C12 News

May 2012 C12 East Carolina Board Meetings

Tue, 19 Apr 2011 16:22:20 -0400

C12 Greenville
Group II
Tues, May 8th
9:00 am- 4:00 pm

Greenville Country Club

216 Country Club Drive

Greenville, NC

C12 Greenville
Group I
Wed, May 9th
9:00 am- 4:00 pm
Greenville Country Club
216 Country Club Drive
Greenville, NC

C12 Greenville Key Players Group

Thurs, May 10th

9:00 am- 4:00 pm

Greenville Country Club

216 Country Club Drive

Greenville, NC

C12 Rocky
Mount Group
Tues, May 15th
9:00 am- 4:00 pm
Benvenue Country Club
100 Southern Boulevard,
Rocky Mount, NC

NEW! C12 Wilson Group

Wed, May 16th
9:00 am- 4:00 pm
Something Different
3342 Airport Blvd. NW
Wilson, NC

C12 Goldsboro Group
Wed, May 16th
9:00 am- 4:00 pm
Walnut Creek Country Club
508 Lakeshore Drive
Goldsboro, NC

C12 Rocky
Mount Key Players
Thurs, May 17th
9:00 am- 4:00 pm
Benvenue Country Club
100 Southern Boulevard
Rocky Mount, NC

C12 Goldsboro Key Players Group
Thurs, May 17th
9:00 am- 4:00 pm
Walnut Creek Country Club
508 Lakeshore Dr
Goldsboro, NC

May 22nd - Complimentary Lunch: Discover the Impact C12 is Having on Local Businesses: Reserve Now!

Tue, 01 May 2012 13:20:28 -0400

When: Tuesday, May 22nd
Time: 12:00 PM- 1:45 lunch provided

Where: Benvenue Country Club
100 Southern Blvd

Rocky Mount, NC
RSVP: Before May 18th to Steve Calhoun

Discover the C12 Group- the leading Christian Business resource for CEOs, Presidents and Owners called to lead with integrity.

Registration Details

Rate Your Business: It's time for a Spring Check-Up

Thu, 26 Apr 2012 12:08:09 -0400

C12's 10 point Spring Check-Up

There are many different ways to analyze our businesses, some simple , and some very

sophisticated. Cost and difficulty in interpretation tend to increase directly with

sophistication, and most of us small to midsize business owners can really benefit from, and

appreciate, the use of simple and easy to use analytical instruments.

The following is such an instrument. One that each of us can apply and that incorporates each

of the major areas of emphasis we have focused on in our work with C12.

The C12 10 Point Check Up, is designed to give us information which will be useful in heading off problems and making the kind of proactive decisions we need to make to stay ahead of the curve. So much of the data we receive is historical and using it to lead and manage our business is sort of like driving a car using the rear view mirror to steer.

As review each of the following points, rate your company on a scale between 1 and 10.

1 being low and 10 high.

1- The first Check Up question is, "Are key customers unhappy?" This is such a basic area of

concern. Most of us get 80% of our business from 20% of our customers, or some variation of

this version of Pareto's Law, whether it is actual business, referrals, or reputation which

translates to dollars. If these key customers are unhappy with us, the indication is that there are serious problems somewhere in our process or system that are causing the problems, and we need to find out what they are and fix them. Another key question would be, "What information are you basing your answer upon?" How do you know what your customers really think? Do you have valid and reliable measuring tools that tell you to what degree they are satisfied? Do you spend personal time with them to know the status of their feelings about doing business with you? Are your key customers unhappy? Rate yourself below. If your key customers are ecstatic give yourself a 10, if they are ready to jump ship, rate yourself 1.

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

2- The second question for you to ask yourself is "Is employee turnover too high?" Are you

losing more people, especially key players than you should? What is you turnover rate? Is it

growing? Shrinking? What is acceptable, and where are you in relation to that number?

Employee turnover, of course, relates to so many variables, and can be an indicator of several

different problems. Basic compensation policies may need to be changed, some managers may need to be trained or replaced, you may be slipping in the competitive job market, hiring

procedures might be lax. High turnover is not only very expensive, it can be an indicator of other serious needs. Rate yourself based on your turnover of employees below. If you are handing out ten year pins by the bunch, give yourself a 10. If your employees never stay long enough to get vested in anything give it a 1.

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

3- "What is your rate of adding new business doing?" Are you gaining or losing in the

competition to get new customers? If your marketing, R&D, and sales efforts are healthy you

should be whipping up on the competition. Here is an example of the truth of the saying, "The

trend is a friend." If the trend is up, especially over a three year or longer period of time, you are doing a lot of things right. Contrarily, if the trend is down over a similar period you are heading for big trouble. What is the rate of addition of new customers' business? If it is growing at a rate of 10%-15% or more per year you are a 10. If you haven't had to learn a new customer's name in a while, you're probably a 1. Rate yourself.

