Unfortunately, in far too many businesses today, when a company falls short on product quality or service, their employees tend to shirk personal and organizational responsibility. Customers are told to come back later, or their concerns are met with a helpless shrug. Sometimes, the customer is even blamed for the problem. I used to have my prescriptions filled at a pharmacy that often ran short on medication and had to order additional supplies. Unfortunately they would never call to notify me when refills would not be available on time. The result for me was several wasted trips. The eventual result for the pharmacy was a lost customer.

We’ve all experienced frustration at one time or another as customers, and most of us have probably fallen short on a promise or a delivery of service to one of our customers. What makes the difference is how we respond when we mess up.

Apologize first

The first thing we must do when we discover that we’ve slipped up – or our company has – is offer our customers a complete and sincere apology. Although an apology would not have saved Beth the time she wasted running errands, she would have felt better if she had received an apology instead of simply being told to come back later. King Solomon said, “He who conceals his transgressions will not prosper, but he who confesses them will find compassion” (Proverbs 28:13, NASB).

Develop the habit of being quick with an honest apology when it’s due and you’ll gain the appreciation of many who would otherwise be frustrated and angry. See the situation from your customer’s perspective, and then treat that customer the way you would want to be treated. Even if the situation is not your fault personally, be ready to offer your personal regrets on behalf of your coworkers or company. Though you may have done nothing wrong, to your customer you are their connection to the problem and their hope for a solution.

Prevent problems

Take the initiative and the responsibility to set up business systems that will prevent customer problems. For example, if the picture frame store had developed a system for notifying customers in advance when materials did not arrive, and if they had called Beth with a new delivery date before she showed up at their front counter, they would have saved her from wasting his time.

Absorb the consequences

Also, whenever possible, absorb the consequences of the mistake rather than asking your customer to pay the price. I went to pick up a suit one time from a clothing store and was told that the tailor was behind schedule and would need another day. Instead of asking me to come back, the sales man offered to drop off the suit at my office, giving me an excellent example of accepting responsibility even though he was not personally at fault. I have been a regular customer every since.

If you or your employees make a mistake, determine how your company can absorb the cost, in time and money. By paying extra shipping charges, if necessary, or making a delivery yourself, or reducing the price, you will demonstrate to your customers that your apologies are sincere and you really do value them as customers. King Solomon observed, “Fools mock at making amends for sin, but goodwill is found in the upright” (Proverbs 14:9, NIV). In other words, be quick to offer your customer an adjustment or take on the extra burden yourself.

Apologize when necessary, accept the consequences of your mistakes, and make sure your staff adopts the same attitude. Because nobody really likes to apologize, a few mistakes will cause everyone to become more diligent in their work, thereby making future apologies less frequent.

When an employee’s performance is sub-par, first look at your leadership before you resort to employee discipline. Ask yourself two key questions:

• Are the job expectations clear?
• Have I provided the necessary training, instruction, and support?

If the answer to either question is no, start by apologizing to your employee for not providing clear expectations or providing the needed training, and then solve the underlying problem. Only after you have properly trained your employees and established clear expectations can you reasonably hold them accountable for their performance. If employees still fail to perform work as instructed, or refuse to conform to company policies, or are dishonest, take immediate steps to terminate their employment.

Once you have established clear expectations and have provided the necessary training, give regular feedback to your staff, praising their positive accomplishments and identifying opportunities for improvement. When improvement is noted, comment favorably and move on. When serious offenses occur or smaller problems are repeated, stronger action will be required. Start by talking to the employee privately, outlining the problem and clearly identifying the necessary changes. Make a note to yourself, identifying the issue and what was said, and place it in a file. If the problem persists, give the employee a written warning, again explaining the problem and the changes that must occur. Jesus said, “If your brother sins, rebuke him; and if he repents, forgive him” (Luke 17:3). Some employees will try to talk their way out of the situation, but don’t allow this to happen. Keep the discussion focused on the point and remember the words of Job: “Shall . . . a talkative man be acquitted?” (Job 11:2). Allowing employees to explain their perspective is fine, but don’t allow yourself to be snowed under by empty words.

