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.

Rule # 1: Control your calls

Don’t be compulsive and answer every call, anywhere, anytime. Keep the phone turned off during family time and non-business hours to avoid losing your personal balance. Use voice mail, and return calls promptly at an appropriate time.

Rule # 2: Focus on your face-to-face customers

When you’re with customers or colleagues, give them your undivided attention. Avoid answering incoming calls. Don’t compromise a great sales presentation or other business interaction by being a slave to your cell phone. Remember, the person you are with is your most important customer at that moment. If you allow an interruption, it sends the wrong message. Turn off your cell phone and listen carefully to the person across the table. Your voice mail will capture any important calls, and you can follow up later when you can give the caller your full attention.

Rule # 3: Stay in business meetings

Never allow a call to interrupt a meeting. If the meeting is important enough to have on the schedule, it’s important to keep every participant focused on the meeting, not the next phone call. Interruptions can disrupt the flow of an otherwise productive meeting, wasting time and causing everyone to lose their focus.

Rule # 4: Control your costs – and be considerate

Even the best calling plans cost money – and time. Be a good steward of your time, and the time of others, by keeping your calls on target. Don’t make calls just because you have “free minutes” or free time. If there’s little to discuss, don’t make the call. What might be free time for you could undermine the productivity of the person receiving the call.Avoid useless chatter.

Rule # 5: Do one thing at a time

Don’t engage in complex conversations while driving, or while doing anything else. Even if you can keep your car on the road, you can’t give your customer or colleague your full attention and offer your best perspective if you are doing two things at once. I once drove past my freeway exit while engaged in a complicated conversation. Having to backtrack taught me to limit the length and complexity of my calls while driving. Exercise self-control with your cell phone – and keep your mind on the road.

Rule # 6: Keep your calls private

When you talk on your cell phone in a public place, everyone within earshot is a potential eavesdropper. Worse yet, some cell phone users believe they need to shout to be heard. At best, talking loudly in restaurants, movie theaters, and other public places is rude, but it can also cost you money. I heard of a salesman once who was discussing a key customer bid by phone at a restaurant, while unbeknownst to him, a competitor was seated at the next table, overhearing his entire pricing strategy.  If you must take a call in a public place, excuse yourself and move to a private location.

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.

• The largest customer of a plastic injection parts manufacturer had complained several times about quality problems. Each time, the defective parts were replaced but nothing changed inside the manufacturing plant and quality continued to slip. Eventually, the customer found a more reliable vendor and the business was lost.

• Bill was chronically late for work and was often reprimanded by his supervisor. After each incident, he would arrive on time for a while, but within a month his old habit of tardiness would return. After repeated warnings, he walked in late one day and was fired.

In each of these cases, a problem was identified, and the action to correct it was made clear, and improvement was noted—for a time. But the root cause of the problem was not addressed and the problem returned. Effective business leaders not only fix the immediate problem, they ensure that long-term corrections are also in place.

Moses repeatedly told Pharaoh, “Let my people go,” and Pharaoh repeatedly said that the Israelites could leave, but then he “hardened his heart” and did not allow them to go. Consequently, the Egyptians suffered from plagues that increasingly became more intense and painful, until every firstborn child in the nation was killed and Pharaoh’s army was destroyed. Later in the history of Israel, God spoke through the prophet Jeremiah, saying, “I have spoken to you again and again; yet you have not listened to Me” (Jeremiah 35:14, NASB). The apostle Peter quoted a proverb, “A sow, after washing, returns to wallowing in the mire” (2 Peter 2:22, NASB).

It’s human nature to react to the urgent demands of the moment and forget the long-term lessons we need to learn. In business, we need to establish procedures to fix the root problems if we want to keep our customers happy.

• First, be certain that you understand the issue. Identify what went wrong—and why.

• Next, confirm with your customer, or the other party, what action is expected, and set a deadline for completion. Write down the action steps that you and your staff will take to correct the problem. Discuss the corrections with your staff, explain what needs to change, and spell out the consequences of noncompliance. If you could lose a major customer, make sure your staff understands that.

