repaid at $100.00 per week without interest. Within a year,

however, an additional $25,000 was taken! If a second chance is offered, do not

allow that person access to your money.

Your diligence and follow-through are the greatest safeguards for protecting

your business and employees from theft in the future. Take action today!

7. Preparing for Feast or Famine

As the economy roars along, many businesses are enjoying peak revenues and

windfall profits. When times are good, it’s easy for companies large and small to

overlook little problems and ignore early signs of trouble, because, well, times

are good! The pressure to act isn’t strong. During periods of great prosperity, the

seeds of future problems may well be sown, to bear bitter fruit when the economy

cycles into a downturn.

Effective business owners and managers observe sound management practices

during both good times and bad. Following six basic rules can keep your

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business on track and help you maintain your success, no matter which way the

economic winds may blow.

Rule #1: Stay focused on your mission. Use the present prosperity to

strengthen your core business and don’t be tempted to start wandering off on

tangents.

I know of a successful hardware store that decided to expand its inventory by

adding a line of rental items. Unfortunately, they failed to consider that several

businesses in the area already had the rental market well covered. Instead of

boosting their business, the hardware store tied up cash in an unproductive

rental inventory that actually competes with possible sales of new equipment. For

now, their strong sales volume and profits are covering the rental shortfall, but in

a downturn the added overhead expense could become a millstone around their

necks.

Don’t let prosperity blur your focus. Keep your eye steadfast on your purpose. As

the apostle Paul wrote, “I run in such a way, as not without aim...” (1 Corinthians

9:26 NASB).

Rule #2: Hold your staff accountable for performance. Be careful not to allow

the current good times to draw your attention away from expecting excellence

and productivity.

A travel agency hired a new sales agent 18 months ago to sell cruises and

develop an expanded clientele for the company. But so far, the salesperson has

failed to develop enough additional business to meet expenses, and has not

achieved the expected sales volume. Because the overall business is going

strong, the owner continues to tolerate a lack of productivity from his new

employee.

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In a downturn, the agent would likely be let go quickly due to financial necessity.

However, if he were more productive now, the business would be able to build up

its retained earnings and increase its financial strength. And adding to their client

base would enhance the stability of the agency and increase its chances of

surviving a slowdown in the travel industry.

Rule #3: Recognize that people are your most important asset.

Good employees are hard to find, and even harder to keep, especially when a

strong economy creates new jobs and greater opportunities. Keep your

compensation competitive and develop a flexible benefits program to motivate

and retain staff. If you treat all your workers with respect and shower them with

praise and encouragement, you will build loyalty and commitment. During the

tough times, that loyalty will pay off as your strongest performers shoulder the

weight of responsibility. In an economic downturn, you will need good employees

more than ever.

Rule #4: Maintain good communication with your staff and yourboss at all times.

When business slows, information must move quickly and effectively throughout

the company. Employees need to understand the pressures and realities facing

the business. If improvement is needed, mincing words won’t help. Be direct.

Good communication is difficult to develop overnight, especially when times are

tough. Start now to develop trust and establish lines of communication. Keep

good and reliable information flowing.

When Nehemiah was working to rebuild the walls of Jerusalem, the enemies of

Israel came and taunted the workers, seeking to discourage them from

completing the task. Nehemiah responded by rallying the people and

encouraging them to trust in God and keep working. He said, “Do not be afraid of

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them; remember the Lord who is great and awesome, and fight for your [families]

and your houses” (Nehemiah 4:14). The people listened and responded, and the

city was rebuilt and restored.

Rule # 5: Watch your budget and debt load.

Heed the words of James 4:14, “You do not know what your life will be like

tomorrow” and maintain a balanced perspective. Business cycles ebb and flow,

fortunes rise and fall, and sales are good and not so good. Anytime you plan a

budget or accumulate debt based on optimistic projections and a booming

economy, you may be headed for a fall when the economy slows and interest

rates rise.

Manage your finances wisely, and don’t bite off more than you can chew. Keep

your budget tight and set aside your excess cash in an asset fund, then use your

cash reserves, not credit, to expand.

Rule #6: Know every aspect of your business well. Be proactive and don’t

wait for trouble before you take decisive action.

When revenues slip and adjustments are needed, you won’t have time to catch

up on all the details before making decisions. In today’s rapidly changing

marketplace, you must be in tune with the essential elements of your business if

you want to continue to succeed.