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

4- "Are your communications effective?" In your business, does the right hand know what

the left is doing? Are your meetings boring and unproductive? Do the same mistakes seem to

occur and do you keep going over the same ground with your managers in dealing with them?

Are you paying too much for rework on items that should have been done right the first time? Do you hear "I didn't know that" too often when you are trying to discuss something with someone who really should have "known that?" Communications are the life blood of business and really can't be too good. Are you confident that all those who continually need to know it, continually know all they need to know, to continually do whatever it is that they are being asked to do with the level of excellence that you need to sustain? If so, you rate a 10. If you're not sure who needs to know what, or why they need to know it anyway, and what's all the fuss about, you might be a zero, but give yourself a 1.

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

5- "Are your goals clear, and do they relate to and support your vision?" Is your vision

understood and supported by your team? Can all your employees recite you Mission Statement,

and do they use it to make decisions in the business? Obtaining "buy-in" to your vision, goals

and objectives is a leadership function, and feeling that they are a part of something bigger than a

paycheck is one of the most deeply felt needs that our team has. This area obviously relates to

the previous question. Vision, goals, core values and purpose are all things that require consistent

and clear communication. They don't work when they are articulated just once, typed in a memo,

or hung on the wall. These are things that need to be modeled and talked about all the time. They

are the fabric of our culture and our culture is who we really are and will be. Every time we are

together we need to do something that reminds us of, or supports in some way, those things that

are most important to what we are really all about. If you were to take your best customer, or

your banker, or a potential investor and ask your average employee to state your company vision,

goals, or core values, how confident would you feel waiting for their answer? If you would be

wincing and blushing you are definitely are a 1. If you would welcome the opportunity give

yourself a 10.
1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

6- "Does your compensation system support your desired culture?" If you want performance,

do you pay for performance? Or do you pay for simply putting in time? Is your compensation

strategy an integral part of your corporate strategy? Is your attitude towards compensation

proactive or is it hit and miss, something that happens in a reactive way? Are your employees

paid well in comparison to your competitors employees in similar positions? If so, is there a

significant portion of their pay that is dependent on their performance and contribution to your

profitability? If you don't have a clue, and suspect that they don't either, you earn a 1. If you are

pushing Lincoln Electric for the next 60 Minutes segment take a 10.

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

7- "Are your direct reports working too many hours?" Are you? Is it possible that you are

and they aren't? What's wrong with that picture? Overworked and overextended staff make

mistakes and this condition is generally indicative of other problems and future problems. We

need balance in our lives and our team needs it no less. If you have too many people working too

many hours, and it's not a seasonal abnormality, you are bringing trouble to your own house. We

can put out at peak performance levels for only so many hours for so long a time. To go beyond

that level brings burnout and inefficiency. If you and your team average no more than 45-50

hours you are a 10. If you average 70-90 and they average 40 you are stupid or a masochist, and

if you average 40 and they do 70-90 that won't work either. (But it may be preferable!) Rate

yourself, are you and your team accomplishing a healthy balance? Are you where you want to be

or are your heading there?

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

8- "Are you introducing new products or innovations to existing products as fast or faster

than your toughest competitor?" No market is static, today's product is aging faster and faster in

our world. Competition jumps out of the woodwork at an alarming rate. No business position or

product/service can afford to remain as is for long. We need to be ahead of the curve or we can

slip far behind it before we know what is happening to us. How do you measure up to the

standard in your area or market niche today? How do you know that? What do you do on an

ongoing basis to improve your position? Your security and that of your team depends on your

ability to gain and maintain healthy market share and market share is highly sensitive to product

quality and product differentiation issues. How does your product or service look today as

compared to last year? How about two years ago? Five? If your answer to that question is "Same

old, same old" you get a 1. If it is that innovation and improvement have been regular and

successful, and that you have a culture that works at keeping that the case you are a 10. Make an

honest estimate.

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

9- "Are your financial reports current, reliable, and useful to you in operating your

business?" Many businesses get in trouble, stay in trouble, or fail because of lack in this area. Do

your team members have and do they understand, the critical numbers in the reports? Do they

understand how what they do impacts the numbers and are they compensated based on their

impact? Managing a business without relevant and reliable financial information, or not having

our team with any accountability to them, is like a baseball manager not knowing the batting

averages, fielding or pitching statistics of his players. He couldn't help but make his decisions

based on emotion or purely gut instinct, and neither can we unless we get equivalent data to run

our business. Rate your financial data. If you use it and trust it, and your people understand, use,

and are accountable to it you rate a 10. If no one pays attention to it until year-end, you are a 1.

