C12 GA & SC Blog

The Silent CEO Problem

Wed, 04 Mar 2026 22:19:43 GMT

The Silent CEO Problem

Why Truth Stops Reaching the Top

A familiar executive tension shows up in boardrooms across Georgia and South Carolina. The team meeting is efficient. The metrics look stable. Everyone seems aligned. Yet momentum feels heavier than it should. Decisions circle back for one more pass. A key leader quietly disengages. Projects stall not because the strategy is wrong, but because clarity is thinner than it appears.

In those moments, many CEOs are not lacking information. They are lacking unfiltered reality. As authority increases, truth often gets edited on the way up. People hedge. They soften. They wait. They decide it is safer to manage around the leader than to be fully candid with the leader.

That pattern is not merely a communication issue. It is a leadership issue, because it determines whether an organization is being led with facts and clarity or with assumptions and blind spots.

When the truth stops traveling upward

Most CEOs do not set out to create silence. Silence is usually trained unintentionally.

It forms when leaders consistently signal, even subtly, that feedback is costly. Sometimes the signal is defensiveness.

Sometimes it is quick correction. Sometimes it is a pattern of listening politely and then changing nothing. In each case, the message received is the same: honesty is risky and not particularly useful.

Over time, that culture produces predictable outcomes. Blind spots remain unaddressed. High performers stop trying to influence and start limiting exposure. Misalignment creates rework. What sounded like clarity in the meeting becomes confusion in execution. Trust erodes because people learn that the safest route is quiet compliance, not constructive candor.

Research consistently reinforces that feedback culture is not a soft topic. It correlates with performance, productivity, and engagement. When leaders treat feedback as a normal operating rhythm, organizations tend to gain speed and stability. When leaders treat feedback as an occasional event or a threat, organizations pay an invisible tax in wasted effort, delayed decisions, and preventable turnover.

A biblical case for seeking feedback

Scripture does not romanticize leadership isolation. It treats teachability as wisdom.

Proverbs 19:20 calls leaders to listen to counsel and accept instruction in order to gain wisdom. Proverbs 12:15 warns that self-assuredness without counsel is not strength but folly. Proverbs 15:3 reminds leaders that no one leads outside God’s sight. That truth reframes the entire conversation: feedback is not a popularity contest. It is a pursuit of reality before God.

For Christian CEOs, that means feedback is a stewardship practice. God entrusts leaders with people, resources, and influence. Leaders cannot steward well if they insist on leading from a partial view of reality. Seeking honest input is one of the ways God protects leaders from self-deception and strengthens their capacity to serve.

Blind spots are inevitable. Staying blind is optional.

Many leaders associate blind spots only with weakness. In practice, blind spots include strengths a leader underestimates and liabilities a leader rationalizes. They include how tone lands under pressure, how decisions are experienced across layers, and what leadership behavior unintentionally rewards or discourages.

A helpful self-awareness lens is the Johari Window model. It illustrates four realities: what is known to you and others, what others see that you do not, what you keep hidden, and what remains unknown to everyone. Leadership maturity expands the shared and visible area. That happens through two disciplines: inviting feedback that shrinks blind spots and practicing wise self-disclosure that builds trust.

Without that expansion, senior leaders can end up reacting to late signals rather than steering with clarity.

Unchecked blind spots often produce predictable consequences:

Leadership team disengagement
High-performer attrition
Strategy breakdowns and unnecessary rework
Assumptions mistaken for clarity
Culture drift

Blind spots are inevitable. Refusing to uncover them is optional.

A practical rhythm that restores truth flow

A CEO does not need another complex system. What is needed is a repeatable rhythm that makes truth safer, clearer, and actionable.

1. Invite specific feedback

Generic invitations rarely produce candor. More focused questions lower social risk and increase usefulness:

Where might my leadership be creating unintended friction or confusion?
What do you need from me that you are not getting?
Where do you see risks I may be underestimating?
What is one recent decision I could have handled better?

Clarity invites clarity.

2. Make safety visible

Teams determine whether feedback is safe by watching leadership posture. Leaders who are feedback-ready ask clarifying questions before reacting, express appreciation for honesty, and demonstrate curiosity over defensiveness. Leaders who explain away criticism or question motives train people toward silence.

The simple diagnostic question is this: If someone speaks candidly, what do they expect will happen?

3. Receive before reacting

When feedback is difficult, resist the urge to defend intent. Listen fully. Ask for examples. Sit with what was shared. Emotional maturity in this moment builds credibility.

4. Discern wisely

Not all feedback should drive immediate change. Look for patterns. Consider the source. Evaluate the potential cost of ignoring the signal. Discernment prevents overreaction while still honoring truth.

5. Close the loop

Trust grows when leaders communicate what they heard and what they will do next. Thank the person. Clarify the takeaway. Share next steps. Follow up later to demonstrate progress. When people see that candor leads to clarity and action, honesty becomes sustainable.

When leaders stop listening, teams stop speaking.

Reflective questions for CEOs

Where might truth be getting edited before it reaches leadership?
What recurring friction in the organization could trace back to a leadership blind spot?
Who has both proximity and permission to offer candid input?
When feedback is difficult, is the instinct curiosity or self-protection?
What visible behavior change could demonstrate that candor is safe and consequential here?

Feedback is not a threat to authority. When embraced with humility and follow-through, it strengthens credibility, deepens trust, and protects the organization from the slow drift of self-deception.

Facing Our Fears

Thu, 12 Feb 2026 20:51:30 GMT

Facing Our Fears

The Leadership Barriers That Keep Us from Going All In, and the Next Faithful Step

A CEO sits in the parking lot a few minutes longer than usual. Not because the day is light, but because it is heavy.

Inside, a decision is waiting. It is not just operational. It is moral. It is relational. It touches culture, cash, and credibility. It will shape what people believe is truly valued in the organization.

And beneath the tactical questions is a quieter one many leaders recognize:

If I lead like Jesus here, consistently and visibly, what will it cost me?

That question is the doorway into the work of facing fear.

Fear is not always dramatic. In leadership, it often shows up as restraint that looks like wisdom, delay that looks like patience, and silence that feels like diplomacy. Sometimes those things are wise. Often, they are simply fear wearing a suit.

Fear has a predictable effect on leadership decisions

Under pressure, fear rarely makes us do obviously foolish things. It makes us do small, reasonable things that slowly shrink our courage.

Stress research helps explain why. When people are highly stressed, they are more likely to delay decisions, default to the status quo, and plan less effectively for the future. ( American Psychological Association ) This matters for leaders because fear does not just change what we feel. It changes what we choose.

A large body of behavioral economics also highlights how strongly humans avoid loss. In prospect theory, Kahneman and Tversky describe how losses tend to feel heavier than equivalent gains. That loss aversion can quietly steer leaders toward protection over progress and control over calling, especially in uncertain seasons. ( Prospect Theory PDF )

So the goal is not to pretend fear is not there. The goal is to recognize fear early, name it clearly, and lead through it faithfully.

A simple diagnostic: what are you trying to protect?

Fear almost always attaches to something that matters. That is why it is persuasive.

Before you tackle strategy, take two minutes and ask:

What am I trying to protect right now?

Common answers for senior leaders include:

Reputation: the fear of looking weak, wrong, or naive
Control: the fear of instability, surprise, or chaos
Security: the fear of financial loss, missed targets, or diminished options
Approval: the fear of disappointing owners, boards, teams, or family
Comfort: the fear of conflict, hard conversations, or emotional pain
Identity: the fear that if the business falters, so do you

Fear becomes dangerous when a legitimate good becomes an ultimate good. When protection becomes primary, leadership drifts toward self-preservation.

The turning point is to re-anchor identity in Christ rather than outcomes, and then act from stewardship rather than insecurity.

Luke 9:25-26 presses the issue with uncomfortable clarity: if we gain the world and lose what matters most, what did we actually win?

Five fears that quietly block faith-driven leadership

Most leadership fear is not abstract. It is specific. Here are five common fears that show up for CEOs and executives as they live out their faith through leadership, along with a practical path forward that keeps courage grounded, wise, and actionable.

1. Fear of alienating others

What it sounds like: My employees are not Christians. Will my expression of faith alienate them?

This fear is understandable. Leaders do not want to harm trust, divide teams, or create pressure.

The answer is not to hide faith. The answer is to lead with clarity and humility.

A steady truth: Integrating faith at work is about culture, leadership, and governance. It is not coercion.

That distinction matters. A leader can be openly Christian while still protecting dignity, honoring conscience, and serving people who do not share the same beliefs.

What faithful action looks like:

Lead with integrity even when it costs you
Tell the truth without harshness
Treat people as image bearers, not assets
Build a culture where care is tangible, and respect is non-negotiable

A practical tool: create a care map
Instead of making faith “a statement,” make it a pattern.

List the groups under your stewardship:

Employees and their families
Customers
Vendors and partners
Community

Then choose one concrete care commitment for the next 90 days. Not a vague intention. A behavior that people can experience. For example:

A consistent listening rhythm with frontline employees
A clearer hardship support pathway
A more humane offboarding process
A commitment to fairness in pricing, scheduling, and opportunity

This is one way fear loses its grip: when care becomes operational, not occasional.

2. Fear of overwhelm

What it sounds like: I am overwhelmed. Where do I start?

Overwhelm is often a signal that leadership has outrun structure. The path forward is not intensity. It is focus.

A steady truth: God honors small beginnings (Zechariah 4:10). Faithful leadership grows step by step.

What faithful action looks like:

Choose one area to improve first
Commit to consistency, not grand gestures
Translate conviction into one measurable next step

A practical tool: run a five-area alignment check
Many leaders feel overwhelmed because everything feels important. A simple alignment check helps you identify where misalignment is most costly right now:

Revenue generation: sales, marketing, customer relationships
Operations: delivery, technology, administration, execution
Organizational development: hiring, talent development, succession
Financial management: projections, metrics, cash management, controls
Ministry and impact: how the business serves people and honors God

Pick one. Then write one sentence:
If we improved this area by 10 percent over the next quarter, what would change?

Finish with Proverbs 16:3 as a leadership practice: commit your work to the Lord, then act with clarity.

3. Fear of limited authority

What it sounds like: I do not own the business. How can I lead this way?

This fear is common for hired CEOs, presidents, and key executives. Ownership constraints are real. So are political dynamics.

But Scripture offers an important example: Daniel served faithfully in a system he did not design. He did not control everything. He still refused to compromise. He still influenced culture.

A steady truth: You may not control every lever, but you are still accountable for how you steward the influence entrusted to you.

What faithful action looks like:

Define biblical non-negotiables for your role: truth, integrity, dignity, justice
Identify what is within your control: communication, hiring standards, decision processes, cultural behaviors
Let excellence become a visible witness, not self-promotion

A practical tool: write a stewardship statement
Keep it short and specific. Three lines:

What I am responsible for.
What I will not compromise.
What I will improve anyway.

This is one way you lead without resentment. You lead as a steward, not a victim.

Romans 14:12 reminds every leader, owner, or employee that each of us will give an account to God.

4. Fear that purpose will cost profitability

What it sounds like: Will focusing on Kingdom impact hurt profitability?

In high-pressure seasons, leaders often assume it is either stewardship or results, people or performance, purpose or profit.

That false choice is where fear does its quiet work.

A steady truth: Profit and purpose are not enemies. Profit is a means, not an end.

Jesus affirmed fruitful stewardship. The issue is never whether the business should be healthy. The issue is what the business is for, and what you are willing to sacrifice to keep it healthy.

What faithful action looks like:

Refuse shortcuts that erode trust
Make hard decisions with humanity intact
Maintain financial discipline as an act of stewardship
Keep the mission clear when pressure rises

A practical tool: use a three-lens scorecard for major decisions
Before a significant decision, ask three questions:

Economic value: Does this strengthen sustainability, margin, cash, and resilience?
Team value: Does this strengthen trust, clarity, and the health of our people?
Spiritual value: Does this align with biblical integrity and advance meaningful impact?

This tri-lens filter prevents the common drift where leaders hit the number and quietly damage what the number depends on.

5. Fear of not being able to measure what matters

What it sounds like: How do I measure Kingdom impact and spiritual return?

Leaders love dashboards, and for good reason. What gets measured gets managed. But some outcomes are more important than they are measurable.

A steady truth: Not everything eternal fits in a spreadsheet, but what we choose to track reveals what we truly value.

What faithful action looks like:

Choose one or two indicators that reflect your convictions
Keep them ethical, voluntary, and non-coercive
Review them with the same seriousness as financial metrics

A practical tool: select two indicators for the next quarter
Examples that often work well:

Employee care: a measurable care practice, such as consistent mentoring, crisis support, or development pathways
Community impact: a clear partnership, volunteer commitment, or generosity target
Culture integrity: documented behaviors that protect dignity, fairness, and truth
Discipleship opportunity: a voluntary pathway for spiritual support for those who want it, never pressured

The point is not to build a religious scorecard. The point is to keep eternity in view while leading with wisdom.

From bunker-minded to embassy-minded leadership

When fear rises, leaders tend to bunker. We get smaller. We narrow the mission. We protect the brand. We reduce risk. We aim to survive.

But Christian leadership calls us to something bigger than survival. It calls us to representation.

2 Corinthians 5:20 describes believers as ambassadors for Christ. Ambassadors do not hide their allegiance. They also do not weaponize it. They represent the priorities of their King with courage, humility, and clarity.

That posture changes how we handle fear:

We choose conviction over compromise.
We choose courage over comfort.
We choose stewardship over self-preservation.

A simple 90-day practice for facing fear with faith

If you want a practical rhythm that turns this article into action, try this.

Step 1: Name the fear

Write one sentence:
The fear that is most influencing my leadership right now is ____________________.

Step 2: Identify what is under your stewardship

List what has been entrusted to you in three categories:

People
Resources
Influence

Fear shrinks our view. Stewardship expands it.

Step 3: Choose one faithful step

Write one action step for the next 30 days that reflects courage and obedience.

Keep it small and concrete. One step that requires faith.

Step 4: Define proof of progress

Choose one measurable milestone that confirms you actually followed through.

Step 5: Invite accountability

Choose one person who will ask you about it within the next two weeks.

Fear grows in isolation. Courage compounds in community.

Philippians 4:6 offers the spiritual posture behind this practice: bring requests to God with prayer and thanksgiving, then act with wisdom.

Closing reflection

Facing fear is not about becoming fearless. It is about becoming faithful.

You will not eliminate fear by working harder, reading more, or waiting until conditions improve. You move through fear by telling the truth about it, re-anchoring identity in Christ, and taking the next faithful step.

Two questions to sit with this week:

What fear most often keeps you from acting on what you already know is faithful obedience?
If you trusted fully that this business belongs to God, what would you do differently this quarter?

Sources

American Psychological Association. Stress effects on decision-making . APA Monitor on Psychology.
https://www.apa.org/monitor/2022/06/news-pandemic-stress-decision-making
Kahneman, D., & Tversky, A. (1979). Prospect Theory: An Analysis of Decision under Risk . Econometrica, 47(2), 263–292.
https://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Behavioral_Decision_Theory/Kahneman_Tversky_1979_Prospect_theory.pdf
Harvard Business Review. How to Have Difficult Conversations When You Don’t Like Conflict .
https://hbr.org/2017/05/how-to-have-difficult-conversations-when-you-dont-like-conflict
Holy Bible, English Standard Version.
Key passages referenced include Romans 14:12; Luke 9:25–26; Zechariah 4:10; Proverbs 16:3; 2 Corinthians 5:20; Philippians 4:6.

A Reading List for the Christian CEO

Thu, 12 Feb 2026 14:29:04 GMT

A Reading List for the Christian CEO

Books for Living Out Faith Through Leadership

As business leaders, our calling is not limited to what we achieve, but to how we steward what has been entrusted to us. Scripture presents work as purposeful, creative, and deeply connected to God’s redemptive plan. From the earliest chapters of Genesis to the life of the early Church, leadership is consistently framed as stewardship under God’s authority.

For CEOs and business owners who desire to live out their faith through how they lead, decide, and build, the books below offer wisdom, challenge, and practical guidance. They are not formulas for success, but resources that encourage faithfulness.

Recommended Books for Faith-Driven Leadership:

Garden City, by John Mark Comer

A compelling vision for work as cultivation rather than exploitation. Comer invites leaders to see business as part of God’s original design to bring order, beauty, and flourishing to the world.