When business took a downturn, the manager of a restaurant laid off his

bookkeeper to reduce expenses. Unfortunately, the manager wasn’t prepared to

step in and fulfill the bookkeeper’s duties. He struggled to close out daily cash

and prepare the required reports. Developing your knowledge of all elements of

your business is key to managing in tough times. There is no substitute for

preparation.

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If you will implement these principles of sound business management right now,

while times are good, when the inevitable slowdown hits—whether its six months

from now, or six years—your leadership may be the difference between success

and failure for your business.

8. Facing your business Goliath

Randy owned a growing heating-and-cooling contracting service in Ohio. Over a

span of 30 years, he built a solid clientele by establishing a reputation for integrity

and superior value. Then the town’s largest employer announced a plant closing

that put one-third of the town’s population out of work.

The effect on other businesses in town was immediate. Everyone, from bakers to

grocers to retail stores, took the hit. Randy’s business experienced an immediate

25 percent decline, leaving him with a difficult decision: surrender, or face the

giant. Randy chose to fight, and he ultimately won. His victory was based on

following a clear blueprint for battle.

Every business eventually faces a fierce giant: a challenge that looms so large

we feel helpless. Lessons demonstrated by David in defeating Goliath thousands

of years ago will serve us well today.

1. We need to prepare for those challenging times.“David went back and forth from Saul to tend his father’s flock at Bethlehem” (1

Samuel 17:15). David was on task, tending to his various responsibilities. As a

shepherd, he demonstrated bravery and tenacity: “When a lion or a bear came

and took a lamb from the flock, I went after him and attacked him, and rescued it

from his mouth; and when he rose up against me, I seized him by his beard and

struck him and killed him” (1 Samuel 17:34-5).

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Like David, Randy had prepared his business for challenging times by eliminating

debt, keeping expenses down, building a great reputation, and training an

efficient staff. It’s nearly impossible to build up these key elements while

recovering from a business decline. Advance preparation is the key.

2. We must bluntly and honestly assess our situation.David understood that Goliath was more than nine feet tall and well armed.

Likewise, Randy understood that the drop-off in his business would be longterm,

requiring a long-term plan.

3. We need to evaluate our assets and our opportunities.David could see that hand-to-hand combat would be fatal—for him, but using a

sling could give him the opportunity to succeed with a well-placed shot. When

Randy took stock of his situation, he realized he was close to a potential new

market, one that was not well serviced, in a large rural region stretching thirty

miles to the west. He initiated a marketing campaign by mail and telephone to

reach these formerly neglected prospects, resulting in an increase in sales and

new customers that replaced half the business volume he had lost.

Next, he offered a large discount to any laid-off families that needed repair

service. The lower pricing eliminated his usual profit margin, but the increase in

volume kept his work crews busy. He avoided having to lay off qualified staff

members, and the low-cost repair worked covered some of his fixed overhead

expenses.

4. Recognize that time is not your friend. Giant-size challenges require fast action.When the time came for action, David “ran quickly toward the battle line to meet

the Philistine” (1 Samuel 17:48). Randy understood that the unemployment

situation in town would not disappear any time soon; therefore, the faster he

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developed a plan, the quicker his plan would start paying dividends. Whether

we’re facing a cash shortage, staff problems, a new competitor, or tough market

conditions, we must develop a sense of urgency and take action. Plan now, don’t

panic later.

5. We must develop a vision for how we will move beyond the crisis.Scripture teaches that “faith is the assurance of things hoped for, the conviction

of things not seen” (Hebrews 11:1). Effective business leaders imagine how

success will be achieved and then follow through with focused, effective action.

Professional golfers imagine making the tough shots. They picture driving the ball

out of the sand or hitting it between two trees in the rough. If we can’t envision

victory, we will never experience victory.

David exhibited confident humility as he started off to battle against Goliath: “This

day the Lord will deliver you up into my hands” (1 Samuel 17:46). We need to do

our part to prepare for battle and follow through diligently; but we must also

understand that the final victory rests with the Lord.

9. Communicating during crisis

Every business will go through rough times, and communicating and relating

effectively with your staff will spell the difference between having a cohesive

team working with you or a disorganized, demoralized team that will add to your

problems.

In a crisis situation, it is important to remember your business only runs because

of the people involved. Staff members are more then numbers on a spreadsheet

—they are individuals with concerns and feelings about the upheaval going on in

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the business. They are concerned about how it affects their lives, careers, and

families.