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

10- "Have your recent initiatives been successful?" By initiatives we mean changes of all

kinds. Things like entering new markets of installing a new compensation system. There are big

and small initiatives that need to be undertaken by progressive leaders. Changes to improve the

processes or procedures, or the culture of a healthy business to make it healthier or to keep it

healthy. This is a function of clear thinking, risk acceptance, and good planning. We can't really

grow if we are deficient in any of these areas. Luck is a fickle partner, we can't trust our future to it. It is wrong to either stick in the mud or to run off half-cocked. Improving, growing, and expanding our

businesses require a good balance of clear and forward looking thought, acceptance of a healthy

level of risk, practical and thorough planning, and committed execution. If your latest efforts to introduce changes have failed, you may need to take a hard look at the process that you are using to initiate the effort. If your last two out of three moves have worked well, give yourself a 10. If you have done nothing but practice your crash and burn drill, accept a 1.

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 Rating

Add the total of your ratings together. If your score is 80 or above, your check up is great!

You are healthy as an ox. If it is 60 or below, you need to be referred to a specialist for further

examination, maybe some x-rays. This check-up is like the one a doctor can give in his office,

sort of a once over fast look to see if there are any obvious problems that need to be dealt with

immediately. Just passing it doesn't guarantee good health, and it won't last without a good

maintenance program. But it is a good practice and one that, when used regularly, can minimize

the chance of a major, unwelcome surprise.

Whatever your answers are today, they may not be the same six months or a year from now.

Life is not static but dynamic. And if we have learned anything about business, it is that it never

stays the same. Like life itself, it is ever changing. So, if you scored lower than you would like in

any area, several areas, or over-all, don't be discouraged, be proactive. Take responsibility for

initiating efforts to improve. Whatever you pay attention to always gets better, so focus on the

areas that need shoring up.

Also, if your scores were high and things are all great, don't be complacent. The law of

thermodynamics that says that all things proceed from order to disorder has not been repealed. It

is at work in your business. Don't back up, press on. Make a great thing ever better.

These 4 Christ-Centered Steps Can Ease Burnout

Tue, 03 Apr 2012 11:47:23 -0400

A Christ-Centered Antidote to Burnout

There is a true occupational hazard encountered by some CEOs and owners called "burnout."
C12 defines burnout as a feeling of extreme fatigue, hopelessness, listlessness, and even
physical depletion, which can be encountered even during times of success.
Since we can easily be so caught up in our habits and busyness that burnout sneaks up
on us with little clear warning.

Applying the Cure

How about you? Are you burned out, or beginning to sense that you're heading in

that direction? Even if not, heightened awareness and readiness to address burnout in

ourselves or others is helpful. The antidote for burnout includes four ingredients which

can be taken in doses appropriate to our need. This will take an investment of our

precious time to address something that's a vital priority for us and those we serve at

work and at home. The dosage depends on the depth of the need.

1. Retreat: The first step in overcoming burnout is to step back in order to gain

perspective. One of the symptoms of burnout is to be so close to the forest as to

be unable to see the trees. For us, this means to take a little time to get away from

the press of our daily lives, and to rest and get quiet before the Lord. By simply

getting some physical rest and turning off the noise for a while, we can intensify our

communication with God. Start the day with a time of prayer, Bible study and quiet

meditation on God and His plan for your life. If you're in the habit of starting each

day with a quiet time, increase and expand it. If you usually do half an hour, make

it an hour. If your norm is an hour, go for 90 minutes or so. Simply, do a bit more.

If you don't normally have a quiet time, begin the practice. A lack of intimacy with

God is probably a major cause of your disease in the first place!

Plan your time to be quiet and restful. Go to the beach, park, or anywhere you find

peace and serenity. Break your routine completely. Empty your mind of pressing

issues. Dress comfortably and hurry nothing.

There's an old saying, "If nothing changes, nothing changes." It's also been said

that one definition of insanity is to continually repeat the same action expecting to

produce different results. You're where you are due to the ways you've thought and

the ways you've reacted to your own thoughts. If that place isn't where (or what)

you want, something must change. You're the only one who can initiate the changes

that must happen to alter your results. The first step in healing is to get to a place

where you can be healed. This may require as little as a day, or take place over

a month or two, but overcoming burnout begins by removing yourself from your

routine long enough to gain fresh perspective on life's realities.

2. Refocus: Begin your refocus by deliberately writing out who you really are in Christ.

Research what the Bible says about it. If you'd like some help with this aspect, ask

your C12 Chair or other spiritually mature peers for input. Knowing who we really

are, in Christ, is vitally important! All of our plans and values are deeply rooted

in, and influenced by, who we believe we are. Think about this truth, "We're not

human beings who happen to temporarily have spiritual experiences; we are eternal

spirit beings who are temporarily having a human experience." For those reborn in

Christ, this simple and profound truth underlies the only valid paradigm of life. Until

we can truly grasp its significance, we'll struggle to maintain our perspective in the

face of the worldly distractions.