Sometimes, employees will apologize repeatedly but fail to change their behavior. King Solomon wrote, “He who conceals his transgressions will not prosper, but he who confesses and forsakes them will find compassion” (Proverbs 28:13). The two key words in this passage are confesses and forsakes. Confessing without forsaking wrong behavior is worthless. Scripture clearly states, “If we go on sinning willfully after receiving the knowledge of the truth, there no longer remains a sacrifice for sins” (Hebrews 10:26). True repentance is a two-step process: confession and change of behavior (forsaking). When discussing problems with your employees, ask them to acknowledge what they did wrong (confession) and state clearly what corrective action they will take (change). Some employees will never be willing to change. According to a proverb quoted by the apostle Peter, “A sow, after washing, returns to wallowing in the mire” (2 Peter 2:22).

At times, an offense may be so serious that dismissal is the only option, regardless of how genuine a confession may be—even if you know they will never make the same mistake again. For example, an employee left a warehouse door unlocked overnight, with the alarm off, contrary to company policy. That night, a large amount of merchandise was stolen. Dismissal was the only option, regardless of how well the lesson was learned.

Dishonesty, stealing. or lying is grounds for immediate discharge. Scripture is clear, “You shall not bear a false report” (Exodus 23:1), and “You shall not steal” (Deuteronomy 5:19). Corruption in any form is not acceptable. If allowed, it will become a cancer that eats away at your organization.

Firing employees is always difficult, but the lessons they learn through it may help them become more successful in the long run. “A worker’s appetite works for him, for his hunger urges him on” (Proverbs 16:26).

One final point: We have considered a biblical basis for terminating someone’s employment. You should also be certain to understand and comply with the employment laws in your state.

(Scriptures from NASB)

Although they produced great products, Bill and Becky neglected to build the bakery’s image around their premium, high-quality items. Casual customers perceived the shop as an average bakery rather than as a purveyor of top-flight desserts. Why?

First, the owners presented their company as an old-fashioned corner bakery. Their window displays and signage were neat but simple, not conveying an upscale image. Inside, the counters and display cases were filled with an abundance of baked goods, but the high-end desserts were jammed in alongside the breads and rolls. A sign listing the daily specials was handwritten. The staff were neatly dressed but without a uniform appearance.

“Man looks at the outward appearance, but the Lord looks at the heart” (1 Samuel 16:7, niv). Unfortunately, if the outward appearance of a business doesn’t clearly communicate a company’s unique strengths, customers may not understand everything the company has to offer. Bill and Becky did a good job of merchandising their everyday items, but they failed to capitalize on the potential of their high-margin desserts.

The first step in building your company’s image is to clearly understand your key competitive advantage in the marketplace, and then to craft your image around that advantage. For example, Wholegrain Bakery had several competitors for bagels and bread, but these other shops couldn’t match the bakery’s array of high-quality dessert items.

When Bill and Becky invested in an image makeover, they began to concentrate on merchandising their upscale dessert items, while still maintaining their inventory of basic baked goods. First, they repainted the exterior of the building and added new signs that replaced the corner bakery image with a more upscale, high-quality feel. Next, they replaced the old tables and chairs with some sharp-looking new furniture. They then rearranged the display cases to more effectively showcase the desserts. To create room, they kept all the extra bread, rolls, and bagels in the back until needed. The result was a sharp increase in the sale of desserts!

Creating an image for your company is only the first step, however; you must also support and maintain your image through your actions. Here’s a key equation to keep in mind: Customer expectations minus the reality they experience equals customer disappointment. Make sure that the image you present to your customers is accurate. When I was shopping for window blinds recently, I was drawn to a local store that advertised, “We beat all prices by 20 percent.” However, the quote I received from this company was the same as from other stores. As a result, the “discount” store lost all credibility with me. Once you have determined what your image should be, you must strive to deliver that image to your customers. Heed the wise words of King Solomon, who wrote, “Put away from you a deceitful mouth” (Proverbs 4:24, nasb).

Upscale isn’t necessarily the best image for every business. The point is to make sure that your image accurately reflects your company’s unique strengths. For example, a nearby vacuum repair business that offers great repair service and used vacuums operates out of a small shop cluttered with merchandise, and customers can see the repair staff fixing machines. This folksy setup conveys the company’s signature strengths: reliable repair service and low-cost vacuums. Or consider Sam’s Club and Costco: Their concrete floors and merchandise piled high to the ceiling reinforces the idea that you are getting warehouse-style bargains.