When you realize major problems have struck your business, you need to meet

with your staff to honestly outline the situation and the steps that must be

reached to resolve it. Colleagues need to know the reality of business conditions,

how the situation developed, and how you plan to move forward leading the

organization toward recovery.

Nehemiah gave us a great model when he said, “You see the trouble we are in,

that Jerusalem lies in ruins, and its gates have been burned by fire. Come, let us

rebuild the wall of Jerusalem that we may no longer be in disgrace” (Nehemiah

2:17 NIV). Nehemiah gave the people the straight story. He didn’t say Jerusalem

needed a little work, or that the gates needed to be fixed. The truth, no matter

how hard, is far better communicated to your staff then a rosy but false picture.

After speaking the truth, Nehemiah rallied the troops, and the work was

completed.

Here are eight points to keep in mind when dealing with staff during a crisis:

1. Tell the truth.Be direct, no matter how bleak the prognosis. Your colleagues desire and

deserve to hear and understand the truth. Take enough time to ensure the tough

message was heard and completely understood. Your forthrightness will

preserve your leadership credibility. Failure to be candid destroys confidence in

leadership—confidence necessary to effectively lead.

2. Ask for help.Ask your team for help by letting colleagues know you welcome and need input

and help. Bringing your workforce together to discuss possible solutions

develops a sense of ownership and loyalty. Often great ideas come from all

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levels of the company, not just from the boss. It’s important to be willing to give

and take, as long as you move toward your stated, and required, goals.

3. Explain the plan.Explain the plan to everyone and demonstrate how success will be achieved and

measured. Your staff is more likely to rally around a plan if they understand the

plan and see how that plan will lead the company forward. Explain how each of

them can and must contribute to make the plan work.

4. Inspire immediate action.Create a sense of urgency, but not of panic. Effective leadership requires

inspiring action while still keeping your cool. If your staff senses panic or

pessimism on your part, your survival plan could quickly unravel. Set clear, firm

deadlines on all key tasks and assignments and ensure follow-through.

5. Delegate important tasks.Delegate work to your staff—remember how important they are to the future of

your business. You cannot do all the work yourself. Your key job is to write and

monitor the plan, delegate work, and then keep everyone focused on the most

important tasks. Stress that the team needs to win together.

6. Enforce staff unity.Underscore the importance of staff unity during the crisis, and monitor staff to

ensure everyone is supporting the plan by actions and words. If anyone is not

fully on board, or insists on arguing extensively, insist they join the team or leave

the company. A leader must have full cooperation while digging out of a tough

spot. Insist any complaints be voiced directly to you, rather than gossiping to co-

workers.

7. Share the glory.

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Promptly share the victories, both small and large, with the staff and celebrate

together. This is not a time to be stingy with encouragement and praise. When

the crisis passes, be sure to reward those who have assisted the recovery and

paid some personal price in the process. Some ways to do this include bonuses,

extra raises, or other unexpected benefits.

8. Continue praising God.Give liberal praise to the Lord. Let your staff see your reliance on Him during

difficulties, as He gives you strength and answers prayer. Times of trouble and

crisis can bring great glory to the Lord.

Leadership is essential to keeping your business running during a down time. No

matter how catastrophic it may seem when it first hits, any storm can be

weathered with good management and communication skills.

10. Steps to effective crisis management

As hurricane after hurricane took aim at Florida in September of 2003, the local

Salvation Army was forced to mobilize to full crisis-management status. In a

nearby state, a 15-store grocery chain was sued for alleged health code

violations. The local media grabbed the story, threatening the future of the stores.

Like a hurricane, unexpected crisis can strike your business when you least

expect it. You must be prepared as a leader to manage the crisis effectively or

else your company can be threatened.

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King Solomon wrote, “The plans of the diligent lead surely to advantage”

(Proverbs 21:5, NASB). Effective planning is the first step. Steve Dick of the

Florida Salvation Army says, “Advance planning is the key for the Salvation Army

to respond to emergencies. We keep a current list of all supplies, personnel, and

other assets that can be deployed.” As the Salvation Army distributed three days’

worth of food to provide for emergency feeding in Florida, arrangements were

already in place with suppliers to replenish the food lines.

Another key aspect of emergency planning is to decide who in the company

should be notified, and when. In one case, federal agents raided a company’s

office searching for evidence of fraud and the CEO was not notified until a week

later.