After you feel that you have a good grasp of what's most important, prioritize the

list. In other words, "put first things first." Ask yourself, "If I could only be sure of

accomplishing or becoming one of these things, which would it be?" After you work

your way through the first one, check it off the list, put it on a fresh prioritized list

on a separate piece of paper, and repeat the process with the other items.
Develop a plan to be diligent in giving each priority the 'decent

minimum' it requires. There's true freedom in this process. Be sure not to skip it!

3. Refresh: The next step is simple and quite rewarding. Count your blessings! Take

a sheet of paper and draw a line down the middle. Starting in the left-hand column,

make a numbered list of everything you can think of that has value to you and for

which you're thankful to God. Be honest. This isn't a paper that will be graded by

anyone else, it's just a list of things that you're really thankful for that you either

currently have, or have had, in your life. Take your time and enjoy remembering

why each item is special to you and how it relates to God's presence in, and

provision for, your life. List as many things as you can.

Next, on the right-hand side, list all of the things you need to be happy or fulfilled.

What do you really need? When you've finished, compare the lists.

Every single item in the column is a gift of God's grace. Even the 'needs'
we've listed in the right-hand column are suspect.

If we really needed them, we'd already have them (see Mt 6:25-34).

For a Christian, reality is refreshing.Don't rush this step. Take your time and do it
in a relaxed and open relationship with your Father, talking to Him

about each item. Be refreshed as you appreciate His love and provision.

4. Restart: Get up, dust yourself off, and go back at it. By this point, you'll have

rested and regained both your sense of eternal significance and the importance

of what God has asked you to do. Recommit your way to the Lord. If necessary,

confess any sins of doubt, discouragement, disobedience, or temporary loss of

direction. Receive His forgiveness and rejoin the battle!

Start a file and keep your notes. Even if you spent just a single day in this four-step

process, keep a record of who you are in Christ, what blessings you have, and

what your priorities are in Him. There's a very good reason that God taught Israel

to recount His mighty acts (e.g., Ps 145) around the campfire or dinner table. In

the busyness of life and work, we need to be continually reminded of who God is,

who we are, and of our purpose. We need to be refreshed by the memories of

the things He has already done for us so we are strengthened to do what He asks

of us, both now and in the future.

How can you create & maintain a culture of motivation?

Tue, 13 Mar 2012 13:01:10 -0400

A corporate culture of stimulation and motivation is as necessary to our long term growth

and success as it is exciting. As leaders in our companies we are responsible for providing

the primary motivators in our organizations, and we are going to be largely measured by the

product of our ability to encourage or induce others to do the things that are needed and

necessary in order for the whole organization to grow or move forward, and thus to become all

that it can.

Ultimately, this is the challenge of all leadership, coalescing the abilities and

aspirations of the many into a motivated and successful whole and keeping it there over time.

The need we have is to provide for two kinds of motivation; individual, where each is drawn

to strive to the limit of his or her singular abilities, and corporate or cultural wherein the group

harmonizes and achieves through synergistic interdependence. This is simply the truth of all

effective organizational development, and necessary for all organizational success.

C12 has identified four basic needs that we believe are common to all quality

workers, if not all people, and which are found in various forms, and met in various ways, in all

successful and highly motivated organizations. They are:

1- The need for Identity. The Identity need means that we will work our best and be the

most productive when we feel that what we are working on is more important than just a

paycheck and means something significant to others who also see it as important. We identify

personally with the purpose of the organization. It is the vision or cause portion of what we do,

the big picture, the significance of our work. We all want to feel that our work matters, that we

are not just ciphers mindlessly knocking out meaningless widgets. The easy illustration of the

importance of the Identity factor is the non-profit organizations who exist because of volunteer

workers. There is no pay or financial profit incentive. All motivation is furnished through other

means and is focused in the common bond of allegiance to a greater purpose. People who

volunteer do so primarily because they believe in the cause or purpose that they are offering

themselves to. True believers are highly motivated people. What we are calling Identity is that

which our people understand to be truly significant about what we do. To be continually

motivated we need to see significance in our work. As leaders we provide Identity when we

create a shared vision and purpose and inculcate our culture with it through example, teaching,

modeling and illustrating it over time.

2- The need for Participation. Participation says that we need to feel that we have a voice in

the decisions that are made that affect us and our future. When we feel that we have no voice we

drop out. One of the main reasons given by eligible voters who don't vote is that they don't any

longer believe that their vote matters, they feel they have lost their voice. We don't need to make

the decisions that affect us ourselves necessarily, but we do want to be heard, and to feel that our

opinions are taken into account by those who do make the final decisions. It is a matter of a

voice, not a vote. Participation means that my ideas are valued and that means that I am too.