Some business owners mistakenly believe that advertising creates their company’s image. Instead, I believe that a company’s advertising should highlight the image the owners have defined for their business and what they deliver to their customers.

Take a step back. Determine your company’s key advantage in the marketplace. Then determine whether your current image fits that advantage. Are you effectively highlighting your key benefits? If not, identify three steps you can take to hit the mark. If you determine that your operation is out of step with your image, make the commitment to either align your image with your operation, or make changes in your operation to match your image.

Although they produced great products, Bill and Becky neglected to build the bakery’s image around their premium, high-quality items. Casual customers perceived the shop as an average bakery rather than as a purveyor of top-flight desserts. Why?

First, the owners presented their company as an old-fashioned corner bakery. Their window displays and signage were neat but simple, not conveying an upscale image. Inside, the counters and display cases were filled with an abundance of baked goods, but the high-end desserts were jammed in alongside the breads and rolls. A sign listing the daily specials was handwritten. The staff were neatly dressed but without a uniform appearance.

“Man looks at the outward appearance, but the Lord looks at the heart” (1 Samuel 16:7, NIV). Unfortunately, if the outward appearance of a business doesn’t clearly communicate a company’s unique strengths, customers may not understand everything the company has to offer. Bill and Becky did a good job of merchandising their everyday items, but they failed to capitalize on the potential of their high-margin desserts.

The first step in building your company’s image is to clearly understand your key competitive advantage in the marketplace, and then to craft your image around that advantage. For example, Wholegrain Bakery had several competitors for bagels and bread, but these other shops couldn’t match the bakery’s array of high-quality dessert items.

When Bill and Becky invested in an image makeover, they began to concentrate on merchandising their upscale dessert items, while still maintaining their inventory of basic baked goods. First, they repainted the exterior of the building and added new signs that replaced the corner bakery image with a more upscale, high-quality feel. Next, they replaced the old tables and chairs with some sharp-looking new furniture. They then rearranged the display cases to more effectively showcase the desserts. To create room, they kept all the extra bread, rolls, and bagels in the back until needed. The result was a sharp increase in the sale of desserts!

Creating an image for your company is only the first step, however; you must also support and maintain your image through your actions. Here’s a key equation to keep in mind: Customer expectations minus the reality they experience equals customer disappointment. Make sure that the image you present to your customers is accurate. When I was shopping for window blinds recently, I was drawn to a local store that advertised, “We beat all prices by 20 percent.” However, the quote I received from this company was the same as from other stores. As a result, the “discount” store lost all credibility with me. Once you have determined what your image should be, you must strive to deliver that image to your customers. Heed the wise words of King Solomon, who wrote, “Put away from you a deceitful mouth” (Proverbs 4:24, NASB).

Upscale isn’t necessarily the best image for every business. The point is to make sure that your image accurately reflects your company’s unique strengths. For example, a nearby vacuum repair business that offers great repair service and used vacuums operates out of a small shop cluttered with merchandise, and customers can see the repair staff fixing machines. This folksy setup conveys the company’s signature strengths: reliable repair service and low-cost vacuums. Or consider Sam’s Club and Costco: Their concrete floors and merchandise piled high to the ceiling reinforces the idea that you are getting warehouse-style bargains.

Some business owners mistakenly believe that advertising creates their company’s image. Instead, I believe that a company’s advertising should highlight the image the owners have defined for their business and what they deliver to their customers.

Take a step back. Determine your company’s key advantage in the marketplace. Then determine whether your current image fits that advantage. Are you effectively highlighting your key benefits? If not, identify three steps you can take to hit the mark. If you determine that your operation is out of step with your image, make the commitment to either align your image with your operation, or make changes in your operation to match your image.

Customer loyalty is difficult to build and measure. Some business owners assume that all repeat customers are loyal customers, but that may not be the case. Other factors—such as pricing or convenience—may contribute to repeat sales. The deeper and more important issue is to determine why customers come back before you conclude that they are truly loyal.