Also, determine who will speak for the company to ensure a clear, consistent,

and effective message. When a TV crew showed up at one of the grocery chain’s

stores to do a story on the alleged health violations, the store manager agreed to

be interviewed. However, because he was unprepared, he made some

erroneous statements and rambled on about irrelevant facts. Unfortunately, that

footage made the six o’clock report.

Some threats can be anticipated and these should be addressed as soon as you

receive notification. For example, when an automobile dealership learned that a

newspaper was looking into allegations that the dealer had sold defective used

cars, the general manager immediately met with his staff, explained that the

pending story was incorrect and unfair, and distributed memos to the sales staff

to give them effective talking points to share with customers. The owner of the

dealership also called the newspaper and was given an opportunity to rebut the

charges.

When you see the smoke of a problem, look for the fire, and act to extinguish the

blaze … or at least contain it. To demonstrate that the charges were overblown,

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the dealership chose to open up their books to the reporter. As a result, the

article was far more balanced than it might have been.

Next, assess the situation, as Nehemiah did when he inspected “the broken walls

and burned gates” of Jerusalem (Nehemiah 2:13, NLT) and communicate

honestly with your team. “You know very well what trouble we are in,” Nehemiah

said. “Jerusalem lies in ruins, and its gates have been destroyed by fire”

(Nehemiah 2:17, NLT).

A blunt, honest assessment of a crisis situation is essential. Management of the

above-mentioned grocery chain believed the case would blow over. As a result,

they chose to ignore the bad publicity. The auto dealer, on the other hand,

realized that customer confidence could be shaken and they took the situation

seriously.

Like hurricanes, events will change—often quickly—during a crisis. Jeff Jellets of

Salvation Army said, “With four hurricanes arriving, we were constantly

repositioning supplies and people. At times we needed to pack up a mobile

kitchen that was actively feeding people and move that kitchen to a place of

greater need. Those were hard but necessary decisions to have the maximum

impact.”

Another good example is that of a meat processor that discovered a batch of

tainted hamburger. Immediately they issued a recall. Hours later, they found two

additional batches that could be contaminated, so additional recalls were ordered

and refunds were given to all customers. The processor went public, issuing

press releases to the media asking customers to return the meat. They believed

that customer health was far more important then the initial negative publicity.

Their fast action allowed them to get ahead of the problem and actually improved

their public image.

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Shortly after the meat packer recalled the tainted hamburger, another processor

recalled a similar product. Some customers became confused and returned good

products. Immediately, the retail outlets posted signs to minimize confusion, and

employees were advised to accept returns even if the product was not part of the

recall. Management wisely wanted to avoid customer dissatisfaction.

Take the time to prepare in advance, in case a hurricane—literal or figurative—

strikes your business. When a crisis hits, quickly assess the situation, take

action, be quick to adjust your plan as necessary, and minimize the damage

done to your business.

Dig deeper and learn more (Optional)

This section includes various support material for further inspiration and

encouragement and relates to the material covered in this section

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Nr Name Date of completion404 A What Legacy are you leaving?

404 B Are we "Herding" or Discipling People?

404 C Capturing the moment

404 D Beginning again

404 E Negotiating secrets

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404 F Career Direct and decisions

Progress Report

James 1:22-25 “Do not merely listen to the word, and so deceive yourselves. Do what it says. Anyone who listens to the word but does not do what it says is like a man who looks at his face in a mirror and, after looking at himself, goes away and immediately forgets what he looks like. But the man who looks intently into the perfect law that gives freedom, and continues to do this, not forgetting what he has heard, but doing it-- he will be blessed in what he does.” (NIV)

Name and Number of Module ________________________________________

Participant’s Name: ________________________________________

The Biblical Truths (Principles) I learned from this module:

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I intend to apply this Truth (Principle) in my business by:

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________________________ _______________________

Participant Date

Acknowledgement

Steve Marr consults with business and organizations bringing a national and

international perspective to achieve improved vision, focus, quality, and

management effectiveness in today’s competitive environment. Effective practical

assistance is provided to the business person or ministry leader. Steve’s radio

feature “Business Proverbs is heard on worldwide, including armed Forces

Service radio

For more information visit www.stevemarr.org

Material adapted by Dr. Mario DentonMario is the International Field Continental Programme Director – Market-place

for Crown Africa, the Africa Director for FCCI (The Fellowship for Companies for

Christ International) and the CEO of Strong Message Business Consultancy. He

is an international teacher and industrial psychologist and uses his strong

academic and corporate background and his uniquely effective coaching to help

people tap into their inner being; to utilise their strengths and expand their skills

to make a difference in the workplace. He and his wife, Mariene, are based in

Cape Town, South Africa, and are blessed with three grown sons.