Leaders provide Participation through empowering others, seeking out and listening to their

ideas, implementing those that contribute, and through genuine delegation.

3- The need for Equity. Equity means that, if we give ourselves to this organization, put our

heart into it, and we win, that we will get a fair share of the rewards, financial and emotional

rewards, a just return for our efforts. Equity is why we favor incentive based compensation

systems in C12. Pay for performance is the fairest way to ward off the entitlement mindset and to

reward those who produce with a just reward. It must be unbelievably galling to those who work

for organizations who pay huge rewards to CEOs who simply lay-off scads of people and force

those who remain to work extra hard and overtime just to make up for not having staff to

properly do the job. It would be very hard to respect or commit to an organization like that. It

might be equally galling to be a top producer who is never recognized or rewarded for their

effort and success. To be motivated we must believe that, if we contribute, our reward will be

there and will be fair.

4- The need for Competence. Competence must be found in our leadership, and in our peers

as well. We need to feel that we are being led by others who know what they are doing and are

committed to learning how to do it better. If we are being asked to commit to continual

improvement, which can only happen in an environment of continual learning, we want to know

that our leaders are likewise being challenged to learn and to grow. If we are being challenged to

work in a system that will weed out the non-contributors and non-performers, and all high

performing and highly motivated organizations have such a system, we want to know that our

leaders and the others that we work with are no less committed. We demonstrate Competence by

our actions in seeking learning and growth ourselves, and encouraging, recognizing and

rewarding it in others.

These four interrelated needs form the matrix for effective motivation. Meeting them is not a

project to be achieved so much as a mix to be maintained. If the systems, structures and practices

we implant and pursue are adequate in meeting them, we have a motivated team to work with.

To the degree that these impacting things are neglected or out of harmony with the four basics,

we lose motivation in our team and in our culture as well.

C12 Member of the Year Winners...

Wed, 08 Feb 2012 15:02:33 -0500

Discover our Individualized Coaching Plans for Your Team

Wed, 08 Feb 2012 14:45:13 -0500

C12 East Carolina is excited to offer you a personalized, one-on-one coaching plan for your team.

Learn more about our individual coaching plans for the key players on your team. Click here for more details.

Do you want to grow?
Do you want to improve planning and accountability?
Do you want to build trust by keeping commitments?
Do you want to become great at what you do through Servant Leadership?

Let's talk about C12's deep experience can get you there!

What are Nine Hindrances to Our Work & Ministry?

Thu, 09 Feb 2012 13:48:32 -0500

Nine Hindrances to God's Greater Work in Our Business

Although constituencies and contexts differ between church and business, our enemies remain the same. Believers are peppered with ungodly influences on all sides. It’s well said that “If God’s work were unopposed, it would already be accomplished.” The first step in countering an enemy is to identify him and his methods. Here is a highlight of nine specific hindrances that can harm our workplace ministry and leadership:

1. Unbelief
How might unbelief hinder God’s work in our business? It can manifest in a number of ways, but perhaps the most damaging is not trusting in God’s complete sovereignty. We tend to think that God is in control of some aspects of our lives, but not all. How else can we comfortably explain our habitual sin or insensitivity to ministry opportunities? By maintaining this dualistic or schizophrenic divide in our thoughts and actions, we try to live out of two different value systems by not believing that Christ is Lord of all. This unbelief causes many who observe us to conclude that we’re hypocrites since they see us saying one thing while doing another. It also greatly diminishes our ability to see God working in our lives, thereby compromising the depth of our learning and faith.

2. Complacency
This may be one of the most devious enemies we face in this generation. We live in a time of such material abundance, with such freedom of worship and access to Christian teaching, that a subtle arrogance exists in American Christianity. It’s hard not to be complacent. The prosperity heresy heightens the problem by claiming that such abundance is proof of being specially blessed. Those enjoying great blessing are presumably just a bit more right with God than others. This is unbiblical. The fact is that abundant material resources aren’t a blessing as much as an increased stewardship responsibility. God doesn’t entrust us with much without expecting more from us (Lk 12:48).

3. Self-Righteousness
This is a danger for every leader. Since God has entrusted us with authority to be exercised in the normal conduct of business, we can easily develop the wrong idea. Although our leadership role is a gift from God, it can prompt others –particularly employees and suppliers – to treat us deferentially. They may tell us what they think we want to hear, rather than what we need to hear. Over time, this can lead us to think we have all the answers and that those who disagree are disobedient or less enlightened. We can easily become what the Bible calls “puffed up” (e.g., Hab 2:3- 5, 1Cor 4:6 & 13:4, 1Tim 3:6). Thinking that we’re the final authority in work-related matters can infect spiritual matters as well.