• Next, demonstrate the importance of the change by following up personally to ensure that all improvements are implemented. Call your customers and obtain feedback. Determine whether additional action is needed. Just because an owner or a manager issues new instructions does not guarantee that those directives will be followed.Your direct follow-through to verify that changes are made—and that they become permanent—is the single biggest factor in affecting long-term improvement. If you take these issues seriously, and demand more than a short-term fix, your managers and employees will take them seriously as well. If your response is nonchalant, however, don’t, be surprised if others follow your lead.

Serious reform may require an investment of time and money. Review work procedures and make the necessary changes—then commit those procedures to writing. Provide your staff with any needed training and coaching necessary to help them make the changes effectively. New equipment may be needed. For example, the plastic injection molding company failed to purchase a $2,500 piece of testing equipment that would have improved product quality, and the failure cost them an $800,000 customer.

Some business owners believe they can’t afford to make major changes because of the cost or time required. However, in the long run, failing to act is always more painful and expensive than the cost of taking wise and timely action. In the wise words of King Solomon, “Good planning and hard work lead to prosperity, but hasty shortcuts lead to poverty” (Proverbs 21:5, NLT).

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.

Sam was traveling

While Sally and her husband were vacationing in Aruba, she checked her e-mail several times a day. For an hour or more each day, she clicked away, reading and answering e-mails, while her husband became increasingly impatient. It seemed she was more interested in her e-mail than in their time together.

We all need time off, and we need to rest from work. Even the Lord rested after creating everything. “He rested on the seventh day from all His work which He had done” (Genesis 2:2, NASB). When we fail to rest, we endanger our health and our family relationships.

A major denomination studied the high medical expenses experienced by its pastors.

They were surprised that the pastors’ medical expenses were above the national average, because the pastors refrained from tobacco and alcohol. The assumption was that their medical costs would be lower than average, not higher. After completing the study, the researchers concluded that the pastors’ expenses were higher because many of them failed to take appropriate rest, and as a result incurred more illnesses.

Many people fall into common vacation traps by becoming procrastinators, e-mailers, or deceivers.

• Procrastinators hold off on scheduling vacation time until there is too much work to do and not enough time. Consequently, they never take time off. To avoid this trap, plan your vacation time early in the year. Make reservations to go somewhere, or plan how you will spend your vacation time if you decide to stay at home.

• Advances in technology make staying in touch easy—at times too easy. E-mailers take a computer along on vacation to check up on e-mails. Unfortunately, reading and responding to e-mails will keep you focused on business, not on your vacation or your family. If some of your e-mails will require a response while you’re gone, set up an auto response and include the name of a contact person who can respond in your absence if the issue can’t wait. Also, if you send out an advance notice of your vacation to customers and colleagues, it will help them plan for your absence.

• Deceivers hide their office contact, perhaps by saying they are going for a walk when in truth they are calling the office. One man, who was on a cruise at his wife’s insistence to keep work interruptions from ruining their vacation, said that he was going for a massage, only to be caught in the e-mail lounge collecting and answering e-mails.

When business people can’t leave the office behind, family members may retaliate by turning off cell phones, hiding the battery charger, or giving the offender the cold shoulder.

Failure to get away—and stay away—from work is often the result of poor planning. In order to be an effective leader, build a team that can function without you. Train your staff and organize the work to go smoothly in your absence. Leave guidelines as to which decisions can be made in your absence, and which should be deferred until your return. If your staff cannot work effectively without you, you will not be promotable and the growth of your business will be hindered.

Pride can also be a factor, such as when we just don’t believe that anybody can handle things as well as we can, or when we need to feel in control all the time, even when we’re on vacation. The reality is that any one of us could be “hit by a bus” tomorrow and the work would need to go on without us. We need to keep in mind that if God himself saw fit to rest, we also should take our rest. By taking proactive steps, and establishing effective boundaries, you can make your vacation a positive time for you and your family.