Culture Making, by Andy Crouch

Rather than critiquing culture or withdrawing from it, Crouch calls leaders to actively create culture through faithful presence, creativity, and responsibility.

Created to Flourish, by Peter Greer

A thoughtful exploration of how businesses can pursue profit while advancing human flourishing, grounded in biblical stewardship and practical leadership insight.

The Call, by Os Guinness

A classic work on vocation that reminds leaders their primary calling is to God, and their work flows from that first allegiance.

A Light Shines Bright in Babylon, by Buck Jacobs

A powerful study of Daniel’s leadership that speaks directly to modern executives navigating secular systems with faith and integrity.

I, Radical, by Buck Jacobs

An invitation to reject comfortable Christianity and embrace courageous, integrated faith in leadership and life.

Faith-Driven Entrepreneur, by Henry Kaestner, J. D. Greear, and Chip Ingram

A practical guide for entrepreneurs who want to build businesses rooted in trust, generosity, and obedience rather than fear and control.

Every Good Endeavor, by Timothy Keller and Katherine Leary Alsdorf

A foundational resource for understanding how faith integrates with work, leadership, and the pursuit of excellence.

Jesus Is My CEO, by Simon Lee

A candid look at surrendering control and allowing Christ to shape leadership priorities and decisions.

Mover of Men and Mountains, by R. G. LeTourneau

The autobiography of a pioneering industrialist whose faith shaped both innovation and generosity.

The Economics of Neighborly Love, by Tom Nelson

Explores how biblical love of neighbor applies to business, economics, and community impact.

The Redemptive Business, by Praxis Labs

A modern exploration of building businesses that create redemptive impact in people, systems, and culture.

Called to Create, by Jordan Raynor

Encourages leaders to embrace creativity and entrepreneurship as acts of worship and service.

Five Mere Christians, by Jordan Raynor

Profiles business leaders who integrated faith and work in diverse, compelling ways.

The Sacredness of Secular Work, by Jordan Raynor

A clear theological case for why everyday work matters eternally.

Practicing the King’s Economy, by Michael J. Rhodes, Robby Holt, Brian Fikkert, and Christopher J. H. Wright

A thoughtful examination of how biblical economics shape generosity, justice, and stewardship.

God Owns My Business, by Stanley Tam

A testimony of radical stewardship and obedience in business leadership.

Why Business Matters to God, by Jeff Van Duzer

A foundational theological framework for understanding business as part of God’s mission in the world.

It Is Not Your Business to Succeed, by Brandon West

A countercultural reminder that obedience and faithfulness matter more than outcomes.

Scripture for Reflection and Meditation

Genesis 1:26–28, Exodus 31:1–5, 2 Samuel 8:15, 1 Kings 3:5–14, 5:7, 15:5, 15:11–13, 2 Kings 18:3–7, 22:2, 23:4–5, 2 Chronicles 17:3–6, 29:1–11, 31:20–21, Proverbs 11:10, 15:3, 16:12, 29:2, Ecclesiastes 3:11, Zechariah 4:10, Matthew 5:13–16, 6:19–21, 12:36, 14:13–21, 22:36–40, 25:21–23, Mark 9:24, Luke 9:25–26, Acts 11:25–26, Romans 14:12, 1 Corinthians 10:31, 2 Corinthians 5:9–11, 20, Galatians 5:22–23, Ephesians 2:10, 3:16–21, Colossians 3:17–23, James 2:20, 1 Peter 4:10–11

Closing Thought

Reading does not replace obedience, but it often clarifies it. These books are invitations to think deeply, lead wisely, and steward faithfully. As Christian CEOs, our goal is not merely to succeed, but to be found faithful with what God has entrusted to us.

A Quiet Way to Live Out Your Faith at Work this Christmas

Fri, 05 Dec 2025 12:36:00 GMT

A Quiet Way to Live Out Your Faith at Work this Christmas

December tends to crank the volume up at work. Deadlines close in, budgets get finalized, holiday parties fill the calendar, and everyone is carrying something you cannot fully see.

That is exactly why the Christmas season can be one of the most meaningful times to live out your faith in the workplace. Not through pressure. Not through performance. Just presence. Open hands. Steady hope.

As U.S. Surgeon General Vivek Murthy once said, “Connection is the essential glue of our lives.” And December, the time of year that 61% of Americans say they expect to feel lonely or sad, is when people quietly need that glue the most.

1) Start with the most underrated witness: being a safe person

Before you say anything “spiritual,” ask: Do people experience me as steady? Kind? Honest? Unhurried?

So much of faith at work is lived, not announced.

You keep your word when it costs you.
You refuse gossip, even when it is dressed up as “processing.”
You treat the overlooked coworker like they matter.
You do excellent work without making your work your identity.

You do not have to force conversations about Jesus. But you can embody the kind of life that makes someone curious about where your peace comes from.

2) Practice belonging on purpose (because isolation is closer than it looks)

Harvard Business Review has noted that 40% of people say they feel isolated at work.

Now layer December on top of that. One ValuePenguin survey found 61% of Americans expect to feel lonely or sad during the holidays, and 67% expect to feel anxious or stressed.

That means a simple question can be ministry:

“How are you really doing this season?”
“Do you have plans for the holidays?”
“What is one thing you are looking forward to?”
“What has been heavy lately?”

Then listen like you are not in a hurry. The goal is not to fix people. The goal is to make them feel seen.

If you want to go one step further, be the person who widens the circle:

Invite the new employee to lunch.
Make sure nobody “accidentally” gets left out of a team gathering.
Bring warmth into meetings that normally feel clinical.

Belonging is not fluff. It is often the doorway to trust.

3) Turn gratitude into a spiritual practice, not a December cliche

Gallup reports that only one in three U.S. workers strongly agree they received recognition or praise for good work in the last seven days.

That is a huge opportunity for Christians because encouragement is free, specific, and powerful.

Try this this week:

Write one sincere thank-you email that is specific: what you noticed and why it mattered.
Praise publicly, correct privately.
Give credit away faster than you take it.

Gratitude is one of the clearest ways to reflect the heart of God at work, especially in a season when people feel unseen.

4) If you share faith verbally, keep it permission-based and human

You can absolutely live out your faith at work without turning your workplace into a project.

Here are a few natural, low-pressure ways to speak about faith when it fits:

If someone asks about your plans: “Christmas Eve with my church and then family time.”
If someone shares something hard: “I’m so sorry. Would it be okay if I prayed for you?”
If someone talks about feeling burned out: “One thing that steadies me is prayer, even if it’s just a few minutes.”

Notice the posture: gentle, invitational, non-assumptive.

Also, do not underestimate simple honesty:

“This season reminds me I’m not in control, and that’s weirdly comforting.”

That kind of statement is often more compelling than a rehearsed speech.

5) Be brave enough to invite, gentle enough to accept “no”

One Lifeway Research summary found that among those who do not attend church at Christmastime, 57% say they would likely attend if someone they knew invited them.

If you have built relational trust with a coworker, a simple invitation can be a gift:

“No pressure at all, but our church has a Christmas Eve service. If you’d like to come, I’d love to save you a seat.”

If they say no, stay warm. If they say yes, be present. Your job is not to control outcomes. Your job is to love people well.

6) For leaders: create space for faith without creating pressure

If you are a business owner, leader, or manager, the Christmas season can be a beautiful time to set tone through culture, not coercion.

A few wise, healthy options:

Host a voluntary moment of reflection (clear opt-in).
Offer a prayer option before a holiday meal, while honoring that not everyone participates.
Lead a generosity initiative as a team, and let participation be encouraged, not demanded.
Communicate holiday greetings that reflect your values, while remaining respectful and professional.

In the U.S., workplace religious expression and accommodations sit under Title VII frameworks, and the EEOC provides guidance on religious discrimination and accommodation principles.

A good rule of thumb: make space, do not force it . Clarity and kindness can coexist.

Some organizations (including our strategic partner, Alliance Defending Freedom ) also publish guides aimed at faith-motivated employers navigating these topics.

A simple closing question to carry into your week

What would it look like, in the middle of year-end chaos, to hold your work with open hands?

Not forced. Just open. Not perfect. But purposeful.

If you are a leader exploring what “faith at work” can look like with wisdom, confidentiality, and real-world complexity, this is a theme we talk about often in CEO peer forums like C12. Get connected to a local group of like-minded CEOs and owners near you, here .

Sources

Alliance Defending Freedom. (n.d.). Faith in the Workplace (Download the guide). https://adflegal.org/campaign/faith-in-the-workplace/

Gallup. (2024, January 12). The Importance of Employee Recognition: Low Cost, High Impact. https://www.gallup.com/workplace/236441/employee-recognition-low-cost-high-impact.aspx

Harvard Business Review. (2019, December 16). The Value of Belonging at Work. https://hbr.org/2019/12/the-value-of-belonging-at-work

Lifeway Research. (2015, December 14). No Place Like Church for the Holidays. https://research.lifeway.com/2015/12/14/no-place-like-church-for-the-holidays/

U.S. Equal Employment Opportunity Commission. (2021, January 15). Section 12: Religious Discrimination. https://www.eeoc.gov/laws/guidance/section-12-religious-discrimination

U.S. Department of Health and Human Services, Office of the Surgeon General. (2023). Our Epidemic of Loneliness and Isolation: The U.S. Surgeon General’s Advisory on the Healing Effects of Social Connection and Community. https://www.hhs.gov/sites/default/files/surgeon-general-social-connection-advisory.pdf

UCLA Health. (2023, June 29). Column: U.S. Surgeon General: Loneliness Is at Heart of Growing Mental Health Crisis. https://www.uclahealth.org/news/publication/column-us-surgeon-general-loneliness-heart-growing-mental

ValuePenguin. (2023, December 4). 61% of Americans Will Feel Sad or Lonely This Holiday Season (survey). https://www.valuepenguin.com/lonely-holiday-survey

Passing the Baton Well

Fri, 14 Nov 2025 16:08:32 GMT

Passing the Baton Well

Why Every Leader Needs a Succession Plan

Every leader is an interim leader. At some point, whether expected or not, the time will come to pass the baton. The question is not if a tran sition will happen, but how well prepared we are when it does.

In C12 South Carolina, we often remind business owners that leadership is stewardship. God has entrusted us with these organizations for a season, but eventually someone else will sit in the CEO’s chair. As C12 Chair Dan Griffin recently shared , “Everybody is a temporary CEO. One day you will not sit in that seat. Someone else will.”

The issue isn’t just personal. The way we prepare, or fail to prepare, for succession can shape whether our businesses thrive, decline, or lose their Kingdom impact entirely.

The Danger of Avoidance

Despite knowing the inevitability of transition, many leaders avoid succession conversations altogether. Research shows that more than 55% of business exits are unplanned , often triggered by illness, death, or sudden circumstances.

When leadership change comes without preparation, companies are far more likely to experience mission drift, decline, or even collapse.

Dan likens the absence of planning to leaving a family without guidance after death: “Wouldn’t it be great if, in the light of your passing, the playbook had already been set? All they then have to do is execute.”

Biblical Wisdom on Succession

Scripture gives us a clear model. In Deuteronomy 31, as Moses prepared to hand leadership to Joshua, he anchored the people in God’s promises, not just his own legacy. Healthy transitions put God’s mission above the leader. As Peter Greer, author of Succession: Seven Practices to Navigate Mission-Critical Leadership Transitions, notes, the moment of transition carries the greatest risk for mission drift if it is not handled with intentionality.

Three Buckets of Readiness

Succession requires planning across three dimensions:

Operational challenges – Who will lead? How will culture and mission be preserved?
Financial challenges – How will leadership change be funded? What equity and compensation structures are in place?
Emotional challenges – How will a leader release what they’ve poured their life into, and what “next” will they set their eyes on?

Leaders often focus heavily on financial details while neglecting the operational and emotional dynamics. Yet the reverse is often true: healthy succession begins with identity, mission, and people.

Seven Practices for a Healthy Transition

Peter Greer, CEO of HOPE International and coauthor of Succession: Seven Practices to Navigate Mission-Critical Leadership Transitions, outlines practical ways leaders can prepare for the handoff. These practices go beyond paperwork; they shape the culture and faithfulness of the organization long after leadership changes hands.

Focus on the whole race. Leadership isn’t just about how we start or even how we run in the middle. It’s about finishing well, ensuring the mission continues beyond our lifetime.
Start training now. The best successors aren’t chosen in a hurry. They are developed over time as current leaders share responsibility, create opportunities, and let others grow into leadership.
Create a plan. A good transition doesn’t happen by accident. It requires both a short-term emergency plan and a long-term roadmap that identifies internal and external leaders who could step in.
Listen to the coach. Wise leaders surround themselves with mentors, peers, and trusted advisors who help them identify blind spots and stay focused on their mission, rather than their ego.
Communicate clearly. Succession affects employees, families, customers, and stakeholders. Without clarity, fear and confusion can spread. Healthy leaders prepare others with honesty, vision, and care.
Prepare for the handoff. Just like in a relay race, the baton must be passed smoothly. That means making tough decisions now, resolving lingering issues, and leaving the organization stronger than we found it.
Cheer on the team. Even after transition, leaders have a role—to bless, encourage, and champion the next generation. Succession done well frees leaders to celebrate what God is doing through others.

As Greer emphasizes, “lack of advanced planning is the number one reason succession planning doesn’t go well.” The sooner leaders begin these practices, the more likely their mission will outlast them.

A Call to Courage

For many leaders, the hardest part of succession is not logistical; it’s personal. We battle myths like: “I’m indispensable,” “I’ll get around to it,” or “No one will do this job as well as me.”

But as Griffin reminds us, denial is not a strategy. “The biggest threat to your organization,” he says, “is if you’re not in place and there’s no plan.”

Stewardship Beyond Ourselves

As Christian business leaders, we are called to think beyond retirement packages or financial exits. Succession is about ensuring the mission continues, Kingdom impact multiplies, and the people entrusted to us are cared for well.

Patricia Asp, former ServiceMaster executive, offers a sobering reminder: “Fifty years of work undone in less than four years is sobering. Succession preparation and hardwiring the business model with the core values really matter if you have a culture and mission you want to perpetuate.”

Final Thought

Succession planning isn’t about control; it’s about stewardship. It is one of the greatest gifts you can give your family, your employees, and your community. Whether your exit is decades away or could come sooner than expected, the time to prepare is now.

As Griffin challenges, “Why don’t you think about getting a [succession plan] in place as soon as possible? That way, we can not only secure today, but we can also plan for tomorrow.”

For further insights, watch Dan Griffin’s reflection on the “Day-After Plan”: The Day After Plan Video .

Sources

C12 Chair Curriculum, “Succession: Navigating Mission-Critical Leadership Transitions,” October 2023
Dan Griffin, The Day After Plan [YouTube Video] ( https://youtu.be/LLYjf0pYpaA )
The Day After Plan.mp4
Peter Greer & Doug Fagerstrom, Succession: Seven Practices to Navigate Mission-Critical Leadership Transitions (2020)
Eric Hehman, Jay Hummel, Tim Kochis, Success and Succession: Unlocking Value, Power, and Potential in the Professional Services and Advisory Space (2015)
Patricia Asp, quoted in Albert Erisman, The ServiceMaster Story (2020)

From Corporate Executive to C12 Chair

Thu, 06 Nov 2025 01:50:16 GMT

From Corporate Executive to C12 Chair

Why I Bet on Eternal ROI | Mark Heerema

I did not resign because I had a better offer. I resigned because a long-growing tension finally reached a fork in the road. For years, I was deeply grateful for my executive role at a great, family-like company where I had spent my entire professional career. I respected the leadership and was thankful for the team. At the same time, I sensed there might be something else I was supposed to step toward, even though I am risk-averse and had no desire to make a hasty move.

After prayer, counsel, and a lot of reflection, my wife and I concluded it was time to move, not from a bad situation, but toward a new calling. I resigned from Regency without knowing about C12 and began exploring adjacent paths to serve leaders in a new way.

One door opened quickly: a teaching role at a university. I accepted, then had a hard integrity check. As the semester neared, I realized I was feeling unsettled and sure that this wasn’t the path God had for me. Five weeks before classes, I resigned, choosing integrity over optics. That left me with two resignations in roughly three months and a lot of uncertainty.