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Copyright. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by an information storage and retrieval system without permission. Regarding permission to reprint material from this material, please write to Dr Mario Denton:

Unless otherwise noted, Scripture quotations are from The Holy Bible, English Standard Version, copyright © 2001 by Crossway Bibles, a division of Good News Publishers. Used by permission. All rights reserved.

FLAGSHIP CROWN DNA MARKETPLACE MATERIALS

Table of Contents1. Career direct

2. Personality ID

3. Business by the book catalytic Event

4. Business by the Book Workshop DVD series

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5. Business by the Book Small group study

6. God’s principles for operating a business

7. Crown Companies Monthly Business Forums

FLAGSHIP CROWN DNA MARKETPLACE MATERIALS

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Course Name 1. CAREER DIRECT

PurposeIs to assist people with the ability to make an informed career decision so that they will experience the joy of their work.

Methodology One on one

Primary Learning Thrust Career Direction

IntendedAudience

15 Years and older

Venue Venue with relevant equipment

Equipment ComputerLaser Printer for 50 pages per assessmentCareer Direct SoftwarePaper

Total Time Approximately 1,5 hours to complete the assessmentA further 2 hours to complete the feedback

Requirements for Career Direct Consultant

Career Consultant need to undergo Career Direct training

Only persons with a tertiary qualification can apply for this training

A pastor’s recommendation is also required

Contents Personality Profile

Interests

Skills

Values

Languages English

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Course Name 2. PERSONALITY ID

PurposeIs a tool to quickly and effectively determine a person’s personality profile (including strengths and weaknesses) and to compare profiles in a team.

Methodology One on one/team analysis

Primary Learning Thrust Personality Profiling

IntendedAudience

Anyone, especially teams

Venue Venue with relevant equipment

Equipment ComputerPrinterPersonality ID software

Total Time Approximately 20minutes to complete the assessment (per team member)Feedback depends on the size of the team

Requirements for Personality ID Consultant

Consultant need to undergo training

Contents Personality Profile

Languages English

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Course Name 3. BUSINESS BY THE BOOK CATALYTIC EVENT

Purpose To assemble as many business people as possible to be trained up in making business decisions based on biblical principles. To launch and establish Crown Financial Ministries in the business sector of a nation/area.

Methodology Seminar, lecture environment with three trainers.

Primary Learning Thrust

The Primary thrust of this seminar is to introduce business and professional people to the principles concerning business contained in the Scripture. This is aimed at challenging and providing thought provoking material as a catalyst to transforming businesses. In order to equip other business leaders at a similar event certification by Crown head office is required.

Intended Audience Business people on all levels

Venue Lecture hall or auditorium depending on the size of the group

Equipment Notebook Textbook only English (optional and effects costs)ProjectorNotebook Computer

Total Time One full day

Expectations It is expected that participants make a commitment to influence other business people with Godly financial principals.

Contents 1. Our purpose in Business

2. Finances

3. Integrity

4. Ownership

5. Application

Languages English, Afrikaans

Organising/

Time LineBetween 6 to 12 months depending on translations for first events in nation there after 1 to 2 months.

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Course Name 4. BUSINESS BY THE BOOK WORKSHOP DVD SERIES

Purpose This Workshop is designed to equip business people to learn and apply God’s financial principles in their business with the aim of becoming faithful stewards.

Methodology All-day workshop/

Weekend Seminar/Eight week Bible study

Primary Learning Thrust

The Primary thrust of this DVD series is to utilize visual media as well as workbooks to gain a practical understanding of applying God’s stewardship principles to their business.

Intended Audience Wide spectrum of business people.

Venue Depends on the size of the group and methodology used. Small group or large auditorium.

Equipment Workbook for each participantTelevisionSeminar DVDDVD Player

Total Time Approximately 8 hours in total, breakdown depends on method used.