4. Fear of Man
This enemy limits God’s good works through our lives and severely hinders marketplace ministry. What else do we CEOs fear more than to be poorly thought of by our peers, stakeholders, and markets? The fear of appearing different, odd, or even radical shuts the mouth of many saints in the marketplace. The truth is that respect and reputation are built over time. Research has shown that those willing to consistently stand by their convictions actually tend to be more trusted. They’re more likely to attract than repel others with their consistency and submission to a higher authority.

5. Love of Luxury
The fear of man frequently combines with this fifth enemy to choke the flow of the gospel in countless day-to-day marketplace situations. The evil one whispers: “If you witness they’ll laugh at you! No one will want to be seen with you. Then what? They won’t do business with such a religious radical! You’ll lose your fancy home, car, and your head start on the ‘American Dream’! No more high life for you! You’ll be back to mundane living!” When we listen to the lies of the enemy, we choke back the very words the Holy Spirit urges us to speak. We justify it by saying we must protect our livelihood and that of our employees, but that’s also a lie from the pit! We can’t truly hurt anyone by obeying the Holy Spirit. God is the trustworthy sustainer of all that is.

6. Secret Sympathy with the World
This sometimes hidden, often subconscious, enemy can be tricky to identify. But we know it exists when we desire in our hearts to have freedom to sin the way the world promotes, like indulging in the sensual pleasures of the flesh. This is costly even when we stop short of actually indulging ourselves. Sometimes this enemy rears its head when we use business as an excuse to enter into compromising situations; doing worldly things we wouldn’t otherwise do, or going places we wouldn’t otherwise go. If He forbids something, it’s because to do it would hurt us, not because He wants to deprive us of something good. When we don’t totally believe that, by longing to be free from His restrictions, we harbor secret sympathy with the world.

7. Self-Confidence
This is the underlying belief that we’re sufficient to handle our day-to-day needs and can navigate based on our own strength and ability. A true expression of Godly confidence is “I can do all things through Christ who strengthens me” (Php 4:13, NKJV). Our confidence and testimony is in Him, not ourselves.

8. Pride
Pride is closely related to self-confidence. It seeks personal credit and directs glory from ‘good’ situations to ourselves. The opposite of pride is true humility which reflects total dependence on God and gives Him all glory. Pride denies our dependence on God, resulting in immeasurable personal cost. God resists the proud, but gives grace to the humble (Pr 3:34). Self-focus causes a great deal of our frustration when an otherwise apparently successful leader struggles to develop a flourishing ministry.

9. Unholy Thoughts
Tozer’s final enemy is a strong and insidious foe of God’s work. Our thought life is what ultimately manifests in our actions. Every act – holy or depraved – begins as a thought. Learning to control our thoughts is vital to our spiritual growth and eternal blessing. We can’t maximize our fruitfulness if we regularly entertain unholy thoughts. Paul says that we must learn to “take captive every thought to make it obedient to Christ” (2Cor 10:5).

What's Your Leadership IQ?

Sat, 01 Oct 2011 13:21:35 -0400

What is your leadership “IQ” (i.e., “Influence Quotient”)? This test, developed by the Forum Corporation is designed to provide a simple baseline to evaluate our influencing skills. Though originally developed for use with professional managers, not CEOs, this test has been validated through more than 4000 previous samples and has proven to be helpful for this purpose. Simply read each question and then select the answer that best reflects your opinion.

1. CEOs are generally successful, energetic, and influential group leaders. Hopefully, the group you lead is a good one. But what would happen if you stepped away from your leadership role without warning? What would your team most likely do?
A. Suffer “analysis paralysis” and spend tons of time clarifying procedures and rules.
B. Probably take the initiative to establish workable, flexible ground rules early on.
C. Leave the starting gate at a fast, confident clip, but get lost somewhere along the way, needing to regroup in order to maintain proper direction.

2. You’ve got a problem, and the only way you can solve it is through the help and cooperation of your colleagues. How will they respond to your request for assistance? You know the answer. Now, if the shoe was on the other foot, and we asked your team members how you respond to their cries for help, what would they say?
A. That I’m often willing to go the extra mile to promptly provide needed information.B. That I want to help but I’m so busy that I have little time to talk. It takes my office longer than it should to supply needed information.C. That I’m a person who has a multitude of ‘high priority’ responsibilities and am reluctant to take time out to help anyone else.

3. You’re at a difficult meeting with business colleagues when pandemonium breaks out. The pressure is on, it’s the eleventh hour and, after months of work, the problem still hasn’t been solved. Accusations are flying, confusion and anarchy reign, and decisions must be made on the spot or the meeting will end in disaster. What do you do as one facilitating a meeting of professionals?
A. Make a ‘battlefield’ determination to take control of the meeting by restoring order and making the decision.B. Suggest an agenda and get the consent of everyone present.
C. Make helpful, informed decisions without altering the meeting’s format.