A providential nudge

In that anxious season, a former teammate mentioned C12 and connected me indirectly to Chair Chuck Egan. Chuck thought Atlanta might not have open Chair roles, but encouraged me to call C12 corporate, so I did. I received a call back with a simple update: Atlanta is open, and we are looking for new Chairs. That sentence began the road I am walking today.

Here is the irony. Not long before that phone call, I had crossed C12 off my list in my journal. I did not see myself as an owner-operator. The Chair role sounded entrepreneurial in ways that I felt might not fit my wiring. Yet the door that opened was unmistakable.

I am not the stereotypical founder, and that is the point

I am risk-averse. I am not the high-octane, Type A founder archetype. Saying yes to a role that required market development and business ownership felt scary. Two things changed the calculation. First, my wife looked me in the eye and said, If this is what you are called to do, we will figure it out. Second, she had recently stepped back into corporate work, which would provide our family stability while I built. That runway gave me the freedom not to compromise on calling or cut corners.

Those are unromantic details, benefits, paychecks, and a calendar of expenses, but they matter. Calling requires courage, and courage often requires runway. That is stewardship, not bravado.

What I was actually seeking all along

I did not want a spotlight. I wanted to help leaders with a desire to lead from behind and invest my work in something that mattered beyond the quarter. In C12, I found a role where my job is to prepare the table. I bring world-class content, convene a trustworthy room, then get out of the way so peers sharpen peers. As forums mature, the best thing I can do is provide the table and the food, curate the process, and let leaders share openly and grow together.

Yes, the curriculum is strong. Members say so often. But they also stay for the intangibles, camaraderie, peace of mind, safety, and the rare freedom to take the mask off. The higher the responsibility, the smaller the circle where a CEO can be fully honest. C12 expands that circle in a healthy way, and the frameworks quietly support that trust.

Eighteen months later, harder and more fulfilling

My first eighteen months as a Chair were not easy. Market development and facilitation stretch different muscles, and humility is not optional. Yet the fulfillment outweighs the difficulty. Almost every meeting, someone around the table references how C12 has significantly enhanced their leadership, drastically improved how they run their business, and/or changed their life. It is rarely a single dramatic moment, more often the steady accumulation of community, accountability, and courage to try what once felt impossible.

If you asked what this season has done for me, I would say becoming a C12 Chair changed my life, and it is helping change the lives of others.

The systems that shape the room

The core values that shaped my career make sense in the Chair seat. Christ-centered focus, commitment to excellence, authentic community, stewardship with accountability, and Kingdom impact. In practice, they look like this:

Monthly Peer Forums
A confidential peer-to-peer environment where real issues are processed with rigor and grace. The cadence compounds clarity and courage.
Five-Point Alignment
Keeping vision, financials, operations, team development, and culture moving in the same direction under a Christ-centered mission. Decisions stay coherent, not compartmentalized.
Business as a Ministry
Treating hiring, onboarding, customer care, daily management, and even budgeting as opportunities to serve and disciple, not just extract performance.

We present these tools without preaching. Members are the heroes. We speak as peers and practitioners. We keep the tone clear, respectful, and useful for busy leaders.

What it takes, and what it gives

If you hear your own story in mine, gratitude for a great corporate chapter, a growing desire to invest in leaders with eternal impact, consider the Chair path with clear eyes and a full heart.

Count the costs. Build a realistic runway. Then, if the call remains, step forward!

In my experience, the marketplace is one of the greatest mission fields on earth. When safety, love, accountability, and results live in the same room, people change. Companies change. Families change. That is the kind of eternal return I was searching for, even before I had the language for it.

Predictive Hiring That Actually Works

Wed, 05 Nov 2025 17:28:45 GMT

Predictive Hiring That Actually Works

A System for Building High-Trust, High-Performance Teams

Great teams do not appear by accident. They are built by leaders who treat hiring as a repeatable operating system rather than a hopeful roll of the dice. Predictive hiring offers that system. It combines role clarity, structured evaluation, disciplined decision rules, and post-hire measurement so you can select people who will flourish in your culture and advance the mission you steward.

1) The hiring problem you can measure

Most executives can recall a mis-hire that drained time, morale, and money. External studies estimate the cost of a bad hire ranges from tens of thousands of dollars to several multiples of salary, especially at senior levels.¹ Nearly three in four employers report hiring the wrong person at least once.²

For faith-driven leaders, hiring is not only a financial decision. It is stewardship. People are image-bearers with distinct gifts and purpose, so our processes should honor both performance and dignity. A structured, data-informed method helps reduce the chance while elevating clarity, fairness, and care.³

2) Start with role clarity

Predictive hiring begins before the first résumé appears. Define success for the role, the few outcomes that matter most, the competencies required to deliver them, and the relational realities of the seat. This role success profile becomes your north star for sourcing, screening, and selection.

Practical inclusions: target outcomes, key responsibilities, must-have and nice-to-have competencies, values markers, success metrics for the first 90 days, and how the role advances strategy, operations, and culture. That front-end clarity reduces bias later because interviewers are judging against clearly defined standards.

3) The Six Disciplines of Predictive Hiring

A simple, repeatable operating system helps managers act with confidence.

Alignment | Tie the role to your strategic plan. Clarify how success in this seat will show up on the scorecard. If you cannot state what great looks like, you are not ready to hire.³
Recruitment | Build pipelines with both farmer motions that cultivate steady sources and hunter motions that proactively engage scarce talent. Purpose-forward job posts and targeted outreach attract candidates who resonate with your mission.
Assessment | Use structured, evidence-based methods. Combine hard-skill evaluations and real work samples with soft-skill probes for communication, adaptability, conflict management, and problem-solving. Weight each method against the role success profile.
Screening | Apply predictive screens and documented knockout criteria to reduce noise and bias. Lightweight analytics can help prioritize candidates, but they must sit under human judgment and transparent standards.
Offering | Before extending an offer, verify alignment on expectations, culture, pace, and the 90-day plan. Handle the offer as part of relationship-building, not just a transaction.
Measured outcomes | Track quality of hire, time-to-fill, offer acceptance, 90-day retention, time-to-ramp, and regretted loss rate. Review monthly and refine your playbook. What you measure improves.

4) Evaluate whole people with the Five C’s

A résumé cannot tell you whether a candidate will thrive in your culture. A whole-person lens helps.

Character as the foundation. Probe decision patterns and integrity under pressure.
Calling as alignment between personal purpose and role contribution.
Chemistry as relational fit with team and culture.
Competence as the capability to deliver the outcomes you defined.
Contribution as the value the person can create now and in the future.

Turn the Five C’s into a scorecard that every interviewer uses. After interviews, run a structured debrief where each rater defends evidence for their scores, then decide using your tie-break rules and role standards, not charisma.³

Download a 5 C’s Candidate Scorecard

5) Use AI to augment, not replace, judgment

AI already drafts job descriptions, prescreens applicants, schedules interviews, translates candidate communications, and even generates tailored interview questions. Adoption in HR continues to climb, and in some high-volume environments, candidates meet virtual recruiters before any human interaction.⁴ ⁵ Leaders should treat these tools as accelerators for the process while keeping decisions human.

Guardrails: announce AI usage in your process, log only what is necessary, test for fairness, and train interviewers to challenge algorithmic recommendations with evidence from the role success profile.⁴

6) Dashboards and cadence

Build a simple hiring dashboard that connects to your leadership rhythms. Review pipeline health, conversion by stage, offer acceptance rate, quality of hire, first-year retention, and time-to-ramp. Include one culture indicator, such as early engagement or peer-mentor participation, to see whether new hires are integrating or getting stuck.

7) Implementation roadmap

30 days

Draft success profiles for three priority roles.
Standardize an interview kit with Five C’s questions and scoring .
Train your first interviewer cohort.

60 days

Pilot the six disciplines on two open roles.
Add light AI for prescreening and scheduling.
Begin monthly metrics reviews.

90 days

Publish your Hiring OS playbook.
Expand training to all leaders who interview.
Compare pre- and post-adoption results and tune the system.

8) Faith, excellence, and impact

Priorities are demonstrated in what we do. When we hire with clarity and integrity, we protect people, strengthen culture, and advance the mission we carry. Business is a platform for ministry, so our hiring should reflect both excellence and care.

Endnotes

Dice. “The Cost of Bad Hiring Decisions Runs High.”
CareerBuilder. “3 in 4 Small Business Employers Have Hired the Wrong Person.” Also summarized by HR Dive.
Business: Predictive Hiring — Enhancing Effectiveness in Talent Acquisition (C12 Business Forums Member Curriculum, April 2025).
Society for Human Resource Management (SHRM). “AI Adoption in HR Is Growing” and related AI in HR trend coverage.
The Washington Post . “AI is now screening job candidates before humans ever see them.”

Strategic Planning: Preparing for What You Can’t Predict

Thu, 04 Sep 2025 16:43:11 GMT

Strategic Planning

Preparing for What You Can’t Predict

As Most leaders know the feeling: a growing to-do list that never seems to end. But here’s the hard truth: checklists are not the same as strategy. As Harvard Business Review points out, “Strategy without execution is daydreaming, and execution without strategy is a nightmare” (HBR, 2020). A list of tasks might get you through today, but it won’t prepare you for the disruptions of tomorrow.

To accomplish the most essential things and overcome the unexpected challenges that inevitably arise, you need a healthy and reliable strategic planning discipline .

From Plans on the Shelf to a Playbook for Action
Metromont, a leading producer of precast, pre-stressed concrete products with plants across multiple states, knows what it means to work under pressure. “Our plants are challenged with aggressive schedules [and] aggressive designs to be competitive,” one leader reflected. For years, strategic plans existed only as binders collecting dust:

“We would develop a plan, and we would not execute that plan. We would basically create a book, a roadmap, and it would be placed on a shelf, and we may not look at it again until three years later.”

Through their engagement with C12 South Carolina, Metromont began to shift. Strategic planning became more than crunching numbers; it became a way to build alignment, foster culture, and move forward together.

“When Rick read the letter [‘The Life of a Non-Conformist’], you could see people’s faces light up… all of a sudden we were perfectly willing to be open [and] transparent. We talked a lot about the need for clarity… about purpose, behavior, what’s important, and how to execute.”

That clarity was captured in what they now call their playbook, a living roadmap that guides decisions and keeps the mission in focus.

Why Healthy Strategic Planning Matters

Research consistently shows the payoff. According to Gallup, organizations with high strategic clarity are three times more likely to outperform their peers on key financial metrics (Gallup, 2021). Forbes adds that “companies that integrate strategy into culture are far more resilient in the face of market shocks” (Forbes, 2022).

For Metromont, that proved true when one of the greatest business disruptions of our time hit: COVID-19.

Resilience in the Face of Disruption

“When we were faced with the COVID-19 pandemic, we knew what was before us and we met the challenge. We hit the ground running and have really stuck to our plan—and it’s worked.”

Instead of scrambling, they returned to their playbook. Strategic planning allowed them to adapt quickly:

“We decided to go back basically to four days a week of production, and in those four days we have maintained or exceeded the level of profitability that we had a year ago.”

While other businesses struggled to stay operational, Metromont remained stable, profitable, and united. Their associates not only kept working but felt cared for:

“We’ve been able to stay operational, and our associates really appreciate everything that we’ve done to keep the workplace safe for them.”

The difference was clear; because they had embraced strategic planning before the storm, they could withstand it during the storm.

Stewardship and the Bigger Picture

Metromont’s leaders are quick to connect planning with stewardship.

“All business leaders are stewards of their business. If you’re going to live the values of faith, honor, and passion throughout your company, you’re taking on a level of stewardship that requires you to look at the bigger picture and how your business fits into it.”

Strategic planning isn’t just about profitability; it’s about aligning resources, values, and people for long-term impact.

Preparing Your Team for What's Next

None of us knows what the next disruption will be. It may not be a global pandemic, but market volatility, supply chain constraints, or unexpected leadership transitions will come. The best time to prepare is before it happens.

Metromont’s story is a powerful reminder: strategic planning is not a luxury, it’s a lifeline.

If you want to strengthen your planning process, C12 offers a practical resource: The Strategic Planning Guide . This tool helps leaders develop clarity, alignment, and resilience, so your “plan” doesn’t just sit on a shelf but becomes a playbook your whole team lives by.

Visit https://www.c12gaandsc.com/connect-c12GASC to learn more.

Sources

Harvard Business Review. “Execution Without Strategy Is a Nightmare.” (2020)
Gallup. “Why Strategic Clarity Drives Performance.” (2021)
Forbes. “How Strategic Planning Increases Organizational Resilience.” (2022)
YouTube. C12 GAANDSC - Strategic Planning: Planning for What You Can't Predict. https://youtu.be/G2dlmDslkds

Delegate Outcomes, Not Tasks | C12 Leadership Insights

Mon, 01 Sep 2025 16:18:45 GMT

Stop Delegating Tasks and Start Delegating Outcomes

An Encouragement for CEOs and Owners Ready to Lead with Purpose

As a business owner, there’s always more to do than time to do it. New opportunities, daily demands, and urgent issues fill your calendar, and somewhere along the way, delegation becomes less of a leadership discipline and more of a bottleneck.

“I’ll just do it myself” starts to feel like a leadership strategy.

But what if our view of delegation is part of the problem?

In a recent video from C12 Columbia Chair Dan Griffin, a fresh perspective challenges the traditional delegation mindset. It's not about handing off tasks. It's about releasing outcomes.

“Stop micromanaging and stop holding some things so tightly that you should be letting go of. Instead of delegating tasks, start delegating outcomes.”

Rather than telling someone what to do and how to do it, give them the what, the outcome, and empower them to figure out the how. That’s where leadership development begins. And that’s where freedom for the CEO is found.

Delegation is Discipleship
Deleg ation isn’t just a tactic to reduce your to-do list. It’s a tool for multiplying impact.

Effective delegation:

Frees leaders to focus on their highest and best use
Develops the leadership capacity of others
Strengthens trust, alignment, and accountability
Releases control while retaining clarity on outcomes

C12 Member Joe Valind, Owner of Auto Safety Center , puts it this way in this short video testimonial on how he has found freedom from Delegation.

“If I were going to grow the company, which I had goals to do, I was going to have to pick a lane.”

“God called me to be the best business owner I could be, and he gave me a business to run. I realized that I can’t do anything more in addition to . It needs to be done instead of . That means I had to sit things down in order to pick other things up.”

Joe’s story echoes what many Christian CEOs face: a calling to lead well, a company with growth potential, and a life that doesn’t have space for everything. The shift happened when he realized that delegation wasn’t about letting go, it was about stepping into what only he could do.

Type 1 vs. Type 2 Decisions

Jeff Bezos famously articulated a framework for decision-making that applies directly to delegation. He defined Type 1 decisions as high-impa ct, high-risk choices that are hard to reverse. These require focused leadership attention. Type 2 decisions, on the other hand, are lower-risk, reversible, and can be made quickly, by someone else.

“The problem is, we’re really good at making Type 2 decisions,” Dan Griffin explains in this short business insight video . “They’re easier decisions. But by jamming up our schedule with Type 2 tasks, we end up putting off the hard decisions — the Type 1s — that only we can make.”

The discipline of delegation starts with discernment. Are you spending your energy on decisions that only you can make? Or are you overloading your calendar with tasks that someone else could handle?

Delegating Outcomes, Not Tasks

It’s tempting to hand off pieces of a project without releasing ownership. But that’s not real delegation.

Delegating outcomes requires:

Clarity of the objective: What is the result we’re trying to achieve?
Trust in the team: Who is best positioned to figure out the plan?
Willingness to release control: How can I step back without checking out?

This kind of leadership doesn’t just protect your margin; it multiplies your influence.

At C12, we challenge members to lead others to lead , not just to follow instructions. That’s the difference between a CEO who’s simply surviving and one who’s building a legacy.

Your Business Needs a Free CEO

You were never meant to carry everything .

Delegation isn’t an admission of weakness. It’s an act of stewardship. It’s the key to aligning your role with your highest calling. And it’s the path to a business that outlasts your energy.

If you’re feeling stuck in the cycle of doing too much, you’re not alone. But there’s a better way.

“Trust your team,” Dan reminded us. “You hired them for a reason. Let them have productive, meaningful work by coming up with a plan to get the desired outcome, without you having to dictate it. It will free you up to start focusing on the decisions that move the needle.”