For example, I fly regularly with one particular airline, based entirely on schedule and pricing. The airline might conclude that I am a loyal customer, but I am not. If a competitor offered a lower price or better schedule to a destination where I was traveling, I would switch. I used to shop at a pharmacy near my home based strictly on location. Service was sloppy and frustrating, but I remained a customer for seven years before dissatisfaction drove me away. Based on my repeat business over several years, the pharmacist could have wrongly concluded that I was a loyal customer.

Wise business owners develop ways to build true loyalty that not only holds customers but also turns those same customers into a word-of-mouth marketing department. Several simple steps will help you get started.

1. First, anytime your product or service falls short and a customer wants a refund or adjustment, act quickly. King Solomon observed, “Fools mock at making amends for sin, but goodwill is found in the upright” (Proverbs 14:9 NIV). Solomon also understood that “Hope deferred makes the heart sick” (Proverbs 12:13 NASB). Acting quickly to correct problems, with a cheerful spirit, strengthens customer relations. A customer that needs to pull teeth to receive satisfaction won’t tell many good stories about your business, whereas those who receive prompt and easy corrections will become sold on your business. Look at every customer complaint as an opportunity to build a stronger relationship.
   
2. Consistent follow-through in every aspect of service is the key to success. Jesus said, “He who is faithful in a very little thing is faithful also in much” (Luke 6:10 NASB). A distributor of promotional items gave less attention to smaller orders, and often shipped these orders after the promised delivery date. Customers continued to order, but only because the price was the lowest in town. Others, who were fed up with late deliveries, sought new suppliers for future orders. Referrals, if any, were always prefaced with the caveat: “The price is good, but the service stinks.”
3. One question will determine if you have been successful in developing true customer loyalty. Ask your regular customers, “Would you recommend our product or service to others wholeheartedly?” A good follow-up question would be, “Have you ever recommended us to others?” Focus on these two key questions, and avoid the temptation to develop a longer questionnaire. A sandwich shop offered a free drink for a week to customers willing to answer the questions. Responses were received in a closed container to encourage candor.The best way to evaluate responses to your two-question survey is with blunt honesty. If more than one-third of respondents would not endorse your business, you need to dig below the surface, understand the reasons, and take immediate corrective action.
4. Consider rewarding customers who make referrals. A health club might offer a free membership month; a carpet cleaner might clean one room for free; and a pizza store might give a $5.00-off coupon for each new customer referral. Your business will benefit in two ways: You’ll obtain new customers, and you’ll have a convenient way to measure the effect of word-of-mouth advertising.

A loyal customer is one who is willing to invest in the relationship by sticking with your business even if your price is not always the best, because they believe that, over time, you offer the best value for the money. These same customers will become the most effective sales team you could ever build, spreading the good news about your business to everyone in their network.

True customer loyalty is perhaps the greatest asset a company can develop

Customer loyalty is difficult to build and measure. Some business owners assume that all repeat customers are loyal customers, but that may not be the case. Other factors—such as pricing or convenience—may contribute to repeat sales. The deeper and more important issue is to determine why customers come back before you conclude that they are truly loyal.

For example, I fly regularly with one particular airline, based entirely on schedule and pricing. The airline might conclude that I am a loyal customer, but I am not. If a competitor offered a lower price or better schedule to a destination where I was traveling, I would switch. I used to shop at a pharmacy near my home based strictly on location. Service was sloppy and frustrating, but I remained a customer for seven years before dissatisfaction drove me away. Based on my repeat business over several years, the pharmacist could have wrongly concluded that I was a loyal customer.

Wise business owners develop ways to build true loyalty that not only holds customers but also turns those same customers into a word-of-mouth marketing department. Several simple steps will help you get started.