4. You’ve worked for months to get your part of a major project ready to present to the rest of the company. Just when you’re ready to present your work, another member of the project team asks you to make some major modifications. The rework effort will beenormous. What do you do?
A. Stall or deflect the other person while going to another, uninvolved, key leader for advice, direction, or mediation.
B. Request information about the change you’ve been asked to make and objectively determine how the change will affect the overall project.
C. Call the team together and ask them whether this last minute request makes sense.

5. You’re busy facilitating a meeting when, out of left field, comes a badly-timed suggestion that has little or no merit and contradicts everything the group as a whole has just agreed upon. You hear gasps of disbelief from around the table. You feel everyone’s eyes on you. How do you handle the situation?
A. Ignore the outburst and move the meeting along to another subject.
B. Firmly, but politely look the speaker in the eye and say, “We’ve already been over this ground, George.”
C. Throw the ball into the troublemaker’s court and challenge him or her to quickly test and justify their suggestion against the group’s prior decision.

6. You’ve got to make a critical decision and make it fast. Sally’s proposal is sound and straightforward. While a bit conservative, it will definitely get the job done. Harold’s proposal is ‘off the wall.’ He’s offered you a radical solution filled with novel ideas that, if fleshed out, just might work. A decision must be made. What do you decide?
A. Time is short. You go with Sally’s idea because it’s a known quantity. Her idea is a good one and, besides, the last thing you need right now is emotional conflict.
B. Push personalities aside and pursue the ideas and evidence instead, since Harold just might have a better idea. He’ll have to work fast to make it work and you’ll need to work with him.
C. Share Harold’s plan with Sally and ask her to adopt and integrate some of his breakthrough ideas into her plan.

7. In the ideal workplace environment, influencers rarely feel like they’re going it alone or have trouble getting people to take risks and implement decisions. Effective influencers never have to solve problems single-handedly due to not being able to persuade others to help. Which of the following best describes your own “influence environment?”
A. We’re winning the day-to-day battles and the long-term war. My people realize that this involves shouldering responsibility, risk, and extra effort to make things happen.
B. We’re surviving, but things could be better. Our people still have a few things ton learn about teamwork.
C. Red tape snarls up everything, and what gets done is rarely right the first time!

8. Your rise to the top didn’t happen overnight. The things you learned along the way – like influencing others to help achieve objectives – weren’t learned in a day. From your experience, what must a person do, or have, in order to become a master influencer?
A. Practice, observation, and sheer experience, coupled with a strong focus on gaining and maintaining trust by leading without alienating others and by sharing power.
B. It doesn’t take anything special to influence others. All you have to know is how to push the right peoples’ buttons.
C. You’ve got to be born with the ability to influence. Most leaders had what it takes even before they entered the business world.

Now score your test. Most leaders score below 50. If you’re well above 50, you’ve probably developed a healthy performance environment at work. Whatever your score, this test simply measures where you are at this point in time. If your score is above 50, be diligent in maintaining the attitudes and skills you have in influencing others and perhaps begin to help other managers in your company develop or enhance similar leadership attributes. If your score is lower, you’re probably suffering slightly from the tendency toward authoritarian, ‘close-to-the-vest’ leadership, the predominant historical model.

If you have any questions regarding your Leadership IQ, contact C12 East Carolina.

Worry or Contentment? What's your Choice? Answer these 6 Questions

Wed, 31 Aug 2011 23:05:43 -0400

Contentment and thankfulness go hand-in-hand because thankfulness involves

recognizing how much we’ve already been given. Think about it. There will probably

never be a member of C12 that isn’t among the top 5% of those who have ever lived as

measured by our standard of living. Imagine that. Are we thankful? Do we really need

more? What if you and I knew that we’d never have more than we have right now? Is

it enough for us to be thankful? Think about the various areas of our lives and what

we truly deserve based on our own merits before a holy and just God.
Answer the following questions for yourself:

1. What if we knew that the business God has entrusted to us would never be larger

than it is right now? Is it big enough for us to be thankful? Can we be content

with it, as it is?

2. If our spouse never loves us more than they do today, or if we’re single and that’s

our lot forever, can we still be thankful? Is being a child and heir of the King of the

universe enough?

3. If our children never become more than they are today, can we thank God for

them? Can we love them as they are, because they’re ours and a gift from God,

not because of what they achieve?

4. If others were never to speak better of us, or care for us more than they do today,

and our reputation never improves… can we be content?

5. Can we thank God for our home? What if we knew that we had to live in it for the

rest of our life? Is it enough for us to give thanks?

6. If what we have is all that is to be, can we be thankful? What if life would never

get any better than this? Is it ‘good enough’ for us to be thankful?

Of course, these things are only the beginning. “No eye has seen, no ear has heard,

no mind has conceived what God has prepared for those who love Him” (1Cor 2:9).