This is the kind of freedom Joe Valind discovered. It’s the kind of shift C12 members make together.

And it could be yours, too.

Ready to Grow?

94% of C12 member CEOs say those around them would agree they have grown as leaders. That growth doesn’t happen in isolation. It happens in a community of peers who sharpen each other, challenge assumptions, and pursue excellence rooted in faith.

Want to explore what that kind of leadership community could look like for you?

Connect with a C12 Chair in South Carolina or Georgia today.

Sources

Joe Valind | Delegation Testimony (YouTube)
Delegation Insight | C12 South Carolina Chair (YouTube)
Jeff Bezos and Type 1 vs. Type 2 Decisions | Forbes
C12 Member Curriculum – Barriers and Benefits of Effective Delegation : CURR1124 Member-Curriculum-Digital , The C12 Group, 2024.

Legacy Through Faithful Leadership

Sun, 24 Aug 2025 16:16:28 GMT

Legacy Through Faithful Leadership

My Journey with McCall-Thomas

By Ryan J. Smoak, PE, MBA, President of McCall-Thomas Engineering Company, Inc.

When I first walked into McCall-Thomas Engineering in 1994, fresh from Clemson University, I could never have imagined the journey that lay ahead. Starting as a young engineer, I've now served nearly two decades as the company's president. Our organization has grown significantly, expanding from around 45 employees to nearly 200, including full-time and contract team members. Yet, throughout all these changes, the values guiding my leadership have remained steadfast: servant leadership, humility, professionalism, lifelong learning and above all, a Christ-centered approach.

This year marks the 80th anniversary of McCall-Thomas Engineering, a milestone celebrating our long history of faithful service, growth, and dedication to our values. Reflecting on our journey, I’m reminded of the leaders and teams who built the foundation of family, integrity, experience and excellence that we continue to stand upon today. Watch our anniversary video sharing the story of McCall-Thomas through the decades.

Early Leadership: Building Foundations
From the very beginning, mentorship was crucial. I began under the guidance of many experienced leaders who profoundly shaped my early years. As I gradually moved from engineer to electric division manager, and then onto the board of directors by 1999, I recognized the value of dedication, attention to detail, effective communication, developing win-win solutions and caring for all employees. These principles became the bedrock of my leadership.

I quickly learned the importance of building trust, developing relationships, and making connections with everyone I come in contact with. Leadership, I discovered, was about far more than just managing projects and tasks. It required being intentional with stewardship, work-life balance and consistently aligning my decisions with God’s purpose for my life.

Challenges & Growth Moments

Growth brings its own set of challenges. One major struggle has always been hiring: finding the right people for the right seats who fit our culture and live our values. Additionally, keeping the entire team aligned amid rapid expansion often felt daunting. Another difficulty was wearing too many hats and trying to handle everything, something that would later be addressed through pivotal decisions influenced by my experience with C12.

The passing of my uncle, the former president who served 43+ years with McCall-Thomas, was another defining moment. I miss him dearly, often reflecting on how profoundly his legacy influenced my own understanding of leadership and how to tackle challenges.

Discovering C12: A Strategic Inflection Point

My initial encounter with C12 was in 2014 through an email invitation to a meeting in Columbia. However, it wasn't until a friend's testimony at a Men’s Brotherhood event in 2024 that the message resonated deeply with my personal and professional circumstances. At that time, I felt a bit stuck, overwhelmed, and sometimes lonely at the top of the org chart, recognizing a need for new perspectives and supportive peer relationships.

Joining C12 became an opportunity to gain fresh insights and accountability, aligning closely with their core value: a Christ-centered focus.

Impact of C12: Business as Ministry

Before joining C12, our company naturally incorporated faith into our operations through activities such as praying before meetings, corporate events, birthday cards, and charitable giving. Yet, C12's framework of Business as a Ministry (BaaM) offered structured ways to deepen these practices.

Inspired directly by C12, we've initiated the McT Care Team, aimed at better supporting employees and enhancing our company culture. Additionally, insights from my peers encouraged significant organizational shifts, such as adopting the Entrepreneurial Operating System (EOS). This move helped clarify our organizational structure and empowered me to focus more intentionally on my unique leadership strengths.

Personal and Professional Transformation

My Core Business Presentation (CBP), which I presented during our monthly Forum to a group of like-minded peers, was a pivotal experience. Preparing and delivering this detailed reflection on my life, spiritual growth, and leadership was challenging yet incredibly rewarding. It’s a unique and powerful opportunity to present the issues you’re facing and gain honest feedback, encouragement, and insight from leaders who’ve often ‘been there and done that’ and who also trust that God is their ultimate source of wisdom. After my first Core Business Presentation, I was deeply moved when my C12 peers laid hands on me and prayed over me, a profound moment reinforcing the authentic community and spiritual support inherent in the group.

Looking Ahead: Finishing Strong

Reflecting on my future, mentorship has become increasingly important. My vision involves being a better mentor, delegating more effectively, strengthening culture, looking forward and leaving McCall-Thomas stronger and more sustainable than when I became president. The goal to make an eternal difference in the lives of those I've led and built relationships.

Spiritually, my focus remains on growing stronger in my walk with Christ, becoming more like Jesus, less like me. This commitment influences every decision I make as I strive toward true servant leadership.

As I look back on over three decades with McCall-Thomas, gratitude fills my heart. The values and principles I've embraced, grounded in faith and shaped by a supportive McT family and influential communities like C12, will continue guiding my leadership, ensuring a lasting legacy built on eternal significance.

Engaged Employees, Lasting Impact

Mon, 23 Jun 2025 00:22:36 GMT

Engaged Employees, Lasting Impact

Why Purpose at Work Matters

“Purpose is the key driver of innovation, productivity, and well-being in the 21st century.”
—Aaron Hurst, The Purpose Economy

Employee engagement is a hot topic, but it’s more than just a buzzword. For faith-driven business leaders, it's a sacred responsibility and a strategic imperative. Especially in today's multigenerational, post-pandemic workplace, engagement is increasingly tied to something deeper than perks or pay: purpose .

And the numbers back it up.

The Decline in Engagement and Why Purpose is the Antidote

According to Gallup, employee engagement in the U.S. has been on the decline in recent years, dropping from 36% in 2021 to just 32% by 2023 , and the trend has shown little improvement since. Even more concerning, 18% of employees reported being actively disengaged , costing companies significantly in productivity, morale, and retention.

But there’s a bright spot: when employees feel a strong sense of purpose in their role, engagement climbs. Harvard Business Review found that employees who find meaning at work are 1.7 times more satisfied and 1.4 times more engaged than those who don’t.

Welcome to the Purpose Economy

This shift toward meaning isn’t a fringe movement, it’s a global trend shaping how people and businesses create value. Dubbed the “Purpose Economy,” this new era prioritizes meaningful work over status, impact over income, and legacy over ladder-climbing.

Christian business leaders are uniquely positioned to thrive in this space. Our faith calls us to see work as worship and to steward our teams’ gifts, not just their output.

Why Purpose Matters Across Generations

Today’s workforce spans four generations, each bringing different motivations. Yet across the board, employees increasingly seek alignment between personal values and workplace culture.

Millennials and Gen Z , who will make up 74% of the workforce by 2030 , are purpose-driven. They care deeply about working for organizations that reflect their values, offer flexibility, and invest in their development.
Gen X employees value balance and autonomy. They respond well to companies that support both their professional growth and personal priorities.
Baby Boomers , many of whom continue working past retirement age, are often motivated by legacy and mentorship.

When businesses communicate a clear and compelling “why” , and invite employees into it, engagement flourishes.

Purpose Is Good Business

The benefits of prioritizing purpose aren't just spiritual, they’re practical.

A Deloitte study found that purpose-driven companies grow three times faster than their competitors and report higher employee satisfaction and customer loyalty . Employees who believe their company has a meaningful purpose are more likely to recommend their workplace and stay longer.

At C12, we’ve seen this in action. Our members are leading organizations where purpose is not just a statement on the wall, but a way of life.

Helping Employees Find Their Why

Helping employees find their personal purpose at work isn’t just a morale booster, it’s a discipleship opportunity.

David Kinnaman, CEO of Barna Group, challenges faith-based leaders to help workers across generations connect what they do to why they do it. “People want to be seen and known, and they want to be able to contribute to what it is that you do,” he says.

One helpful framework is the Japanese concept of ikigai , which invites individuals to consider:

What do I love?
What am I great at?
What does the world need?
What can I get paid to do?

The intersection of those four areas reveals not just a job, but a calling.

Take the Next Step

If you lead a business, you’re in a unique position to ignite purpose and unleash engagement . Align your mission with eternal impact. Invite your team into something bigger than themselves. And watch your workplace transform.

At C12, we walk with CEOs and business owners like you who want to build Christ-centered companies where both purpose and performance thrive.

Learn more about joining a Business Forum with other like-minded leaders at C12GAandSC.com .

Citations

Gallup, “U.S. Employee Engagement Needs a Rebound in 2023” — https://bit.ly/3Ruwke9
Deloitte Insights, “Purpose Is Everything” — https://bit.ly/479YlgS
Harvard Business Review, “Helping Gen Z Employees Find Their Place at Work” — https://bit.ly/47537vW
The Purpose Economy, “Building a Meaningful Employee Experience” — https://bit.ly/3NxnfA8
C12 Curriculum, Business: Generations, Employee Engagement, and Purpose at Work — March 2024
Institute for Faith, Work and Economics, “Work and Our Purpose in the New Year” — https://bit.ly/4aMFBXV

Leading the Line and the Mission

Sun, 22 Jun 2025 23:57:28 GMT

Leading the Line and the Missions

Food Industry Executives on Faith and Business

At first glance, a fast-paced restaurant may not seem like the most obvious setting for spiritual leadership or eternal impact. But for a group of Chick-fil-A operators and key players who participate in C12 Business Forums, their business is not just about chicken sandwiches or customer satisfaction—it’s about stewarding lives and leading with purpose.

Recently, the C12 Georgia and South Carolina team sat down with several leaders in the food service industry who have been transformed through their involvement in C12. Their stories underscore a powerful truth: Business is a platform. And when leveraged faithfully, it can be one of the most effective tools for ministry.

A Calling, Not Just a Company

O ne operator, reflecting on his roots as a pastor’s kid, put it this way:

“I don't preach every Sunday in front of my team or my guests, but it's like a flock that God has blessed me with.”

He now views his leadership role through the lens of pastoral stewardship:

“I've got my team that I'm responsible for in our business, but I look at that as a ministry. They are my flock.”

In the high-turnover world of food service, team members often stay only for a season. That reality could breed indifference—but these leaders choose to see something deeper.

“What we need as leaders is to wrap our minds around that. And C12 helped me with this to say, OK, what is our purpose for people in their life while we have them for this season?”

This question, rooted in the biblical concept of stewardship, is at the heart of the C12 Business as a Ministry (BaaM) framework. Rather than measuring success solely by profit or performance, these operators have learned to ask: How are we caring for the people God has entrusted to us today?

Moving From Job to Purpose

For many of these leaders, their C12 experience has been instrumental in shaping a more intentional culture—one where the workplace becomes a space of transformation.

“When we get our team members and we get our leaders out of this JOB space and they can actually think and feel like they're a part of something that's impacting people, that's where you start making that jump from just a job to business as a ministry.”

Another added:

“We have top leaders that their entire job is to think of business as a ministry, to think of how is what we're doing day in and day out… staying connected to that greater purpose?”

Through the discipline and structure of C12’s monthly Forums, these operators have developed a rhythm of stepping back to recalibrate and re-anchor in their “why.”

Leading at Scale Without Losing the Heart

One of the most significant transitions described was the shift from corporate life into leading a large team in food service:

“I had gone from leading a small team of just a couple people to, in the food service industry, literally a hundred people. And that can be challenging.”

C12 provided practical tools to make that leadership leap.

“C12 gives me the tools I need to help lead not only those hundred people but the seven to eight core leaders that I have… and how to do that in a way that develops them and keeps them focused on our mission, which is to show care and glorify God.”

That mission, "to show care and glorify God", doesn't happen automatically. It requires deliberate structure, leadership multiplication, and constant alignment. Through C12’s 5-Point Alignment Matrix and other strategic planning tools, these operators are learning how to lead with excellence while anchoring every effort to an eternal purpose.

Accountability That Moves Ideas to Action

Business leaders often have access to books, ideas, and conferences, b ut implementation is another matter. What sets C12 apart is the accountability that turns good intentions into real change.

“At C12, they will hold you accountable to, hey, you said you were going to use that. You said you were going to do this—did you?”

Another leader reflected on the impact of C12’s structure:

“Outside of my one-on-one time with my operator, this is probably the most important time I spend every month working on the business.”

One of the most unique tools these operators highlighted is the Balance Wheel—a monthly self-assessment that invites leaders to evaluate not only business metrics, but personal and spiritual health.

“It breaks out your life into key areas… we talk about things from how is our marriage going, how is fitness, how is fun, how is retreat, how are our personal finances.”

In an industry where burnout is common, this level of holistic introspection is both rare and life-giving.

The Gift of Perspective—and Community

“It's always interesting to me that coming in, I can think that t he curriculum on the business side maybe isn't super relatable to what I'm navigating day to day, and somehow by the time we're halfway through, there's an application for us.”

The Forum table brings leaders from diverse industries—engineering, construction, accounting, and food service—into one space where wisdom is multiplied.

“It really makes you a more, I think, well-rounded business leader.”

Perhaps the most consistent theme among those interviewed was the deep sense of community they’ve found.

“I just remember them being very welcoming, and I found a place at the table. Eight years now has been absolutely incredible…changed my life.”

Another shared:

“To be able to be in there and share and be vulnerable, it has allowed me to foster and grow relationships with people that I probably would never have met even though they live in the same city that I live in.”

This Is More Than a Sandwich

One leader summed it up like this:

“This is more than just a restaurant. This is more than just a sandwich. This is more than just one guest. We really are connecting to a bigger purpose of care and of creating environments for people where they are welcome and comfortable. And hopefully that leads them to ultimately see the Kingdom through us.”

At C12 Georgia and South Carolina, we are honored to walk alongside leaders like these—those who refuse to compartmentalize their faith, who serve their teams as shepherds, and who are redefining success in the marketplace.

Their journey is a reminder that God is at work in the kitchen, the drive-thru, and the boardroom. And when leaders align their business with a Kingdom mission, even a sandwich can point to something eternal.

To watch the full interview, visit:

Faith, Business, and Impact: Chick-fil-A Operators on Their C12 Experience

If you’re a leader who is hungry for greater purpose in your business, we invite you to connect with us and explore what’s possible through a local C12 Business Forum.

Redefining Success

Wed, 28 May 2025 18:53:12 GMT

Redefining Success

How Fun Fuels Strong Leadership

If you’re a business leader, you’ve probably been taught to measure success in profits, people, and productivity. But how often do you measure your capacity for joy?

In the high-stakes world of business, fun can feel like a luxury or even a distraction. But Scripture reminds us: “I commend joy, for man has nothing better under the sun but to eat and drink and be joyful…” (Ecclesiastes 8:15). Fun and recreation aren’t just nice to have. They are a biblical imperative and a critical leadership tool.

Not a Pie Chart Life

God did not call us into a “pie chart life,” where we compartmentalize our spiritual life from our work, relationships, or rest. He calls us into a fully integrated life—one where our faith informs every domain, including how we rest, play, and recreate.

Each month, over 4,000 C12 members use the Life & Leadership Balance Wheel to evaluate 12 key areas of life and stewardship. One of those areas is Fun and Recreation, which is often neglected in leadership circles. But it's just as essential to our flourishing as strategic planning or financial stewardship.

The Cost of Neglecting Joy

Harvard Business Review found that employees who take breaks and detach from work return with greater focus, creativity, and problem-solving ability. Similarly, Gallup reports that people with high well-being are more than twice as likely to be thriving in their jobs and less likely to experience burnout. Even Forbes notes that leaders who invest in hobbies are more productive, less stressed, and better equipped for creative leadership.

These aren’t just nice benefits. They are core to sustaining a healthy, high-performing life and business.

A Self-Check on Fun and Recreation

If you're unsure whether fun and recreation are a strength or a growth area in your life, take a moment to reflect. On a scale of 1 to 10, how true are the following statements?