Reciprocity is a simple yet effective principle that will have a positive impact on any business.

How do you give “good measure”?

1. Deliver everything your customers expect and go beyond what is anticipated. Seek to delight your customers. Ensure that every promise made is a promise kept. Your integrity will encourage integrity on the part of your customers. Just imagine if you were the customer, receiving that full measure, pressed down and running over.

2. Be a peacemaker and treat your customers with the utmost courtesy. We’ve all run into obnoxious customers who seemed to want to pick a fight with anyone in their path. Solomon advised, “A gentle answer turns away wrath, but a harsh word stirs up anger” (Proverbs 15:1, NASB). I have found that even the grumpiest customer softens after the second or third gentle word spoken in reply. A gentle word de-escalates anger. When you assume the role of peacemaker by using kind, respectful words, and by keeping your voice down, invariably the situation will cool down rather than heat up.

3. Treat your employees as respected colleagues. “For oppression makes a wise man mad” (Ecclesiastes 7:7, NASB). Managing by intimidation will cause hard feelings and undermine staff loyalty. Ensure that employees are always given fair treatment if discipline is needed. Paul instructed the Colossians, “Grant your slaves justice” (Colossians 4:1, NASB), and we can do not less with our employees. As you treat people justly, you will receive justice in return. If you treat your employees arbitrarily, you will likely receive the same in return.

4. Develop the habit of listening to employee concerns and ideas, and your employees will soon develop the habit of listening to you. Communication is a two-way street, between manager and staff, and involves both listening and speaking. A common employee complaint is that management doesn’t listen. By stopping what you are doing, looking your employees in the eye, and listening effectively to their concerns, you will build respect and win the right to be heard.

5. Help out. When you are willing to pitch in and help when your colleagues are swamped or facing a tough deadline, those same colleagues will be much more willing to help you. Model the behavior you want your staff to develop. If you want to be trusted, trust others. If you want to encourage cooperation, cooperate with others. Your pleasant, positive, encouraging demeanor will set the tone and others will follow. Develop the habit of timely communication, and your coworkers will likely return the favor.

6. Pay your bills on time and honor commitments. These are two other important aspects of reciprocity. Solomon instructed, “Do not withhold good from those to whom it is due” (Proverbs 3:27, NASB). If you have not delivered as promised, how can you hold others accountable? When others see that you’re quick to respond and faithful to honor commitments, they will tend to reciprocate.

Wise business leaders determine which behaviors are desired in others—whether it be customers, staff, or suppliers—and take the first step by modeling those behaviors. Not everyone will catch on and respond immediately in kind, but most people will come around after they’ve seen your long-term commitment and faithful follow-through. The payoff will be an effective and well-run business.

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.

Michael was stuck in middle management, unable to win a key promotion, or to be hired by other companies. Frustrated, he met with his company’s human resources director, who told him candidly that his conversational grammar was a big problem. In higher level meetings, he sounded second rate. “First rate ideas, communicated in a second class way, will cause you to look weak and ineffective,” she said. She also recommended some speech coaching, and within a year, Michael was promoted.

An old cliché in business is to dress for the job you want, not the job you have. The same holds true in our speech. How we talk goes a long way toward determining how we will be judged. Although it may not seem fair, it is a reality. King Solomon wrote, “He who guards his mouth and his tongue, guards his soul from troubles” (Proverbs 21:23). We must guard our speech if we want to advance in business.

• Stick to the point and don’t ramble. We can easily become nervous and want to fill every quiet moment, but overtalking may be perceived as babble by others. King Solomon observed, “The fool multiplies his words” (Ecclesiastes 10:14). By making every word count and avoiding digression, you will impress your boss and connect more effectively with customers.

• Slang expressions are best kept out of meetings where more formal language is appropriate. Many slang expressions have their roots in unsavory connotations, which can easily cause embarrassment for you or others. Curse words should never be acceptable at any time in the workplace.

