ClickCease
Business, Faith, Faith at Work
Convene
Do Not Worry

‘Do not worry.’ We’ve read Matthew 6:25-34 in the Sermon on the Mount, but what does that look like on a day-to-day, minute-by-minute basis? God knows our every worry, fear, and concern – and He can handle it. Many thanks to Darrell Passwater, Convene Forum Team leader, for his encouragement to think about how our lives might be different by truly living out this scriptural principle.

Do Not Worry
Greg Leith
Who Will Lead Your Firm the Day After the ...

Got a quick minute to chat? I’ve been wanting to share something with you as you lead in the midst of the election cycle in the USA or when your political election takes place in your country. When the dust settles on the election and the new country leader is declared, one thing will still be as true as it is right now. You’ll still be the one leading your firm the day after the election. Your team members will still come to work the day after the winner is declared. They’ll still be looking to you for leadership, for a paycheck, for a sense of community at their workplace.

What do they want most that only you can deliver? It’s meaning. That meaning they’re looking for begins with you and your leadership. To be sure, what Washington DC does actually can impact your business significantly, however, the president of the United States or the leader of any country does not lead your firm. You do. It’s an enterprise entrusted to you to lead as a steward. It’s a place where people look to you for answers, where people want to be part of a team that cares about them and where people want to be valued, appreciated, and loved. The next president of the country will not show up this week at your office to encourage your team, fix a broken piece of equipment, hire the next team member, sell a big account, or cast a bold vision about how your team will reach your goals and impact the culture.

Who Will Lead Your Firm the Day After the Election?
Chip Neidigh
A Safe Place To Fall
A Safe Place To Fall
Dave Ulrich
3 Principles of Hope That Enable Transitions

As we find ourselves mid-October and a blink away from a new calendar year, it is an opportunity to prepare for how we view transitions. Transitions allow for reflection and renewal, for letting go and beginning anew, and for learning from the past and creating the future. Instead of laying out trends for the next year, I would like to comment on a fundamental enabler of any transition: hope. Leaders who want to improve, CEO’s who work toward excellence, HR professionals who aspire to deliver more value, and employees who seek well-being all achieve their transitions by realizing hope.

Hope integrates many of the positive traits that shape transitions for others and matter to me personally: learning, patience, service, faith, humility, optimism, gratitude, and so forth. I send hundreds of formal and informal e-mails every month to invite people to programs, to thank people for attending programs, to check in on those I mentor, and to stay connected to those I care about. I begin almost every one of these notes with “Hope you are well.” Hope is one of my personal desires, tag lines, and biases and an enabler of any transition.

If I could implant one trait in my family, friends, and colleagues who are undergoing continual transition, it would be hope. 

3 Principles of Hope That Enable Transitions
Business, Communication, Leadership, Talent
Brian Audia
Five Reasons to Build a People-first, ...

If you're a business owner or a CEO looking for ways to grow and improve your company, then Five Reasons to Build a People-first, Purpose-driven Company, by Brian Audia will give you a front-row seat to learning key principles you can implement in your business to outperform your peers!

Five Reasons to Build a People-first, Purpose-driven Company

soft skills

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The Disastrous Employee

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Ben was one of the most gifted and yet deeply flawed executives I’ve ever encountered. When I was asked to mediate tensions within the leadership team of his organization, it became evident that every person on the team was contributing to the problem to some degree.

But as mediation continued, it became clear that Ben was playing the major role in the deterioration of the organization’s unity and effectiveness.

The irony was that Ben also had the most impressive professional credentials on the team. Excellent education, advanced degrees, corporate awards, financial success. His technical abilities, sometimes referred to as “hard skills,” were top of the line.

But his relational abilities, or “soft skills,” were disastrous. In spite of his professional achievements, he was amazingly insecure. He was charming in social settings, but at work he dominated conversations, listened poorly, and was oblivious to how his pride and defensiveness offended others, stifled creativity, and damaged morale.

In spite of many coaching efforts, Ben was unable to face his relational short-comings. As a result, his employer finally saw no alternative but to let him go.

Soft skills, which the world often refers to as “emotional intelligence (EI),” or “emotional quotient (EQ),” and I refer to as “relational wisdom,” have such proven value that they are being promoted by business, educational, and political leaders around the world. Here are three recent articles that highlight this trend.

  • The Amadori Case, a three-year study by one of McDonald’s chief suppliers, found that emotional intelligence was the major predictor of management performance, organizational engagement, employee turnover, and bottom-line profitability.

  • Want an MBA From Yale? You’re Going to Need EI explains why the Yale School of Management (following in the footsteps of the business schools at Notre Dame and Dartmouth) has begun to use EI testing to screen applicants for its MBA program.

  • Xi Jinping Commends EI reports that China’s President Xi Jinping recently announced, “It’s not your educational background, integrity, experience, or people you know that matters. What it takes to be a good leader is ‘emotional intelligence.’”

  • Here are fifty similar articles describing the growing attention that business, educational, healthcare, military, athletic, and political leaders are giving to emotional intelligence.

The world’s growing appreciation for “soft skills” (EI/EQ) should come as no surprise to anyone who reads the Bible. Scripture repeatedly highlights the value of relational skills and their beneficial impact in group settings.

For example, if a worker (or better yet, an entire team) learns how to read others’ emotions (Prov. 20:5), understand their interests (Phil. 2:3-4), speak graciously (Eph. 4:29; Prov. 22:11), encourage the inexperienced or insecure (1 Thess. 5:14), applaud others’ innovation and accomplishments (Rom. 16:1-2), and prevent or quickly resolve conflict (Prov. 15:18), the unity, energy, creativity, and productivity of an entire team can be magnified (James 3:17-18).

Bottom line: One of the best ways for you and your employees to succeed in the workplace is to deliberately develop the relational skills that God has laid out for us throughout Scripture.

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Ken Sande is the founder of Peacemaker Ministries and Relational Wisdom 360 and the author of numerous books on biblical conflict resolution, including The Peacemaker: A Biblical Guide to Resolving Personal Conflict.