I regularly make time to enjoy hobbies or recreational activities
My family and I do fun things together
Those closest to me would say that I let myself have fun
I have a regular cadence of pursuing physical and emotional renewal
I protect and prioritize joy with the same intentionality I give to work responsibilities

If any of these reveal a gap, that’s not a reason for guilt. It’s an opportunity for growth.

How to Grow in This Area

If fun and recreation are lacking, here are some simple next steps:

Identify one activity that brings you joy, or one you’ve always wanted to try
Set a realistic rhythm for that activity—weekly, monthly, quarterly
Invite someone else to join you—a spouse, child, friend, or colleague
Put it on your calendar and treat it as non-negotiable
Share your goal with peers and ask them to hold you accountable

Joy doesn’t just happen. It requires intentionality. But the return on investment is tremendous.

The Measure of True Success

Jesus asked, “What does it profit a man to gain the whole world and forfeit his soul?” (Mark 8:36). A thriving business is no replacement for a thriving soul. The Balance Wheel reminds us that success isn’t found only in spreadsheets. It’s found in stewarding the whole life God has entrusted to us—relationships, rest, and recreation included.

Make time for fun. Your business, your family, and your soul will be better for it.

Curious about the C12 Balance Wheel or how to create goals around fun and recreation? Let’s talk.

[Visit C12 South Carolina → www.c12gaandsc.com ]

Sources:

1. Harvard Business Review, Give Yourself a Break: The Power of Taking Time Off, https://hbr.org/2016/12/give-yourself-a-break-the-power-of-taking-time-off

2. Gallup, Wellbeing Enhances Benefits of Employee Engagement, https://news.gallup.com/businessjournal/163130/wellbeing-enhances-benefits-employee-engagement.aspx

3. Forbes, Why Successful People Spend 10 Hours a Week on “Compound Time”, https://www.forbes.com/sites/michaeldelcastillo/2017/10/26/why-successful-people-spend-10-hours-a-week-on-compound-time

4. Journal of Occupational Health Psychology, Recovery and Work Engagement, Sonnentag et al., 2003

More Than a Sandwich

Wed, 28 May 2025 15:54:23 GMT

More Than a Sandwich

How Chick-fil-A Operators Are Integrating Faith and Business Through C12

In today’s business environment, leaders are expected to be strategists, mentors, visionaries, and executors, all while managing the personal pressures that never seem to clock out. For those in the fast-paced world of food service, the weight of responsibility can be overwhelming. And when faith feels compartmentalized, confined to Sundays or personal time, the disconnect becomes even more pronounced.

But for a growing group of Chick-fil-A operators and key players involved in C12 Business Forums here in South Carolina and Georgia, that narrative is changing.

The team at C12 Georgia and South Carolina recently interviewed several of these leaders, exploring how their participation in C12 helped them integrate faith, leadership, and personal wellness into a cohesive, Kingdom-driven life. What emerged was a powerful testimony of transformation—from fragmentation to focus, from hustle to stewardship, and from burnout to purpose.

The Leadership Gap No One Talks About

One commonality among leaders was a growing sense of disconnect in their professional lives before joining C12.

“I came to work in the restaurant business after some time in corporate American financial services,” one operator shared. “One of the things in the transition that challenged me was I had gone from leading a small team of just a couple people to, in the food service industry, literally a hundred people. And that can be challenging.”

C12 became more than just a peer group—it became a leadership development engine.

“C12 gives me the tools I need to help lead not only those hundred people but the seven to eight core leaders that I have that are working directly with those people and how to do that in a way that develops them and keeps them focused on our mission.”

That mission? “To show care and glorify God.”

This alignment of strategy and soul echoes one of C12’s core tools, the 5-Point Alignment Matrix, designed to help Christian business leaders unify their vision, culture, operations, financials, and team development under a Christ-centered mission.

Breaking the Compartmentalization Trap

“I grew up a preacher's kid,” one operator said. “And I kind of realized I'm kind of in a very similar role to what my dad was. I don't preach every Sunday in front of my team or my guests, but it's like a flock that God has blessed me with.”

That reframing of leadership, from a secular to a sacred calling, is at the heart of C12’s Business as a Ministry (BaaM) philosophy. These leaders no longer see a division between their faith and their function.

“In our restaurant industry… understanding there's a bigger purpose of why we do what we do” has reframed everything, one leader explained. “Leading people's hard and everybody's different… love and serve people uniquely, and I think that goes to the very way that God uniquely leads us.”

With that shift comes a new focus on stewardship: “If we can focus on the stewardship of their lives, how we care for them, the engagement that we have with them, then we're doing the Lord's purpose and he can take them to whatever dream that he wants to do next.”

The Cost of Disconnection—and the Gift of Accountability

Leadership can be lonely. One leader recalled walking into their first C12 Key Player Forum unsure if they belonged. “I remember walking in and thinking I don't know if I belong here. These guys probably got it all figured out… can I have a voice here?”

But the experience was transformational. “I just remember them being very welcoming and I found a place at the table. Eight years now has been absolutely incredible—changed my life.”

C12’s peer advisory model ensures that no leader has to navigate the pressures of business or faith alone. “It's real easy just to get information or read a book or see a graph and go, yeah, that's a good idea. But if you don't actually do it, then what good is it? At C12, they will hold you accountable to, hey, you said you were going to use that. You said you were going to do

this—did you?”

This isn’t surface-level engagement. Leaders go deep, discussing faith, family, fitness, finances, and fun.

“One of the first things we do each month is to review our balance wheel,” said one operator. “It breaks out your life into key areas and you grade yourself every month with a group. And you talk about your highs and lows… all those things are important for us to steward well.”

Spiritually Grounded Leaders Build Spiritually Grounded Teams

The ripple effects of this accountability are evident. As one participant noted, “For the better part of a year that I've been in C12, I have been a more confident leader. I have been a more spiritually grounded leader. And then personally, I have been more spiritually accountable to myself, to my husband, to my family.”

When faith is no longer compartmentalized, it shapes every corner of leadership—professional and personal.

“It’s valuable to my wife at home and to our business and certainly the team members that we shepherd,” said another.

This integration is not accidental—it’s designed, reinforced, and lived out through the rhythms of the C12 Forum. “To be able to be in there and share and be vulnerable, it has allowed me to foster and grow relationships with people that I probably would never have met even though they live in the same city that I live in.”

Finding Focus in the Mundane

For businesses like Chick-fil-A, where operations are often high-speed and high-pressure, it’s easy for the routine to turn into a grind.

“How is what we're doing day in and day out that can be really mundane and get almost stale—how are we staying connected to that greater purpose?” asked one leader. Their answer: dedicate time each month to think, pray, and plan intentionally. “The beautiful thing about C12 is you've got time that day to listen to the Lord, to take those ideas, which are potential energy, and to move from potential energy to create movement in your business.”

A Platform With Eternal Purpose

When asked about the impact of C12, one leader summed it up this way: “I can't give you an exact ROI on C12, but taking myself out of the business and dedicating an entire day to be reminded of what's truly most important—and then being called to actually apply that to what I do every day—is crucial.”

That recalibration isn’t just for personal clarity—it translates directly to how their teams are led, how guests are served, and how communities are impacted.

“This is more than just a restaurant. This is more than just a sandwich. This is more than just one guest,” one said. “We really are connecting to a bigger purpose of care and of creating environments for people where they are welcome and comfortable. And hopefully that leads them to ultimately see the Kingdom through us.”

At C12 Georgia and South Carolina, we believe leadership is not meant to be lived in silos. These stories from Chick-fil-A operators remind us what’s possible when faith permeates business—not as a veneer, but as a foundation.

For leaders who are tired of fragmentation and looking to align their business, life, and faith, a C12 Business Forum may be exactly the right next step.

To watch the full interview, visit Faith, Business, and Impact: Chick-fil-A Operators on Their C12 Experience .

If you’re ready to explore a peer group where leadership is sharpened and purpose is reclaimed, connect with us here .

Retreat to Advance

Wed, 02 Apr 2025 02:10:12 GMT

Retreat to Advance

Why Spiritual Retreats Matter for Christian CEOs

In the fast-paced world of leadership, silence feels counterintuitive. Solitude sounds inefficient. And extended time with God? Nearly impossible.

Yet, as countercultural as it may seem, retreating is essential for the Christian leader.

C12 believes in the radical truth that to advance in life and business, we must first step away. We must retreat to restore , reconnect, and reorient ourselves to the Source of all wisdom and strength.

What Is a Spiritual Retreat?

At C12, we define retreat as an intentional time of silence, solitude, and spiritual practices, separate from the demands of daily life, for the purpose of connecting deeply with God. It’s not a family vacation. It’s not rest on the couch. It’s not a guys’ golf weekend or a sabbatical. Those things matter—but a retreat is something different. It’s sacred. Set apart. Spirit-led.

Even Jesus retreated. When His ministry was growing, when decisions loomed, when emotions were high—He withdrew to desolate places to pray (Mark 6:30–31; Luke 5:16). Shouldn’t we do the same?

The Cost of Constant Hustle

John Mark Comer said, “If the devil can’t make you sin, he’ll make you busy.” The result is the same: disconnection from God, others, and even ourselves.

When we’re constantly leading, driving, and producing, we miss out on hearing the still, small voice of God. We begin to equate worth with productivity and busyness with effectiveness. But God’s design requires rhythms of retreat to sustain a life of impact.

At C12, we’ve seen a pattern: members who are thriving in revenue generation often rate themselves lowest in the area of retreat. High seasons bring pressure. Low seasons bring hustle. Both can tempt us to push harder—when what we may need most is to pull away.

The Rhythm of Retreat

Most of us don’t need a 30-day sabbatical to reconnect with God. We need a rhythm. Consider this simple formula:

Restore Daily – Quiet time with God each morning.
Rest Weekly – A true Sabbath practice.
Retreat Regularly – A quarterly or annual practice of extended silence and solitude.

Whether it’s four hours alone at a local park or two days at a nearby retreat center, what matters is the intentional disconnection from activity and reconnection to God.

Some C12 leaders:

Add solitude days onto family vacations.
Take biannual silent retreats.
Build a “no distractions” day into their calendar once a month.
Use structured spiritual retreats like Journey of Generosity or Abiding in the Vine.

Start Small. Schedule It. Protect It.

James Clear, in Atomic Habits, suggests we start with something so small we can’t fail. Maybe that’s half a day this quarter. The key is to schedule it—literally put it on the calendar—and tell someone who will help you protect that time.

As you grow in this practice, you may find that time away becomes your most strategic leadership move. The clarity, conviction, and peace that come from unhurried time with God can transform not only your soul but also your leadership and decision-making.

Your Invitation to Retreat

If it’s been a long time—or perhaps you’ve never done this—here’s your invitation: come away (Mark 6:31).

Don’t let guilt or busyness keep you from what your soul desperately needs. Download our free C12 Retreat Guide and take the first step toward establishing a life-giving rhythm.

�� Click here to access the free C12 Retreat Guide

Resources

C12 Ministry Curriculum: “Ministry—Retreating to Advance,” August 2023
Calhoun, Adele Ahlberg. Spiritual Disciplines Handbook (InterVarsity Press, 2015)
Barton, Ruth Haley. Strengthening the Soul of Your Leadership (InterVarsity Press, 2008)
Comer, John Mark. The Ruthless Elimination of Hurry
Clear, James. Atomic Habits
Ortberg, John. Soul Keeping (Zondervan, 2014)
Zigarelli, Michael. “Obstacles to Growth Survey”

What’s Really Holding Your Team Back?

Wed, 02 Apr 2025 01:45:57 GMT

What's Holding You Back?

A Faith-based Lens on Overcoming Dysfunction

For Christian CEOs and Business Owners in Georgia & South Carolina

Every leader wants a high-performing team. But what happens when the same issues keep surfacing—missed deadlines, passive meetings, internal tension, and a vague sense that your team just isn’t aligned?

For many CEOs across Georgia and South Carolina, these aren’t isolated headaches. They’re symptoms of something deeper. Beneath the surface of performance challenges lie five critical dysfunctions that silently sabotage progress. The good news? They’re not only identifiable—they’re fixable.

Let’s take a deeper look at the Five Dysfunctions of a Team —and how faith-driven leadership reframes each one as a redemptive opportunity for transformation.

1. Absence of Trust: The Root of Isolation

What it looks like:

Team members withhold feedback. Leaders hesitate to admit mistakes. People play it safe rather than contribute honestly.

Why it matters:

Without vulnerability-based trust, collaboration dies. Innovation stalls. And silos quietly take root.

The spiritual lens:

Biblical leadership calls us to lead with humility and transparency. James 5:16 invites us to “confess your sins to one another,” not for shame, but for healing and connection.

2. Fear of Conflict: When Quiet Turns Costly

What it looks like:

Polite meetings. Unspoken frustrations. Decisions made after the meeting, not in it.

Why it matters:

Teams that avoid healthy conflict never reach the best solutions. Disagreements become politics rather than progress.

The spiritual lens:

Proverbs 27:17 says, “As iron sharpens iron, so one person sharpens another.” Conflict isn’t the enemy—unresolved tension is.

3. Lack of Commitment: The Cost of Ambiguity

What it looks like:

Meetings where everyone nods—but later, execution falls flat. Goals shift midstream. Buy-in is lukewarm.

Why it matters:

Without clarity and buy-in, team members hedge their bets. Decisions don’t stick, and momentum fizzles.

The spiritual lens:

Habakkuk 2:2 challenges us to “write the vision and make it plain.” Clarity isn’t just a business tool—it’s a biblical principle.

4. Avoidance of Accountability: Quiet Compromise

What it looks like:

Underperformance goes unaddressed. Team values are inconsistently applied. Leaders avoid hard conversations.

Why it matters:

Without accountability, excellence erodes. Teams settle for good enough—and culture becomes reactionary.

The spiritual lens:

Accountability is an act of love. Galatians 6:1 calls us to “restore one another in a spirit of gentleness.”

5. Inattention to Results: When Ego or Comfort Get in the Way

What it looks like:

People prioritize status, departments, or pet projects over team-wide wins. Goals are fuzzy. Outcomes are not consistently measured.

Why it matters:

Without shared outcomes, teams drift. Silos deepen. Mission impact fades.

The spiritual lens:

Colossians 3:23 reminds us: “Whatever you do, work at it with all your heart, as working for the Lord…” Our results matter because stewardship matters.

Moving Forward: A Kingdom-Minded Team Starts with You

Diagnosing dysfunction doesn’t mean failure. It means you’re paying attention.

Across Georgia and South Carolina, leaders in C12 Forums are addressing these very issues—not just with better tactics, but with eternal perspective. By aligning your team with the values of trust, clarity, accountability, and mission, you don’t just build a stronger business. You cultivate a redemptive culture that reflects Christ.

Looking to Build a High-Trust, High-Impact Team?

Join a C12 Business Forum in Georgia or South Carolina and discover how peer advisory, biblical frameworks, and strategic tools can transform how you lead—and how your team performs.

Learn more at www.c12GAandSC.com

1. Hersey, Paul & Blanchard, Ken – Situational Leadership Model

The Center for Leadership Studies: What is the Situational Leadership Model?

2. Blanchard, Ken – A Situational Approach to Effective Leadership

Blanchard Blog, 2019

3. Bible – New International Version

1 Corinthians 9:22

From Hesitation to Calling: My Path to Becoming CEO at Vermeer Southeast

Thu, 13 Mar 2025 15:07:22 GMT

From Hesitation to Calling

My Path to Becoming CEO at Vermeer Southeast

| Scott Coley

Early Roots and Personal Background

I can still remember my first real introduction to Vermeer Southeast—even before I officially joined the team. Kris DenBesten (who was then leading the company) had grown the organization from what his father started back in 1967, integrating a distinctly biblical approach to how business should be done. Although I didn’t initially realize it, that faith-driven culture would end up being the lifeblood of my own leadership journey.

My initial tenure at Vermeer Southeast was more of a job than a calling. I worked out of our Georgia operations, and while I liked the people, I couldn’t yet see the long-term potential. Eventually, I left to represent a different product line. Strangely enough, it was during that season away that I got to know Kris better. We would cross paths at trade shows and regional meetings, and I found myself drawn to his vision of “Shine”—rooted in Matthew 5:16: “Let your light shine before others…” Even back then, Kris was all about infusing biblical principles into day-to-day business decisions.