All-Day Workshop (1 – eight hour session) Weekend Seminar (2 – half day sessions) Eight Week Bible Study (8 – one hour sessions)

Training Requirements for Leaders

Attend Business By Book Seminar or Business By Book Workshop.

Contents 1. Ownership and Purpose

2. Leadership

3. Finance

4. Human Resources

5. Organisation and Marketing

6. Planning

Languages English

Organising/

Time LineEnough time to order books and establish group.

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Course Name 5. BUSINESS BY THE BOOK SMALL GROUP STUDY

Purpose This small group study is designed to equip business people to learn and apply God’s financial principles for operating a business.

Primary Learning Thrust

The Primary thrust of this course setup is to utilize the small group dynamic of facilitation, discussion, prayer and accountability to assist business people to faithfully apply God’s stewardship principles to their lives and business.

IntendedAudience

Business people on all levels

Venue Small group venue like a boardroom or office able to seat between 5 and 10 participants comfortably.

Equipment Leaders Guide for the group facilitatorManual for each participantTelevisionDVD MachineWeekly DVD Segment

Total Time 15 minutes of individual work each day for 6 days.Approximately 2 hours once per week for group discussion and feedback for a total of 10 consecutive weeks.

Requirements for Sudent

1. Homework

Everyone is required to complete the homework in writing. The homework questions are designed to take approximately 15 minutes each day to complete. Space is provided in the participant manual to answer the homework questions. If a couple is participating in the study together, they should each have a manual.

2. Scripture MemoryEach participant is to memorise an assigned verse each lesson and then individually recites the verse at the beginning of the class.

3. PrayerEach participant prays for his or her group members each day.

NB If for any reason a participant does not complete all the requirements for a particular lesson; the leader is not to allow him or her to participate in the group discussion. This accountability cultivates faithfulness and is a pre-requisite for benefiting from this small group study.

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Requirements for Leaders 6 hour Leader Training

Contents 1. Introduction

2. Ownership and Purpose

3. Leadership

4. Finance

5. Human Resources

6. Organisation

7. Marketing

8. Planning

Languages English

Organising/Time Line Enough time to order books and establish group.

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Product Name 6. GOD’S PRINCIPLES FOR OPERATING A BUSINESS – 11 CD’S

Purpose This product will help point the way to achieving business success God’s way.

Methodology Self-study

Group studyPrimary Learning Thrust

God’s principles for operating a business, a classic seminar taught by author and teacher Larry Burkett (1939 – 2003), present 36 principles on 11 CD’s that will set any business apart from the rest. Operating a business according to God’s Word will produce a new level of success in a way you never thought possible!

IntendedAudience

Business persons

Venue Only required if the CD’s are used in a group environment.

Equipment CD playerTraining Requirements for Leaders

No specific requirements

Contents Disc 1 – History of business in America

Disc 2 – How to treat suppliers, employees, customers and owners

Disc 3 – Fundamentals of business planning

Disc 4 – Principles that ensure a balanced lifestyle

Disc 5 – Employing the unemployable

Disc 6 – Steps to dismissal

Disc 7 – Borrowing

Disc 8 – How to handle lawsuits

Disc 9 – Danger of compromise

Disc 10 – Tithing and giving from your business

Disc 11 – Importance of keeping vows

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Languages English

Organising/

Time LineEnough time to order books and establish group.

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Course Name 7. Crown Companies Monthly Business Forums

Purpose To receive instruction and training from today’s top Christian

business leaders.

Methodology Lecture facilitated workshop

Primary Learning Thrust

The primary thrust of the monthly groups is to learn the secrets

of integrating your Christian walk into your business life. It is

also to receive encouragement, support, prayer and advice

from peer business leaders who have experienced the same

business issues participants face each day.

IntendedAudience

Business people on all levels

Venue Small group venue like a boardroom or office able to seat

between 5 and 10 participants comfortably.

Equipment Manual for each participant

Television

DVD player

DVD Segment

Total Time ½ day ( 3 to 5 hours) per month:

Prayer and fellowship

Teaching video

Facilitated topical discussion

Member focus for issues related to specific business

challenges

Requirements No specific requirements

Organising/Time Line

Enough time to order books and establish group.

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Contents Doing Business God’s way

The Purpose of Profits in Business

Funding God’s work

Treating employees fairly

Compensation for employees

Following God’s Rule for the business

Patience, Fairness and consistency

Hiring decisions

Firing decisions

Selecting a manager

Protecting your business

Committing your business to God

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