1. First, anytime your product or service falls short and a customer wants a refund or adjustment, act quickly. Don’t be disappointed. Acting quickly to correct problems, with a cheerful spirit, strengthens customer relations. A customer that needs to pull teeth to receive satisfaction won’t tell many good stories about your business, whereas those who receive prompt and easy corrections will become sold on your business. Look at every customer complaint as an opportunity to build a stronger relationship.
2. Consistent follow-through in every aspect of service is the key to success. A distributor of promotional items gave less attention to smaller orders, and often shipped these orders after the promised delivery date. Customers continued to order, but only because the price was the lowest in town. Others, who were fed up with late deliveries, sought new suppliers for future orders. Referrals, if any, were always prefaced with the caveat: “The price is good, but the service stinks.”
3. One question will determine if you have been successful in developing true customer loyalty. Ask your regular customers, “Would you recommend our product or service to others wholeheartedly?” A good follow-up question would be, “Have you ever recommended us to others?” Focus on these two key questions, and avoid the temptation to develop a longer questionnaire. A sandwich shop offered a free drink for a week to customers willing to answer the questions. Responses were received in a closed container to encourage candor. The best way to evaluate responses to your two-question survey is with blunt honesty. If more than one-third of respondents would not endorse your business, you need to dig below the surface, understand the reasons, and take immediate corrective action.
4. Consider rewarding customers who make referrals. A health club might offer a free membership month; a carpet cleaner might clean one room for free; and a pizza store might give a $5.00-off coupon for each new customer referral. Your business will benefit in two ways: You’ll obtain new customers, and you’ll have a convenient way to measure the effect of word-of-mouth advertising.

A loyal customer is one who is willing to invest in the relationship by sticking with your business even if your price is not always the best, because they believe that, over time, you offer the best value for the money. These same customers will become the most effective sales team you could ever build, spreading the good news about your business to everyone in their network.

Most employees will accept a promotion without really thinking through all the ramifications. Stepping up to management is a big move and the challenge is not for everyone. Before you rush into uncharted waters, take a good, long look at what you’ll be giving up and what you’ll be gaining.

Consider your current job description:

• What parts do you like, and what do you dislike?
• What aspects of your job draw out your passion?
• Which tasks and responsibilities get you charged up?
• What are your key work goals?
• Now ask yourself the same questions about the available management position. Are you still interested?

When a management position opens up, many employers will single out the best worker in the department and offer that person the job. Unfortunately, the best worker doesn’t always make the best manager. Many computer programmers, sales professionals, and service technicians enjoy the hands-on “doing” of their jobs. They’ve entered their respective fields because they like to create, or work with their hands, or interact with customers. By definition, the role of a manager is different than that of a subordinate. Sometimes workers who desire to be promoted don’t understand all the differences, often to their dismay.

When offered a management position, consider several important issues.

• Determine how much of your time will be required for administrative tasks versus the type of work you are now doing. A manager of computer programmers, for example, may still spend up to 70 percent of his or her time programming, whereas an automotive shop supervisor may spend no time working on cars. If you are in sales and you enjoy the dynamic of the sales interaction-and paperwork is what you hate-think twice about accepting a management position.

• Another important consideration: Will you need to manage former peers? Managing friends and former peers is not easy, and some folks will struggle with that responsibility.

• Several key skills that are not as important to non-managers are essential for effective management. For example, teaching and transferring work skills is an important element in developing staff. Strategic thinking is often required of business leaders, as well as the ability to solve abstract problems. Effective interpersonal skills are also significant, because managers must relate well to both subordinates and senior managers-and managers need to toe the company line, which is a difficult challenge for some people.

• Be certain to ask in-depth questions about what will be expected in the new job. Will you be responsible for managing a budget? Developing and implementing work plans? Forecasting? Innovating? The answers to these question will help you determine whether you truly desire a promotion.

• Consider personal balance in making your decision. Hourly workers can usually depend on a regular workday, but managers can’t afford to watch the clock, and you may not always be able to walk out the door at five o’clock. Maintaining a balanced lifestyle is a valid reason to decline a promotion. An increase in salary and other perks may be a factor, but be careful not to make finances your number one consideration.

If you choose to turn down a promotion, how you communicate your decision to the company is extremely important.

• First, thank your boss or the other senior managers for considering you worthy for promotion, but tell them that you believe a promotion is not right for you or the company.

• Explain that you love your job and that becoming a manager would take you away from the work you most enjoy.
• Tell them that maintaining your current position is the best way you can continue to contribute to the company’s success.
• To demonstrate your value to management, offer to assist in other areas where your strengths can be well utilized.

If you decide to accept an offered promotion, how well you have prepared yourself for the increased responsibility will be the key to your future business success and happiness.

By using these six simple steps to plan and prepare well for meetings, you can ensure that your objectives will be achieved and your business career will move forward.