In 2005, Kris approached me about a major opportunity: he was looking to buy the dealership in Alabama and needed someone to run it. He asked me flat-out, “Have you ever thought about moving to Alabama?” My immediate response was a firm no. I was settled where I was and didn’t want to uproot my life for a new job. But Kris’s reply was classic Kris: “Well, pray about it.” And that little prompt changed everything. After some soul-searching, I felt a nudge from God telling me to join Vermeer Southeast again. That moment marked the turning point in my career—and in my calling.

Recognizing the Need for Succession

Once I returned, I realized Vermeer Southeast wasn’t just another industrial equipment business. Kris had purchased it from his father back in 1999, and from that point onward, he’d woven biblical principles into everything—hiring practices, customer interactions, our leadership meetings. By the time I became general manager of Alabama, our culture stood on faith-driven ground. It wasn’t just a mission statement on the wall; it was real accountability to honor God in both easy and tough decisions.

Around the time I started settling into leadership, Kris confided that he saw me as a potential successor. That caught me off guard. I respected Kris deeply—he was the CEO everyone admired. Did I really want to be the person who followed in his footsteps? It seemed daunting, almost impossible, to fill those shoes. I felt an initial wave of doubt: Am I the right fit? Am I spiritually prepared to lead a large organization with such a clear Christian ethos?

But Kris kept affirming that Vermeer Southeast belonged to God, not to us. He believed that if God was calling me to step in as CEO down the road, then my job was to be faithful in preparation. He also believed in planning well before retirement years roll in—part of being a good steward, especially for a company whose “ministry work” is integral to its identity. I began to see that this wasn’t just about me; it was about ensuring Vermeer Southeast remained a Christ-centered influence on employees, customers, and communities for decades to come.

The Three Year Transition Process

By 2018, Kris and his partners decided that an Employee Stock Ownership Plan (ESOP) was the best vehicle to preserve our mission. We began the transition at the end of that year. In the midst of that big move, Kris formally sat me down and said, “I want you to take on the CEO role—here’s how we’re going to do it.”

Phase One: Shared Decision-Making

In the first year, Kris remained the official CEO. He brought me into every critical conversation—strategy sessions, financial planning, major hiring choices, you name it. We’d discuss them together, but he would make the final call. It felt like a master-apprentice relationship. I gained deep insights into the complexities of operating a faith-driven enterprise: from budgets that protect our “benevolence funds” to how we extend grace to underperforming employees while still holding them accountable.

Phase Two: Gradual Hand-Off

In the second year, Kris gave me more latitude. We’d still talk about every significant decision, but now I made the call. We continued to prioritize biblical principles in those decisions, especially in dealing with people. This was the period when I had to confront the reality that culture is as much about what you do not tolerate as what you do encourage. For instance, we faced the difficult choice of letting go of a top performer because that individual’s behavior and values consistently clashed with the faith-based ethos we professed. That moment was sobering—losing a star contributor isn’t a number crunch; it’s a culture statement. But each tough decision only reaffirmed the foundation: we must steward the company in a way that honors God.

Phase Three: Quietly Stepping Into the Role

In the third year, Kris called me in and said, “You’re essentially the CEO now. Make the decisions as you see fit—I’ll be here, but you lead.” While the rest of the organization still thought Kris was in charge, he privately handed me the reins. By the time we made the official announcement, I had been functioning as CEO for nearly a year. That phased approach removed the typical shock factor of leadership changes; it allowed both me and our employees to adapt smoothly.

Facing Early Challenges & Spiritual Lessons

If I thought the hand-off would be smooth sailing, I was in for a surprise. The day the official announcement went out, we got hit by a massive cyberattack. Vermeer Southeast lost access to critical operational data, and we were scrambling to keep our systems online. I remember Kris’s advice in those first frantic hours: “Decisions on facts, not fear.” My immediate instinct was to panic, but Kris (in his new capacity as chairman) helped me see it as a leadership test. We prayed. We reminded our team of God’s sovereignty. Then we methodically tackled the crisis, step by step, leaning on experts and, more importantly, leaning on faith.

Another early lesson revolved around stewarding our culture for the long haul. People often assume “faith-driven” means “soft,” but it can be incredibly challenging. It means letting go of people—even high performers—who demean our values or undermine biblical unity. It also means doing the painful work of accountability while loving the person we have to let go. My approach often includes sitting down for a final conversation, expressing genuine care for that individual, and, if they’re open, praying with them. It’s never easy, but leading with compassion in tough moments sends a powerful message to the rest of the team: Our principles are real, and we don’t just talk about them when it’s convenient.

Initial Outcomes & Looking Ahead

One of the biggest blessings has been watching how the team has rallied around a CEO who—let’s face it—is different from Kris in style and personality. Kris was known for a huge vision and the ability to paint pictures of the future. People wondered if I could sustain that spiritual drive. By God’s grace, we’ve not only maintained the culture but even expanded it. We hired a Director of People Development, who focuses on leadership growth and spiritual formation across all departments. We pray together more openly. Some team members aren’t believers, but they say they appreciate the consistent way we make decisions.

Looking forward, my goal is to multiply this concept of stewardship deeper into the ranks. We’ve implemented a three-tier succession strategy at every managerial level—ensuring each leader identifies who might take over their spot, and who might follow behind that person. C12 has played a huge part in shaping these tools, giving me frameworks and peer insights to refine them.

Ultimately, I see the next decade at Vermeer Southeast as an opportunity to deepen our impact for Christ. We want to double our business again, not merely for the sake of growth, but to create more resources for employee development, benevolence initiatives, and community

outreach. Kris’s legacy—this idea that we are a “city on a hill” for our employees, customers, and suppliers—remains the heart of our mission. By continually pointing people back to our Creator, we ensure that success, stewardship, and spiritual transformation all move forward together.

Final Reflections

If there’s a single principle that stands out to me in this entire process, it’s that genuine succession planning isn’t just about passing the baton. It’s about shepherding a culture and carrying forward a faith-driven vision that endures well beyond any one leader. I was hesitant at first, unsure if I could follow Kris’s act. Yet, I’ve learned that if God calls you to a position, He equips you. The key is to remain humble, lead with love, and remember that the business ultimately belongs to Him.

At Vermeer Southeast, we don’t just sell, promote, market, and service equipment—we build people, principles, and pathways for ministry. My prayer is that this story encourages other leaders to consider the eternal significance of every choice they make, and to see leadership succession as a sacred, not merely strategic, endeavor.

—Scott Coley, CEO of Vermeer Southeast

Leading with Wisdom

Thu, 06 Mar 2025 20:01:49 GMT

Leading with Wisdom

The Power of Situational Leadership

In the ever-evolving business landscape, the best leaders don’t rely on a one-size-fits-all approach. Instead, they adapt their leadership style based on the situation, team dynamics, and individual needs. This approach, known as Situational Leadership , empowers leaders to guide their teams effectively while fostering growth, accountability, and performance excellence.

Understanding Situational Leadership

Situational Leadership is built on the principle that there is no universally effective leadership style. The most impactful leaders assess their team members’ readiness, competence, and commitment, then tailor their approach accordingly. This model is particularly valuable in Christian business leadership , where servant leadership and stewardship align with adapting to the needs of those we serve.

"54% of leaders use only one leadership style, regardless of the situation," which means half the time, leaders are using the wrong approach.

Ken Blanchard, Co-Creator of the Situational Leadership Model ( Blanchard )

The Four Leadership Styles

Directing – Best suited for team members who are new or lack confidence in their roles. Here, leaders provide clear instructions, close supervision, and structured guidance to build competence.
Coaching – For employees with some experience but still in need of guidance, coaching blends direction with encouragement. Leaders clarify expectations while fostering problem-solving skills and confidence.
Supporting – As team members gain proficiency, leaders shift towards a supportive role, encouraging autonomy while remaining available for guidance. This builds trust and accountability.
Delegating – When employees demonstrate both competence and commitment, leaders empower them with full autonomy. This not only boosts efficiency but also cultivates a culture of ownership and innovation.

Applying Situational Leadership in Business

Implementing Situational Leadership requires self-awareness and a deep understanding of your team’s capabilities. Leaders must ask: Where is this person in their development? What level of support do they need? Adjusting your leadership style accordingly fosters a thriving workplace culture built on trust and adaptability.

The Apostle Paul embodied adaptive leadership, stating, "I have become all things to all people, that by all means I might save some" (1 Corinthians 9:22-23). His ability to tailor his approach to different audiences is a biblical example of leadership flexibility.

Assessing Employee Readiness

Every employee possesses unique strengths and areas for growth that impact their level of effectiveness, depending on the task at hand. The Situational Leadership Model categorizes employees into four levels:

D1: Enthusiastic Beginners – Low competence, high commitment
D2: Disillusioned Learners – Some competence, low commitment
D3: Capable but Cautious Contributors – Moderate to high competence, variable commitment
D4: Self-Reliant Achievers – High competence, high commitment

Matching leadership styles to these readiness levels ensures employees receive the guidance they need without unnecessary micromanagement or premature delegation ( Center for Leadership Studies ).

Why it Matters Now

The modern workforce is increasingly diverse, with employees at various skill levels, motivations, and backgrounds. Leaders who embrace Situational Leadership are better equipped to navigate challenges, drive innovation, and mentor future leaders. Research indicates that using the Situational Leadership Model increases productivity and improves employee job satisfaction ( Harvard Business Review ).

Lead with Purpose—Join C12

Christian business leaders need a community of like-minded peers who can provide guidance, accountability, and encouragement in leadership. C12 offers a transformative platform where CEOs and business owners engage in strategic discussions, applying biblical principles to real-world challenges.

Discover how C12 can help you refine your leadership approach and drive Kingdom-minded success. Join us today !

Principles for Merging Faith and Business

Wed, 05 Feb 2025 18:31:17 GMT

Principles for Merging Faith and Business

Integrating faith into business isn’t about perfection—it’s about purpose

For many business leaders, their faith isn’t just a private belief but a compass that shapes how they lead and make decisions. At C12 Georgia and South Carolina, we celebrate the intersection of faith and business, helping leaders like you bring these two worlds together in a meaningful and impactful way. Let’s explore how you can integrate your faith into your business in a way that’s authentic, engaging, and deeply fulfilling.

1. Align Your Vision with Your Values

Your business is more than a job—it’s an opportunity to reflect what matters most to you. Does your company’s mission mirror the values of your faith? Are you striving for qualities like integrity, humility, and service within your company walls?

As Proverbs 16:3 says, “Commit to the Lord whatever you do, and He will establish your plans.” When your business is rooted in faith, your vision becomes part of a greater plan—one that has divine purpose and direction.

“Whatever you do”... work being no exception.

2. Lead with Intentionality

Leadership is about more than being in charge; it’s about being a positive influence. Faith-driven leaders approach their teams with respect, kindness, and accountability. Servant leadership, which prioritizes the well-being of others, is a powerful way to live out your values.

John Maxwell said it best: “A leader is one who knows the way, goes the way, and shows the way.” By leading intentionally and consistently modeling the principles of your faith, you’ll cultivate a culture where everyone feels valued and empowered.

3. Foster a Culture of Purpose

Imagine your business as a vessel—one that doesn’t just generate profit but also brings meaning and positive change to the world. Encourage your team to see their work as part of something bigger. Share stories of how their contributions make an impact on clients, communities, and even each other. Purpose-driven workplaces not only achieve results but also inspire loyalty and motivation.

One way to inspire purpose is to remind your team of their value. A simple, heartfelt “thank you” can go a long way in making others feel appreciated.

4. Stay Grounded in Ethics

Faith serves as a guide for making tough decisions. Commit to honesty, transparency, and fairness, even when the stakes are high. Ethical business practices may not always be the easiest route, but they build a reputation that’s worth far more than any shortcut. When faced with challenges, reflect on Galatians 6:9: “Let us not become weary in doing good, for at the proper time we will reap a harvest if we do not give up.” Staying grounded in your faith ensures that you’re planting seeds of trust and integrity that will grow over time.

5. Prioritize People Over Profit

At the heart of faith is love, and in business, that translates to valuing relationships above transactions. Take the time to listen, care, and connect with employees, clients, and partners. Small gestures of kindness—like handwritten notes, remembering birthdays, or offering words of encouragement—can strengthen bonds and create a lasting impression.

By placing people first, you’ll foster loyalty and a sense of community that goes beyond the workplace.

6. Find Peace in a Greater Purpose

Business ownership is full of highs and lows, but faith offers peace in the midst of uncertainty. Prayer, reflection, and trusting in God’s plan can provide clarity and calm when decisions feel overwhelming. Instead of being paralyzed by fear, lean into your faith to find courage.

Corrie ten Boom’s timeless advice reminds us, “Never be afraid to trust an unknown future to a known God.” With this perspective, you can approach challenges with confidence and resilience.

7. Grow Spiritually and Professionally

As a leader, your growth—both spiritually and professionally—is vital to your ability to inspire and guide others. Surround yourself with mentors, peers, and communities like C12 that challenge you to grow. Prioritize continual learning, whether through faith-based resources, leadership training, or personal reflection.

When you invest in yourself, you’re better equipped to pour into others. Growth is a journey, not a destination, and every step forward strengthens your ability to lead with faith.

Why It Matters

Integrating faith into business isn’t about perfection—it’s about purpose. It’s about creating a legacy that reflects your values, inspires others, and transforms lives. Here in Georgia and South Carolina, we’ve seen firsthand how faith-centered leadership can build thriving businesses and foster meaningful change.

We’re here to walk with you on this journey. Together, let’s embrace bold, faith-driven leadership that makes a difference in both the marketplace and the world. Let your faith be the foundation that guides you every step of the way.

To gain resources or to learn how you can join a community of like-minded leaders who are merging their faith with their business, visit c12gaandsc.com . Let’s grow together in purpose and faith.

Want to hear firsthand how other leaders have successfully integrated their faith into their business? Check out this YouTube video featuring Chick-fil-A owners and operators as they share how their involvement in C12 has helped them live more integrated and purposeful lives.

The Downfall of Neutrality

Wed, 05 Feb 2025 18:06:13 GMT

The Downfall of Neutrality

Why Taking a Stand Matters

We are called to live with purpose, reflecting God’s love and advancing His Kingdom in everything we do — remaining neutral is not a viable option. Neutrality may seem safe, but as Seth Godin aptly wrote in The Cost of Neutral, “Not adding value is the same as taking it away.” Neutrality not only fails to inspire but can also erode trust, purpose, and impact. Whether in business, leadership, or life, choosing not to act is still a choice—and often, it’s the wrong one.

Neutrality: The Silent Deceiver

Remaining neutral often feels like the safest course of action, but it is deceptively dangerous. Neutrality deceives us into believing that inaction or passivity is harmless. In truth, it is often a form of disobedience. As the saying goes, “Delayed obedience is disobedience.” Consider the servant in Matthew 24:45–51, who failed to act responsibly in his master's absence. His neglect was not an act of defiance but a failure to add value—a choice to do nothing. This resulted in severe consequences. Similarly, leaders who remain neutral in critical moments risk squandering the potential to create positive, lasting impact.

The Ripple Effects of Neutrality

Neutrality’s consequences are not limited to lost opportunities. As Godin argues, neutrality comes at a steep cost because it signifies indifference. This indifference can lead to:

Erosion of Purpose: Leaders who fail to take a stand often lose sight of their mission. Without intentional decisions that align with a greater vision, individuals and organizations can drift aimlessly, leading to stagnation.
Loss of Trust: Neutrality can be perceived as a lack of courage or conviction. Whether in leadership or personal relationships, people follow those who are clear about their values. Inaction in moments of moral or strategic importance can erode trust and credibility.
Stifled Growth: Neutrality often leads to the underutilization of resources, whether it’s failing to invest in team development, avoiding necessary changes, or neglecting opportunities to make a meaningful impact. Growth requires action, intentionality, and a willingness to step into uncomfortable spaces.

Why Neutrality is Never Neutral

Neutrality, while tempting, often stems from fear—fear of conflict, failure, or the unknown. Yet, every decision we make reflects our priorities and values. Neutrality is never neutral; it is a decision to abdicate responsibility and purpose.