• Decisiveness is an important part of many jobs. Some occasions require strong, definitive statements. Saying “I think” or “perhaps” or “maybe” will cause you to look weak and uncertain when you should be strong and definite.Brian was an excellent computer programmer who wanted to move into a management position, but he was passed over several times. Finally, his supervisor told him that he often seemed tentative and lacking in confidence. Brian learned to use more certain and positive words when he was confident of a point, and saved the tentative language for when the issues were unclear. He later won his sought-after promotion.

• Good grammar is important for everyone. Unfortunately, many schools today do a poor job of basic English education. Still, we all have a responsibility to speak appropriately. If we struggle with proper use of the language, we need to assume responsibility to improve.

Wise managers will give instruction and feedback to their staff and employees on how to communicate more effectively with customers and coworkers. By sharing constructive comments, management can strengthen their business teams and advance the careers of others.

Proactively seek feedback from your boss and ask for suggestions on how to improve your speech and communication skills. King Solomon wrote, “It is better to listen to the rebuke of a wise man than for one to listen to the song of fools” (Ecclesiastes 7:5). Your colleagues may not go out of their way to comment on your speech habits, but by asking for help and feedback you will demonstrate a genuine interest in advancing your career.

The apostle Paul writes, “If anyone does not provide for his own, and especially for those of his household, he has denied the faith, and is worse than an unbeliever” (1 Timothy 5:8 NASB). Make a commitment to focus on your family, and take tangible steps to make it happen.

• Arrange to spend time one-on-one each month with your spouse and each child—and write the date and time on your calendar. Never cancel that commitment, even when pressured. Would you casually cancel a lunch with your best customer?

• When you’re at home, interact with your family, regardless of how tense or tired you may feel. Put down the paper and turn off the TV when your spouse wants to talk, or when your kids jump into your lap. If your top customer called to ask a question, would your place them on indefinite hold?

• Determine in advance how many hours per week you will commit to work. Then communicate that commitment to your family and hold yourself accountable. Yes, there will be times when you’ll need to put in some extra time at the office, due to an emergency or some unusual circumstance, but let that be the exception, not the rule. Controlling the number of hours you work each week is the first step toward maintaining balance. I would rather see a person commit to 55 hours per week, and stick to it, than make no commitment and work more than 80 hours. How many hours per week is enough? That’s between you, your family, and the Lord. But if you cannot devote significant time each week to your family, you’re working too many hours. A friend of mine was working late – past 9:00 PM – for several months in a row. Sometimes he went days without seeing his young daughter. One Friday night he noticed that she was sleeping with his picture in her bed. The next day, he asked, “Jill, why did you have my picture in bed with you last night?” She innocently replied, “Because I wanted to remember what you looked like.” The convicting answer helped my friend to change his habits.I advise executives to arrive at work 30-45 minutes early and stay 15-30 minutes late, and limit the workday to 9 hours. Effective leaders can accomplish a lot in a well-focused 9-hour day, and maintain personal balance long term. Life is a marathon, not a fifty-yard dash.

• Keep work at the office. Taking work home, other than light reading, is typically a symptom of poor planning rather than a necessity. Keeping work out of the home is a key step in managing your priorities.

• Take vacations with your family – regularly. Not taking a vacation is a symptom of poor planning and a lack of proper staff development. Equip your employees to work effectively during your absence. Accept only true emergency calls when you’re gone, and never initiate a call to check up on the office.

If you’re on a work treadmill and can’t get off, you’re probably doing more work than the Lord intends for you to accomplish. A business owner who struggles 80 or 90 hours a week, week after week, month after month, year after year, should consider selling the business. Many of these folks would make more money and work fewer hours – with fewer headaches – if they would close or sell their business and get a job. I know many business owners who work excessive hours because of personal preference, rather than necessity. For many, an 80-hour work week is a choice – a poor choice.

Jesus said, “What good will it be for a man if he gains the whole world, yet forfeits his soul?” (Matthew 16:26 NIV). Don’t forfeit your family for the sake of your business.