1. Start with a plan and clear objectives for the meeting. Most meetings are called either to relay information or to solve a problem. Outline any necessary advance preparation and make the expectations clear to each participant. Distribute copies of any material that should be read in advance, and insist that all participants read and understand the background information before the meeting. “The plans of the diligent lead surely to advantage” (Proverbs 21:5). Effective planning is the most important meeting step.
2. Prepare an agenda in advance and provide a copy to each participant. Especially if the meeting is planned to be short, an agenda will help keep your time to a minimum. The agenda should include a clear statement of the purpose for the meeting. If the meeting is informational, outline the material to be conveyed and provide an opportunity for questions. The agenda should help everyone stay on the subject. Rabbit trails can become a deadly waste of time. If the meeting strays off the intended topic, use the agenda to gently remind everyone of the meeting’s purpose and bring the discussion back to the central point.
3. When a problem needs to be tackled by the group, start the meeting with a clear statement of the issues and make sure everyone understands the problem and the need for action. On the agenda, outline the problem and any circumstances surrounding the issue. Obtain agreement on the facts at hand. Because different people will have differing perspectives, it will be difficult to reach a solution until everyone understands and agrees on the facts. In one instance, a meeting was called to improve response time to customer inquiries. During the meeting it became apparent that some of the participants thought that only telephone inquiries were in question, whereas the leader was also concerned about e-mail and regular mail responses. When the misunderstanding was corrected, the meeting became a lot more productive and effective. “Through presumption comes nothing by strife” (Proverbs 13:10). False assumptions will torpedo and effectiveness of your meetings.
4. Establish ground rules in advance, including the time limit, purpose, and level of participation you expect. If the meeting is to convey information, explain that you expect everyone to take notes and clearly share the information with their staff. Start on time. I established the habit of commencing meetings precisely on time, because wasted time is expensive. I calculated that one particular meeting cost $7.00 per minute. That adds up quickly.
5. Keep the meeting on track and on schedule, always moving toward the objective, and ensuring that all participants contribute. Call on the quiet, shy ones and ask them specific questions to engage their ideas. Likewise, tone down participants who never seem to stop talking. “The first to plead his case seems just, until another comes and examines him” (Proverbs 18:17). Don’t let just a few people dominate the meeting. Presumably, everyone has been invited to the meeting because they’re likely to make a meaningful contribution. Successful leaders tap that potential. King Solomon observed, “A plan in the heart of a man is like deep water, but a man of understanding draws it out” (Proverbs 20:5).
6. Cancel and reschedule the meeting, if possible, if key meeting participants are absent or people come unprepared. Plunging ahead will typically be a waste of time, and may be far worse than not having the meeting. I have found that by stopping a meeting where participants are unprepared, rescheduling for a later date or time, and privately communicating with those who were unprepared, their future preparation improved, and meetings went much smoother.

Every business eventually faces a fierce giant: a challenge that looms so large we feel helpless. Lessons demonstrated by David in defeating Goliath thousands of years ago will serve us well today.

1. We need to prepare for those challenging times. “David went back and forth from Saul to tend his father’s flock at Bethlehem” (1Samuel 17:15). David was on task, tending to his various responsibilities. As a shepherd, he demonstrated bravery and tenacity: “When a lion or a bear came and took a lamb from the flock, I went after him and attacked him, and rescued it from his mouth; and when he rose up against me, I seized him by his beard and struck him and killed him” (1 Samuel 17:34-5).Like David, Jennifer had prepared her business for challenging times by eliminating debt, keeping expenses down, building a great reputation, and training an efficient staff. It’s nearly impossible to build up these key elements while recovering from a business decline. Advance preparation is the key.
2. We must bluntly and honestly assess our situation. David understood that Goliath was more than nine feet tall and well armed. Likewise, Jennifer understood that the drop-off in her business would be long-term, requiring a long-term plan.
3. We need to evaluate our assets and our opportunities. David could see that hand-to-hand combat would be fatal—for him, but using a sling could give him the opportunity to succeed with a well-placed shot. When Jennifer took stock of her situation, she realized she was close to a potential new market, one that was not well serviced, in a large rural region stretching thirty miles to the west. She initiated a marketing campaign by mail and telephone to reach these formerly neglected prospects, resulting in an increase in sales and new customers that replaced half the business volume she had lost.Next, she offered a large discount to any laid-off families that needed repair service. The lower pricing eliminated her usual profit margin, but the increase in volume kept her work crews busy. She avoided having to lay off qualified staff members, and the low-cost repair work covered some of her fixed overhead expenses.
4. Recognize that time is not your friend. Giant-size challenges require fast action. When the time came for action, David “ran quickly toward the battle line to meet the Philistine” (1 Samuel 17:48). Jennifer understood that the unemployment situation in town would not disappear any time soon; therefore, the faster she developed a plan, the quicker her plan would start paying dividends. Whether we’re facing a cash shortage, staff problems, a new competitor, or tough market conditions, we must develop a sense of urgency and take actions. Plan now, don’t panic later.
5. We must develop a vision for how we will move beyond the crisis. Scripture teaches that “faith is the assurance of things hoped for, the conviction of things not seen” (Hebrews 11:1). Effective business leaders imagine how success will be achieved and then follow through with focused, effective action. Professional golfers imagine making the tough shots. They picture driving the ball out of the sand or hitting it between two trees in the rough. If we can’t envision victory, we will never experience victory.