The parable of the ten minas (Luke 19:11–27) provides a stark reminder: the servant who buried his mina out of fear and chose to remain neutral was condemned for his inaction. His neutrality did not protect him—it cost him everything. As stewards of time, talent, and resources, we are called to multiply what we’ve been given, not bury it.

The Alternative: Adding Value with Intentionality

To counter the pitfalls of neutrality, we must embrace action and intentionality. This involves moving beyond passive compliance to active engagement. We are stewards of what has been entrusted to us, and our decisions should reflect that responsibility.

Economic Value

Leaders must prioritize sustainable growth and the effective use of resources. Focusing solely on metrics like sales, without considering long-term value, often leads to results that are hollow. True stewardship requires creating businesses that not only generate revenue but also provide enduring benefits to employees, customers, and communities.

Team Value

Investing in people is one of the most impactful ways to add value. Encouraging growth, fostering a flourishing culture, and aligning individual contributions with a greater purpose are all ways to combat the stagnation neutrality breeds. Psalm 8 reminds us of the honor God has given humanity and the responsibility to steward others well.

Spiritual Value

Perhaps most importantly, neutrality in spiritual matters leaves us ineffective in our mission. Every decision is an opportunity to reflect God’s love and advance His Kingdom. Choosing to act on our faith—whether through workplace ministry, community outreach, or personal discipleship—has eternal significance. Businesses can and should serve as platforms for impact that extends beyond profit.

Taking the First Step
Breaking free from neutrality requires courage. It means embracing risk, standing firm in your values, and trusting that God will guide your steps. We are not called to perfection but to faithfulness. By stewarding what has been entrusted to us—our businesses, relationships, and opportunities—we can add value that echoes into eternity.

As Seth Godin writes , “Not adding value is the same as taking it away.” Neutrality, while seemingly harmless, is often a missed opportunity. By taking intentional steps to add value—economically, relationally, and spiritually—we demonstrate commitment to living purposefully and faithfully.

Conclusion: Join a Movement of Value-Adding Leaders
Neutrality is comfortable, but it leads to complacency. Action requires courage, but it leads to impact. As leaders, parents, and community members, we are called to more than passive existence. We are called to add value, steward resources, and advance a greater mission.

If you’re ready to move beyond neutrality and lead with intentionality, you’re not alone. Join other leaders in Georgia and South Carolina who are committed to adding value in every area of their lives and businesses. Together, we can create a legacy of purpose and transformation.

Connect with local leaders today at C12 Georgia and South Carolina and discover how you can add value and make a difference.

Start the Year with Focus and Alignment

Fri, 13 Dec 2024 14:07:11 GMT

Start the Year with Focus and Alignment

A Guide for Business Leaders

As the calendar turns to a new year, leaders across industries face the challenge of recalibrating their focus and aligning their teams and resources for the road ahead. At C12 South Carolina and Georgia, we understand the weight of this responsibility and the opportunities it brings. The start of a new year offers a blank canvas to refocus your vision, refine your strategies, and recommit to building a business that thrives both economically and spiritually.

The secret to starting strong lies in clarity and alignment. By intentionally focusing on the right priorities, you can set the tone for a year of meaningful growth and enduring impact. Let us guide you through how tools like the 5-Point Alignment Matrix and the Balance Wheel can transform your approach to leadership this year.

The Power of the 5-Point Alignment Matrix

Alignment doesn’t happen by chance. The 5-Point Alignment Matrix is a practical framework designed to ensure your business operates as a cohesive and effective entity. It prompts leaders to evaluate and optimize five core areas:

Revenue Generation: Are your sales, marketing, and customer engagement strategies driving consistent value?
Operations Management: Do your processes, technology, and supply chain systems support efficiency and growth?
Organizational Development: Is your team equipped and aligned with your mission through recruitment, training, and leadership development?
Financial Management: Are your financial controls, reporting, and projections set to support long-term stability and success?
Ministry Impact: How is your business making a difference for God’s Kingdom—through outreach, discipleship, or gospel-centered initiatives?

Each of these areas plays a vital role in the success and stewardship of your business. By regularly assessing your progress and alignment in these areas, you can identify gaps, set SMART goals, and ensure every effort contributes to your broader mission.

Defining Your Focus for the Year

In his book The Advantage , Patrick Lencioni captures the essence of effective leadership, saying, “If everything is important, nothing is.” As leaders, it is tempting to pursue multiple priorities, but spreading your focus too thin can dilute your effectiveness. Instead, consider identifying a single Rallying Cry for the year—a unifying goal that aligns your team and drives your decision-making.

Ask yourself:

What is the most critical priority for your business this year?
Which areas of your organization thrived last year? Which need more attention?

With a clear rallying cry, you can align your team and ensure that every initiative contributes to your overarching objectives.

Balancing Business and Personal Leadership

Leadership isn’t confined to the office. The Balance Wheel is another tool we use to help South Carolina and Georgia leaders evaluate their personal and professional lives. This holistic approach assesses areas such as Walk with God, Rest & Retreat, Family, and Community Engagement. When leaders prioritize balance, they position themselves for sustainable success—avoiding burnout and building resilience for the challenges ahead.

Take time to reflect on these questions:

How is your personal walk with God shaping your leadership?
Are you creating space for rest, renewal, and intentional relationships?

At C12 South Carolina and Georgia, we emphasize that effective leadership begins with personal alignment. By stewarding your spiritual, physical, and emotional well-being, you become a more effective leader for your team and your business.

Practical Steps to Align Your Business

Ready to make 2025 your most impactful year yet? Here are some practical steps to get started:

Evaluate and Assess: Use the 5-Point Alignment Matrix to identify where your business stands in each core area. Are you ahead, on target, or behind?
Set Goals: Establish clear, measurable objectives for each area. Focus on creating SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that align with your rallying cry.
Engage Your Team: Share your vision and goals with your team. Invite their input and ensure everyone understands how they contribute to the mission.
Commit to Accountability: Partner with a C12 Forum, mentor, or trusted peers to review your progress regularly and stay accountable to your goals.
Reassess Monthly: Incorporate regular check-ins to track your progress and adjust your plans as needed. This discipline ensures you remain on track throughout the year.

Start the Year with Purpose
The start of the year is more than a time to plan; it’s a time to align your heart, mind, and resources with God’s purposes for your business. As Proverbs 16:3 reminds us, “Commit your work to the Lord, and your plans will be established.”

At C12 South Carolina and Georgia, we are here to walk alongside you as you navigate the opportunities and challenges of leadership. Explore more about how the 5-Point Alignment Matrix and Balance Wheel can help you lead with clarity and purpose by visiting our website: C12 South Carolina and Georgia .

Let’s make this year one of focus, alignment, and eternal impact. What’s your rallying cry for 2025? Share it with us, and let’s encourage one another to lead boldly and faithfully in the year ahead.

Crafting a Strategic Plan

Tue, 26 Nov 2024 14:39:56 GMT

Crafting a Strategic Plan

A Guide for Business Leaders

In today’s business environment, a clear and well-developed strategic plan is vital for long-term success. A strategic plan aligns an organization’s mission, vision, values, and goals while paving a pathway for sustainable growth and effectiveness. This guide offers a step-by-step approach to building a strategic plan that resonates with purpose, precision, and practical steps.

1. Know Your Why: Mission, Vision, and Values

Core principles are the foundation of any effective strategic plan. They answer why your business exists, what it aims to achieve, and the guiding values that direct your operations. These principles set a framework for business goals and drive team alignment.

Mission Statement: Clearly state what your business does and why it exists. This helps everyone in the organization understand its purpose.
Vision Statement: Envision the future state of the business if it achieves its mission. This should inspire and provide a long-term focus.
Core Values: Outline the behaviors that will drive the organization forward. These values guide the company culture and shape decision-making at every level.

As Forbes explains, “Strategic planning allows organizations to focus their resources on the areas that drive results, ensuring alignment with their mission and long-term objectives” ( Forbes Coaches Council ).

2. Look Back: Reviewing Past Performance

Before planning for the future, it’s essential to evaluate past performance to identify strengths and areas for improvement. This reflective phase provides a foundation for setting realistic and informed goals.

Harvard Business Review suggests that leaders should ask critical questions such as, "What must we prioritize in the next year?" to understand past performance better and guide future strategies ( Harvard Business Review ).

3. Look Ahead: Setting a Three-to-Five-Year Strategic Vision

A forward-looking phase transforms the insights gathered from previous steps into actionable objectives and plans. Define a clear, medium-range vision and set goals to drive growth and development over the next three to five years.

Execution: Moving from Plan to Action

A strategic plan is only as effective as its implementation. Transitioning from planning to execution requires intentional follow-through. Leaders can benefit from using tools such as C12's Strategic Planning Guide, which organizes the process into a five-step annual framework ideal for both novice and veteran planners. You can download the guide for free here .

Here, you can hear from one South Carolina business leader, Robert Etheridge, President of Mixon Seed Service , on how this resource, along with the advice from other like-minded peers, greatly improved his company’s process and strategy development, leading to measurable results.

Conclusion: Strategic Planning as Stewardship

Strategic planning is an ongoing process of stewardship. When leaders align their goals with a higher purpose and maintain a flexible yet committed approach, their plans can yield lasting impact. As noted in Harvard Business Review, effective strategy involves regularly revisiting key questions to ensure focus and adaptability ( Harvard Business Review ).

By embracing tools and frameworks such as those offered by C12 , leaders can unlock the full potential of their strategic planning efforts and create a meaningful, lasting impact.

Robust Good Health

rachael.benalcazar@c12forums.com (Rachael Benalcazar) — Tue, 05 Nov 2024 01:50:05 GMT

Robust Good Health

Maximize the potential of our businesses for the long term

We often believe we should be operating at the highest possible level at all times. We think that if we are not constantly at our very best, we are falling short of our potential. But while our maximum performance may lead to short-term gains, it is not sustainable without consequences. Excessive or strained effort yields less production in the long term.

As we seek to achieve the work God has for us , we in C12 strive for Robust Good Health Instead of maximum performance. Robust Good Health is a classic C12 concept that clarifies and optimizes company-wide performance potential. It involves a comprehensive approach to stewarding resources, processes, and people so our businesses can operate at their full potential.

What is Robust Good Health?

Robust Good Health seeks to operate at a level where the system can achieve optimal productivity and effectiveness without compromising resources. The key is to identify and balance optimal effort and throughput alignment across the business.

Note: In C12, we want every part of our business to operate in Robust Good Health. We call this our "eternally balanced scorecard". The 5-Point Alignment Matrix (5PAM) identifies five interconnected aspects of any business. As we pursue Robust Good Health, we must ensure each area of the 5PAM is being assessed in order to achieve the greatest return potential.

Achieving Robust Good Health

No one achieves Robust Good Health by accident. We must thoughtfully and intentionally assess our companies, identify capacity gaps, and apply improvement efforts.

Here are five guiding steps as we seek to implement Robust Good Health in our companies:

Step 1: Define Robust Good Health - Determine the target performance level for each area of the 5PAM when our business is operating at optimal capacity, utilizing current resources.

Step 2: Assess the Current State - Assess the level of output the business currently achieves in each area with its existing facilities, equipment, workforce, and processes.

Step 3: Identify the Capacity Gap - Compare the Robust Good Health goal to the current state of the business to identify and quantify capacity gaps.

Step 4: Consider Any Factors Affecting Performance - Examine the factors influencing performance, such as facilities, training, data, personnel, processes, policies, operations, supply chains, and external factors.

Step 5: Prioritize Improvement Efforts - Process possible improvements to identify your top priorities that will accomplish key company-wide goals. Encourage cross-functional collaboration and practice good change management techniques as you pursue improvement.

As we move from assessment to action, we must include our team in the Robust Good Health assessment process. By involving our teams, we will significantly aid our strategic planning as we prepare for the year ahead. Although it takes humility to acknowledge our limitations, we know that accountability is often the best and quickest way to achieving optimization.

Along with accountability within our teams, accountability with other like-minded business leaders is an invaluable asset when pursuing Robust Good Health. C12 Business Forums provide a framework for Christian business leaders to achieve excellence through the power of peers. You can learn more about joining a C12 Business Forum right here in Georgia and South Carolina at www.c12gaandsc.com .

Robust Good Health helps maximize the potential of our businesses for the long term, optimizing our resources and minimizing burnout. Optimization may be achieved in a few months, or it may need to be achieved in phases over a few years, but Robust Good Health allows us to faithfully steward our companies and efficiently achieve the mission God has given us.

What Is Work, According to God's Design?

jordan@jordangriffinmarketing.com (Jordan Griffin) — Wed, 02 Oct 2024 02:15:15 GMT

What Is Work, According to God's Design?

God cares about our businesses and He's entrusted them to us

As business leaders, we place tremendous value in our work. We are responsible not just for the work itself, but also for the customers and colleagues with which we interact. In times of success, we may feel pressure to keep pushing for the next milestone. And in challenging periods, our work may feel like a burden too heavy to carry.

It is in these times that we may ask ourselves why we work. While there is satisfaction in achieving financial success or driving company growth, these feelings can be fleeting. What do we gain from our efforts?

God's Design for Work

God's design for work goes all the way back to Genesis 1. [1] We were created to work and be productive, and to take pleasure in the good work we are doing. In fact, in Ecclesiastes 3, King Solomon says that finding satisfaction in our work is "the gift of God". [2] Although work can be toilsome, we are called to be joyful and to take pleasure in all our labor.

As well as a gift, our work is also an opportunity . God is actively working to redeem the world and restore people to Him, and our work is a tool which can be leveraged for that mission. In C12, we call this "Business as a Ministry" (BaaM), a concept that encapsulates the idea of using your business platform to make a difference beyond financial success. You might not have been called into “vocational ministry” in the sense you are a paid pastor or missionary, but you have been called to a vocation that can be leveraged for ministry.

Business as a Ministry is at the very heart of C12. If you would like to learn more about applying BaaM principles to your company, we would be happy to connect you with a C12 Business Forum right here in Georgia and South Carolina.

In addition to being a gift and an opportunity, our work is also a blessing . Through our work, we can bless others with the gifts God has given us. [3] We glorify God and bless the world as we fulfill creation mandates [4] and gospel imperatives through business. [5]

God's Design for Work

Do we view work as a gift, an opportunity, and a blessing? If not, how can we — with God’s help — see work as He sees it? It may take continual -- sometimes daily -- effort, but when we allow God to transform our perspective, our actions become more intentional, our joy increases, and our work gains deeper significance. Adopting an eternal view of business enhances our sense of purpose and increases our effectiveness in creating an eternal impact far beyond the bottom line.

God cares about our businesses, and He has entrusted them to us for our joy and His glory. The task of embracing this responsibility is one we all must face, but it does not have to be a solo endeavor. C12 creates a framework that compels and equips Christian business leaders to build great businesses for a greater purpose through the power of peers .

Click here to learn more and find a C12 Business Forum near you.

1. Genesis 1:28.
2. Ecclesiastes 3:13
3. Hebrews 13:16; 1 Peter 4:10. See also the C12 ministry segments “The Generous Life” (June 2024) and “Systemizing Corporate Giving” (July 2024)
4. Genesis 1:28
5. Proverbs 11:10.

Combating Loneliness

Thu, 29 Aug 2024 14:06:43 GMT

Combating Loneliness

How Leaders Can Foster Genuine Connection in the Workplace

In 2023, the US Surgeon General released an 85-page advisory identifying loneliness as an urgent public health concern that has a mortality impact similar to that of smoking up to 15 cigarettes a day [1].

It should not be surprising that this epidemic has spread its way throughout our society, including the workplace. With the rise of remote work and digital interactions, coupled with social media and increases in technology, we are more digitally connected than ever, yet often socially and relationally isolated. As Miriam Kirmayer puts it, "Loneliness has less to do with being alone and much more to do with the experience of being unseen" [2].

As business owners and CEOs, we are not immune to feelings of loneliness. The pressures of leadership can often be isolating. The phrase "It's lonely at the top" has never been more resonant.

Life and leadership are not intended to be solo endeavors. God did not design us for isolation, but for community and relationship. Even in the perfection of Eden, it was "not good that the man should be alone" [3].

As business leaders, we have to ensure our own needs are met, as well of those of our employees. C12 Business Forums help provide a framework of peer mentorship that allows us to carry each others burdens while combating isolation. This provides a foundation from which we can address other problems of loneliness that may exist within our companies.