We can’t even imagine the wonder, beauty, and joy of what God has prepared for

us in Heaven. Is that enough to be thankful for? To have it all, in spite of the fact

that we don’t deserve any of it and, in fact, deserve to have it all taken away; is that

enough for us to be thankful and content? Or should we be anxious for more?

If we really want to impact others for Jesus Christ, we must let them see the

difference that He makes in our lives. Others have many of the same things we have

(perhaps more), but they’re not content. They’re always anxiously seeking more,

whatever the cost to their health, family, and eternity. Among their neighbors and

trade associates, only we can show them a different way to live. Only we, as vessels

of the Holy Spirit and Ambassadors for Christ, possess the answer. The question isn’t

can we show them the difference, but will we?

This world-changing potential must be released in our lives. The Bible teaches that

“godliness with contentment is great gain” (1Ti 6:6). The converse, of course, is that

godliness without contentment is great loss! We are godly in God’s eyes the moment

we trust Christ for our eternity. But choosing contentment is up to us. When we

choose the way of the world, with its discontent and anxiety, we forfeit not only our

peace, but the power to help others who are watching us because God has entrusted

us with so much.

Anxiety or contentment… what’s your choice? A friend once said, “Remember, if you

can’t be content with what you have, you’ll never be content with what you’re trying

to get.” How about you?

Christian CEOs & Owners Building GREAT Businesses for a GREATER Purpose

Growing Your Business- Thinking of Taking on Debt? These 8 Scriptual Principles Can Guide You

Tue, 19 Apr 2011 21:48:42 -0400

WORKING 'ON' MY BUSINESS

A Biblical View of Ownership & Debt

■Don't become yoked in partnership/ownership with non-believers

■God owns the business; we're to be wise and fruitful stewards

■Serve others with transparency, excellence, and mutual win/win accountability

■Avoid using the public courts for conflict resolution, especially with believers

■Don't presume on the Lord by making extravagant or needlessly risky plan

■Be cautious regarding debt and avoid borrowing unnecessarily

■Avoid personal guarantees in collateralizing loans for yourself and others

■Honor contracts and agreements, paying others what you owe before yourself

God Owns it All

"The earth is the Lord's, and everything in it, the world, and all who live in it..." Ps 24:1

"...for every animal of the forest is mine, and the cattle on a thousand hills." Ps 50:10

"All authority in heaven and on earth has been given to me." Mt 28:18

We are His Stewards

"Be fruitful and increase in number; fill the earth and subdue it..." Gn 1:28

"...God took the man and put him in the Garden to work it and take care of it." Gn 2:15

"If a man will not work, he shall not eat." 2Th 3:10

See also Eph 2:10, Jn 9:4, Eccl 3:12-13, Lk 12:48b, and Mt 25:21,23.

He Calls Us to Operate According to His Principles

■Compatible with "one flesh" marital relationship (Mt 19:5, Eph 5:31)

■Don't become "yoked" in partnership/ownership with non-believers (2Co 6:14-15)

■Transparently (Mt 5:37, 1Jn 1:7), serving others (Mt 22:37-39, Lk 22:26), "as unto the Lord" (Col 3:23-24), while we still have time (Jn 9:4)

■In a manner that respects "You shall not steal" (Ex 20:15) or "covet" (Ex 20:17)

■Without presuming on the Lord regarding our future plans (See Pr 16:3, 16:9, 19:21, 21:5; Ja 4:13-15; Mt 4:7, 1Co 10:9)

■Our preemptive action can deprive us of fully experiencing God's plan (Gn 16:1-2)

■As His steward, conduct sensitivity analysis around a prayerfully and diligently conceived plan, to prepare for upside or downside deviations that may occur

■In God's economy we all have opportunity and accountability (Lk 19:11-27)

■Avoid taking disputes to court, especially with believers (Lk 12:58-59, Mt 18:15-17)

Specific Debt Considerations

■Debt isn't prohibited in Scripture, but it's portrayed negatively and we're urged to be cautious and not borrow needlessly (Ps 37:21; Pr 20:16, 22:7; Hab 2:7; Ro 13:8)

■Avoid "surety" pledges (personal guarantees) in collateralizing loans for yourself and others (Pr 6:1-5, 11:15, 22:26-27)

■Avoid long-term debt (Deut 15:1) to minimize risk of future liquidity problems

■Honor agreements/contracts "even when it hurts"(Ps 15:4b) and always pay what you owe (Ps 37:21, Mt 5:25-26, Ro 13:6-8)

■Creditors are given equal claims on money generated as are the employees, and both come before the Owner/CEO (Ps 37:21, Pr 3:27-28)

If you have questions about these Eight Principles or would like to discuss how the C12 Group can benefit you and your business, contact C12 East Carolina

Taken from March 2011 Board Agenda