David exhibited confident humility as he started off to battle against Goliath: “This day the Lord will deliver you up into my hands” (1 Samuel 17:46). We need to do our part to prepare for battle and follow through diligently; but we must also understand that the final victory rests with the Lord.

Early in my business career, my boss took credit for an idea I had conceived and implemented.

Mary, an accounting clerk, found a billing error that when corrected generated an additional $90,000 in income for her company. Immediately, her supervisor marched into the president’s office and announced that he had found the error, thereby taking credit for improving the company’s financial performance for the month.

Effective managers give credit

Some managers never see a good idea that isn’t theirs, or experience a mistake that isn’t someone else’s fault. Most workers, at some point in their career, will have an idea stolen by a boss. Very few things will destroy employee morale and stifle future innovation more than having a supervisor take credit for somebody else’s idea. Effective managers understand that they never lose credit when they share the glory with their staff. When managers highlight the contributions of others, they increase their employees’ self-confidence and raise their spirits—which ultimately improves future performance. Stealing credit, either overtly or by allowing false perceptions, is dishonest. As Moses instructed, “You shall not bear a false report” (Exodus 23:1, NASB). Taking credit for another’s efforts is bearing a false report.

Jesus said, “The worker is worthy of his support” (Matthew 10:10, NASB). Supporting our workers involves more than simply furnishing a paycheck. A manager never loses out by giving credit and recognition where it is due. Business leaders and customers are concerned with overall performance, not who the star might be on any given day. By sharing credit, effective managers demonstrate that they have effectively built a strong team, which is an excellent and worthy accomplishment.

Dealing with the situation

Unfortunately there is limited recourse available for victims of workplace rip-offs. The best option is to discuss the issue calmly with your boss. Explain that you want to be a team player; that you want to do your part to make your team—and your boss—look good. Ask to be more involved in future meetings, and keep a paper trail or an e-mail record of your innovative ideas. Going over your supervisor’s head or complaining to the personnel department typically yields little fruit, and may serve only to antagonize your boss. If you believe you are the victim of a credit stealer, you must decide whether you can resolve the situation, learn to live with the situation, or look for a new job.

If you fail to reach an understanding or an agreement with your boss after attempting to work out the situation, seek the Lord’s guidance as to whether you should extend grace to your boss and live with the situation, or seek other employment. Developing a negative attitude will only undermine your work performance, damage your credibility, and eat you alive. It’s up to each individual as to whether he or she can come to grips with the situation and truly let go of resentment.

Here’s a cautionary tale for those who are tempted to steal credit from others: I know of a situation where the chief financial officer of a large company consistently took credit for every good idea, while being a master at passing blame to others. Over time, several key accounting managers became demoralized and resigned, taking with them the key innovations needed to make the company run smoothly. After these people left, the good ideas suddenly stopped coming and the performance of the department began to sag. The CEO quickly noticed the downturn, decided that the CFO wasn’t getting the job done, and fired him. The CFO’s unwillingness to share the glory, and the subsequent departure of key staff members, directly caused his demise. Had he been willing to acknowledge the contributions of others and build up the team, the company would have been stronger, and he would have kept his job.