Creating Connections

It takes time to build meaningful relationships. Research suggests it takes almost 200 hours to build close relationships [4]. When you consider that approximately one-third of a person’s life is spent at work, employers have an incredible opportunity to address the loneliness epidemic.

To create a workplace culture of deep relational connections, the leader's role is to cast vision and empower others. We can do that by identifying people with the gifts of hospitality and compassion and asking them to look for loneliness in others. We can provide adequate resources to our caring teams, equipping them to act on their ideas.

Ideas for a Supportive Workplace

Designate an Outreach Ambassador. Identify someone who naturally creates connections and genuinely cares for others so that he or she can reach out and help other employees feel connected.

Empower a caring team to identify and respond to loneliness in tangible ways. When employees face challenging situations, we can demonstrate our concern in practical ways. We can deliver a meal, send a card or flowers, or offer to pray for and with them.

Create psychologically safe environments. We want to ensure that our employees can express their opinions without fear of criticism and that they feel valued, heard, and appreciated. We should also use proactive approaches to manage conflicts and challenges in an effort to create a psychologically safe environment [5].

Launch ministry programs. We can invite employees to Bible studies, service projects, and volunteer opportunities.

Host social events for employees to connect outside of work. We can schedule events where individuals with similar interests can connect (e.g., through organized hikes or book clubs, trivia game nights, or seminars on non-work topics).

Examine the impact of hybrid and flexible hours. To ensure remote employees feel connected, we can regularly check in with them and create opportunities for remote employees to gather in person.

Hire a workplace chaplain. Chaplains act as employee sounding boards, provide counseling, offer support in a variety of situations, and build relationships with employees [6].

Loneliness is a very real issue, but one that can be overcome. When we remember that everyone we interact with is known and deeply loved by God, we have even more of an incentive to build a culture of community in the workplace. When people feel known and loved at work, we reflect God’s heart for our employees and honor Him in stewarding what He values most — people.

References

Our Epidemic of Loneliness and Isolation: The U.S. Surgeon General’s Advisory on the Healing Effects of Social Connection and Community, US Department of Health and Human Services (2023), accessed February 15, 2024
Miriam Kirmayer, “It’s Time to Rethink What Loneliness Is,” Opinion, The Guardian, July 22, 2021
Genesis 2:18
Rick Hellman, “How to Make Friends? Study Reveals How Many Hours It Takes,” KU News, The University of Kansas, March 28, 2018, https://bit.ly/3IdxSoJ .
Forbes Coaches Council, “15 Ways Your Organization Can Create a Safe Space in a Divisive World,” Leadership, Forbes, November 2, 2017, https://bit.ly/3UDK6hJ .
For more information about workplace chaplaincy, visit the websites of Marketplace Chaplains (mchapusa.com) and Corporate Chaplains of America (chaplain.org), both of which are C12 BaaM Resource Organizations.

How big is big enough?

Thu, 01 Aug 2024 00:15:52 GMT

How Big is Big Enough?

Sustainable Scaling

As executives, we want to build profitable businesses, produce outstanding products and services, and increase revenues. But in our modern culture, it can be easy to succumb to the idea that bigger always equals better.

As we seek to build God’s Kingdom rather than our own, we must examine our companies beyond the lens of financial growth. When it comes to scaling our businesses, the question we should be asking is, “How big is big enough?”

DEFINING SUCCESS

God is not opposed to business growth. In fact, his encouragement to grow goes back to Genesis 1 . But Jesus also warned his disciples in Mark 8 that it is possible to gain the whole world and yet lose their souls. As Buck Jacobs put it, “Not all success is a gift, particularly when it costs you what is most important.”

As we consider business growth, we do so with the desire to keep God’s priorities above our own. There are other responsibilities more important than our work, including our relationship with Him, our relationship with our families, and our role in His Kingdom. When it comes to scaling, we must remember our goal is to make an impact beyond the bottom line.

In his book Small Giants, Bo Burlingham explores companies that have prioritized other business goals over financial growth. Their business leaders rejected the pressure of constant growth in favor of other important business goals, such as creating healthy workplaces and serving their communities.

Our success is not defined by the size of our businesses. Rather, the size of our businesses is determined by our definition of success. What size allows us to best accomplish the work God has for us?

EXAMINING OUR MOTIVES

Motives for business growth vary from person to person. Some align with God’s heart; others do not. When we consider healthy scaling, we must examine our own motives and honestly assess them.

During this process of self-examination, we may find motives that are not aligned with God’s heart and his design for our lives, but we may also find opportunities to advance his Kingdom that were previously hidden from us.

Is the pursuit of growth rooted in God’s Kingdom or our own? Would growing put an undue strain on our teams and families? Would scaling our business allow us to better care for our customers or serve our communities?

SIX STEPS TO HEALTHY SCALING

If, having defined success and examined our motives, we have determined God is leading us to pursue growth, there are six steps we should follow to scale in a healthy and sustainable way (1) :

Hire a high-performing staff. It takes a team of talented and dedicated individuals to grow our venture. A study by McKinsey & Company found that high performers are 400% more productive than the average employee (2) . While it can be tempting to hire anyone to get the job done, a high-performing staff will pay off in the long run.
Establish shared values. Many small and medium-sized companies are shaped by the founder’s personality and values. When we scale, we must clearly define our values and incorporate them into our business processes, allowing them to transition from a few individuals to the organizational fabric as a whole.
Scale systems and processes. As our company grows, so does its structure. Decision-making must be delegated to trusted, seasoned leaders, and we must take time to onboard new employees properly.
Watch our speed. Assess how fast we can and should grow. Many companies take on too much debt, choose the wrong partners, overburden staff, or hire the wrong people in an attempt to grow quickly. Our desire for growth should not outpace our ability to make wise decisions.
Determine our scope. Not every area of business needs to grow at once. It can be easy to lose focus when we scale, so identify and focus on the areas that are ripe for growth.
Secure adequate financing. Count the cost of hiring top-quality talent and scaling our infrastructure to determine what financing is necessary. Cautiously consider taking on debt and identify where we can cut costs.

RIGHTSIZED V. SUPERSIZED

There is a particular business size that is right for each of us – a size that allows us to accomplish God’s plans and purposes. Our goal is to live out the calling God has for us, remembering that we have a purpose beyond profit.

Many business questions do not have a one-size-fits-all answer, which is why it is so important to discuss them with trusted advisors . To learn more about C12 Business Forums in your area, visit c12gaandsc.com .

References

1. Lauren Landry, “Tips for Scaling Your Business,” Harvard Business School, March 7, 2019, https://bit.ly/43GAZzl .

2. Scott Keller, “Attracting and Retaining the Right Talent,” McKinsey & Company, November 24, 2017, https://mck.co/3x3E8wN .

Is your process blocking your growth?

Fri, 28 Jun 2024 16:12:44 GMT

Is your process blocking your growth?

Unlock Your Business Potential

If you are a CEO or owner, you’d likely admit that we leaders often put effective systems and processes on the back burner in favor of more “urgent” needs. A lack of good systems can only be ignored for so long before it blocks growth.

One of the top reasons that business leaders find themselves leaving building effective processes at the bottom of the to-do list, according to Mike Paton and Lisa González’s book Process!: How Discipline and Consistency Will Set You and Your Business Free , is that deep down, they fear at least 1 of 3 things:

Let’s debunk them.

Processes are not in your nature?
Though some may not think they are process-oriented, everyone uses processes in their daily lives. From following a recipe to checking things off our to-do lists, processes are simply a way to achieve a desired outcome more efficiently and effectively.

Processes Take Too Much Time?
While creating and implementing a process may take time upfront, the time saved in the long run is typically worth the initial investment. If 44% of time wasted in the workplace is due to inefficient systems, establishing clearly defined processes can help reduce errors and increase productivity.

Processes Destroy Freedom?
Many leaders believe that systems and processes will be restrictive and hinder innovation. The truth is, without systems and processes, we are guaranteed to hit a wall, stunting our growth. Healthy systems can help you avoid repeating unnecessary tasks and give you time to embrace your leadership role. They don’t destroy your freedom. They give you your freedom back.

Have you fallen into believing any of fears during your leadership journey? Fight these false beliefs, and trust that healthy processes will allow us to innovate more and provide more clarity to your team.

One C12 South Carolina member, Robert Etheridge, President of Mixon Seed Service shared that from his time in C12, the greatest benefit he has gained is better company processes and procedures that have produced clear payoff. You can hear the story of his journey of shoring up company processes with the help of his advisory board in C12 here .

What’s next?

Consider Robert’s journey and how having like-minded peers to walk through business with affected his company’s journey of process and procedure help. Would you benefit from a group of peers like this? If so, reach out to a C12 Chair near you .

Free Systems & Processes Assessment

Consider beginning with this free C12 resource, 5PAM Systems and Processes Assessment . It is a great place for you and your company’s team player’s to start and it will help you identify the business functions that need a system or process upgrade. And remember, not all areas need the same level of documentation. This exercise will help you focus on 20% of the business, which will yield 80% of the benefit.

Let us know if you are interested in discussing subjects like these with a small group of like-minded peers. We’d love to share more.

Planning Your Exit

Thu, 23 May 2024 15:17:39 GMT

Planning Your Exit

Every leader is an interim leader.

God’s plans aren’t confined to our human limitations. This is a great encouragement to us as business leaders. He is capable of accomplishing immeasurably more than we could ever imagine. We are promised that in Ephesians 3:20 .

Craig Groeschel said at the Global Leadership Summit in 2012 that,

“You’re going to vastly overestimate what you can do in the short run but vastly underestimate what God can do through a lifetime of faithfulness.”

As we faithfully steward our businesses, we know that He will faithfully work through them now and in the future—His plans are not limited to us, and His plans will continue after us.

You and I will not last forever, but the fruit from the seeds we sow in our lifetime will continue to multiply.

That’s why part of stewarding our businesses well involves intentionally navigating critical leadership transitions and planning for our inevitable “exit.”

Every leader is an interim leader.

Leaders come; leaders go. But the businesses we have built will hopefully experience success far beyond our tenure.

Thinking about our exit as business leaders can be daunting, but one that must intentionally be thought about.

Our faith can greatly motivate us in this area if we believe that this isn’t our business; it’s God’s that has been entrusted to us. Inevitably, we will have to pass the baton one day. Will we pass it on well?

How prepared are you for succession?

In Success and Succession: Unlocking Value, Power, and Potential in the Professional Services and Advisory Space, the authors provide an analogy of three buckets. Each bucket brings potential conflicts between exiting leaders and successors.

They include:

For most leaders, it could be easy to fixate on the financial bucket, oversimplify the operational budget, and neglect the emotional bucket. Many leaders would say that the reverse sequence often determines the success of the transition.

If you are considering how you could be preparing for succession, no matter the stage of business leadership you find yourself in, here are questions you can ask yourself for each bucket:

Operational Challenges:

How and when will you transition?
Whom do you select as the successor?
How will you structure leadership roles?
How will you ensure culture/mission remains intact?

Financial Challenges:

How will you fund exiting and incoming leadership?
What are the equity and compensation considerations?
How will you handle outstanding legacy financials (i.e., debt, equity, agreements)?

Emotional Challenges:

What is next?
How will you stop after pouring your heart into the business?
What “next” can you set your eyes on?

Who is your sounding board?

According to Peter Greer , only 17% of organizations have a well-documented succession plan. Even worse, 40-60% of CEOs fail in their first 18 months on the job. We’ll only successfully pass the baton if we are willing to have the hard questions asked, like the ones above.

As a business leader, it’s often hard to find those who will ask the hard questions and give life-giving feedback when you're on the top of the org chart. Does that resonate with your experience?

Just a few months ago, small groups of over 300 CEOs and owners in South Carolina and Georgia gathered to ask the hard questions, share experiences, and provide encouragement and feedback on succession planning after walking together through an MBA-level Succession Planning curriculum. If you’re a Christian CEO or owner, that opportunity is also available to you.

Leading can be lonely, but it doesn’t have to be.

You can use the Succession Planning Assessment that we used here . You can also learn more about the camaraderie and accountability found in C12 at c12gaandsc.com .

Together, we can prepare for succession that leaves our companies thriving after we exit.

References:

Bible Gateway. Ephesians 3:20 (New International Version). Retrieved from

https://www.biblegateway.com/passage/?search=Ephesians%203%3A20&version=NIV

Eric Hehman, Jay Hummel, and Tim Kochis, Success and Succession: Unlocking Value, Power, and Potential in the Professional

Services and Advisory Space (Hoboken, NJ: John Wiley & Sons, 2015).

Peter Greer and Doug Fagerstrom, Succession: Seven Practices to Navigate Mission-Critical Leadership Transitions (2020).

Business As A Ministry

jordan@jordangriffinmarketing.com (Jordan Griffin) — Tue, 21 May 2024 12:21:14 GMT

Business as a Ministry

If you lead a business, there is a greater purpose to what you are doing.

Business as a Ministry? Have you heard of it?

A Barna Group study found that around 75% of US workers are either non-practicing Christians or non-Christians. They might not be walking into the doors of our churches, but they are walking into the doors of our companies.

Christian business leaders have an incredible opportunity for influence. To give perspective on the volume of influence you have in your leadership role, get this: that same Barna study found that while pastors in the US will interact with 8.8 million nominal Christians and non-Christians per year, and will have on average, 12 hours of influence with each of them. In comparison, Christian business owners in the US will interact with 118.1 million nominal and non-Christian employees per year with an average of 2080 hours of influence with each.

So the question here is, if you find yourself in the position of influence as a business owner, how are you going to steward those 2080 hours?

In short, that is what Business as a Ministry (BaaM) is: a concept that encapsulates the idea of using your business platform to make a difference beyond financial success. It's about stewarding your influence to impact lives and communities. You might not have been called into “vocational ministry” in the sense you are a paid pastor or missionary, but you have been called to a vocation that can be leveraged for ministry.

If you lead a business, there is a greater purpose to what you are doing.

You wouldn’t be alone.

If the idea of BaaM feels foreign or isolating to you, here is something you should know: over 4,000 business leaders around the nation and beyond are committing to doing the same, with each other as motivation, encouragement, and accountability.

Over 300 of those leaders are right here in Georgia and South Carolina , meeting in Myrtle Beach, Spartanburg, Savannah, Atlanta, Newnan, Marietta, Columbia, Charleston, Columbus, Gainesville, Alpharetta, and Cummings and are meeting each week to receive counsel from their like-minded peers.

How do you do it?

C12 members are carrying out a wide variety of ministry initiatives in our community. One example is the Dream Manager Program at New Life Facility Service . Owner and president Lillian Radke recently shared at a local banquet the incredible journey of realizing the opportunity for ministry within her company. She says that Life Facility:

“is not a cleaning business—it is a people business; it is God’s business.”

After reading The Dream Manager , Lilian Radke and her husband, were inspired to uncover their employees’ aspirations and help fulfill them. Lilian discovered that asking “What are your biggest burdens or desires?” offered valuable insights, helping her better assist her team in achieving their dreams.

Lilian and Silvano realized that many employees dreamed of owning a home but struggled to afford the down payment. To address this, they organized a breakfast at which a loan officer and a real estate agent shared insights on home-buying resources. Twenty-three employees attended, and so far, the fifth person from that group is buying a home.

For Lilian, empowering employees is what gets her out of bed each day. She has learned that,

“the most impactful stories often cost nothing except compassion and faithful stewardship.”

But that is just one BaaM story. There are countless more. What will be yours?

To get started, you can view 105 ministry ideas here .

Experience the camaraderie. Lead the Leaders.

If you are interested in hearing more about stories similar to Lilian’s, right here in our community, you can connect with one of your area C12 Chairs at c12gaandsc.com/meet-our-team . We’d love to share more about this opportunity of C12 with you.

Are you a business leader interested in leveraging your experience and skills to influence other business leaders in leading their Business as a Ministry? There is an opportunity for you. You can learn more at c12gaandsc.com/become-c12-chair .

We continue to be hopeful for the ways God is moving in the marketplace. We invite you to join us in this mission to build great businesses for a greater purpose.

References:

Barna Group. (2020). "Changing State of the Church." Retrieved from https://www.barna.com/research/changing-state-of-the-church/