How to Run Your Business by THE BOOK

A Biblical Blueprint to Bless Your Business

Dave Anderson

• Publisher: Wiley
• Year: 2011
• ISBN:
  9781118099445
• Edition: 2
• Topic: Business
• Subtopic: Business General
• Index: Business

A revised Second Edition of the book that shows you how to use Bible-based leadership principles to improve business performance

In How to Run Your Business by THE BOOK, famed leadership guru Dave Anderson reveals biblical lessons to help transform the people, culture, and results of your business. Not only will you master timeless business principles based on the world's bestselling book, you'll build a foundation for your business that leads to long-term success. It's a refreshing return to commonsense business basics, based on leadership lessons peppered throughout the Good Book. You'll read what the bible has to say about hiring and training people, managing money, creating a leadership vision, achieving ambitious goals, and much more.

This new Second Edition features a new introduction that includes letters from readers about their success using these principles, a new chapter on leading through crisis, and bonus sections at the end of each chapter that offer new and expanded insights on these powerful leadership principles.

• Includes practical, proven business guidance gleaned from the Bible
• Features smart business guidance like the High-Five Principles for elevating your people skills, Four Mandates to Maximize Your Time, and How to Overcome the Number One Cause of Management Failure
• Fully updated with a new Introduction, new section chapter conclusions that help you follow through on each chapter's principle, and an entirely new chapter on crisis leadership
• Dave Anderson is also the author of Up Your Business!, If You Don't Make Waves, You'll Drown, How to Deal with Difficult Customers, and How to Lead by THE BOOK

Best of all, you don't need to be familiar with the Bible to profit from these wise and timeless principles. All you need is a heart open to biblical wisdom and a willingness to lead with courage.

CHAPTER 1

A Six-Pack of Principles from a King and the King

Genesis

When I was promoted from salesperson to sales manager, I thought that my new title officially announced to the world that I was a leader. I was wrong. In fact, I quickly learned three things:

1. A title doesn’t make you a leader. It merely affords you an opportunity to become one.

2. As a leader, you don’t automatically have followers, you have subordinates; how you act as a leader determines whether a subordinate ever becomes a follower.

3. Leadership is performance and not position. It is a choice you make, not a place where you sit.

Eager to excel in my new position, I worked hard on my job but I abused my body, swelling to 40 pounds overweight and earning my “new manager’s merit badge”—an ulcer—in the process. To my credit, I was good at closing deals for my sales team, scheduling, forecasting, and writing daily memos for my bulging procedures manual. In a given day, I spent most of my time with “stuff,” which I’ve since come to categorize as everything in my job that had nothing to do with people. In fact, I preferred the stuff over the people because I wasn’t very good with people! I managed through intimidation, substituted rules for relationships, and had a hair-trigger temper that was a catalyst for creating a culture of fear. Although I had never attended a university, coworkers rightly claimed that I had a Master’s Degree in Disempowerment and a Bachelor’s in Bullying.

Then one day everything changed. Norm Albertson, the pastor of my church, stopped by my office and brought with him two leadership training programs by John Maxwell, a guy I had never heard of. One of the programs was on leadership priorities, and the other explained key differences between being a manager and being a leader—which I had wrongly thought were synonymous terms. Listening to Maxwell talk about leadership humbled me because I realized I was, at best, a ceremonial leader. All I had was a new title, which I wrongly assumed made me more competent! His teachings stirred up in me a desire to become a better leader. Frankly, I was tired of doing too much work by myself because I trusted no one else to share the load. I was also discouraged that I wasn’t doing enough to help my people reach their potential. Perhaps what I was most excited about was that he said that the principles he taught were biblically based. This meant a lot to me because I had become a Christian at age 12 and had great respect for the Bible, even though I didn’t spend a lot of time reading it at the time.

After reviewing the tapes several times, I began reading the Bible for business wisdom as well as for life wisdom. As a result, I changed my leadership style, priorities, and thinking. I began using the Bible as a filter to make decisions ranging from personnel to customer care issues. In the aftermath of implementing these changes, my career shifted from a slow shuffle up a steep staircase to an express elevator to the top.

As a student of the Bible, I have found that both success and failure leave clues, and you don’t have to invent leadership principles to become more successful any more than you must suffer countless disappointments through personal trial and error to learn what doesn’t work. Instead, you can learn from some of the best and worst leaders of all time who preceded you on this journey, as described in the Bible, and apply timeless, proven principles to improve every aspect of your organization. Think about it this way: the Bible is a slice of God’s mind! How foolish do we have to be to continue to labor under our own intuition or to chase the fads of others in pursuit of greater success when the source of infinite wisdom is so readily available to us?

In this chapter, you’ll learn from two of the best leaders in the Bible—a king and the King. You can certainly argue that there are additional or different leaders that I could have chosen to highlight in the following pages. And I would agree with you. In reality, there are too many to list, and enough lessons from their lives to fill volumes of books. Thus, I’ve chosen the two I believe you will gain the most benefit from in the shortest amount of time and who will best help you to begin running your business by THE BOOK.

Caution: Your natural tendency might be to use these principles to first try and fix the people or broken systems and strategies that surround you. That would be a serious error, because nothing is going to get much better in your organization until you do! You’ll be relieved to know that, in this chapter, David and Jesus will offer six insightful steps (three each) on how you can make this happen.

By THE BOOK Blessing

Leadership is developed more than it is discovered. You work on it, and then it works for you.

David

David was the second king of Israel, reigned for 40 years, and is considered to be its best ruler. His reign preceded the birth of Christ by approximately 1,000 years. Like many leaders, David made major mistakes in the midst of his enormous successes. We can learn from both.

David’s Critical Success Factors

Critical Success Factor #1: David Assumed the Traits of a Leader Before He Was in the Leadership Position

Over the years, I’ve heard this common chorus from non-management employees aspiring to be promoted: “Dave, I would like to be considered for the new management position that has opened up. I’ve been here a long time, I’ve been loyal, and I believe that I’ve earned a shot.”

I would then ask them the following: “How many management books have you read, and how many leadership courses have you attended?” The predictable response was a sheepish and defensive, “None. I’m not a manager yet,” to which I’d respond, “Wouldn’t you agree that the best time to prepare yourself for the next step up is before you’re in that position? After all, I don’t want you to play a costly game of ‘amateur hour’ with our people. Learn about management before you’re a manager. And while you’re at it, show me that you can manage your own time, your own emotions, character choices, and discipline now, in the position you’re currently in. Because, if you cannot manage yourself, how do you expect me to give you an opportunity to manage others?”

By THE BOOK Blessing

The first obligation of a leader is to grow. The process should start before you’re in an official leadership position and continue for a lifetime once you’re there.

By THE BOOK Lesson in Leadership

David Led Before He Had a Title

Historians estimate that David was a teenager when he fought Goliath. The Bible describes him as a “youth” when he decides to fight Goliath. He was willing to take action while King Saul and his professional soldiers quaked in their sandals as Goliath left his Philistine camp for 40 straight days to taunt the Israelis and challenge them to fight him. While others uttered excuses, David offered a solution. This is what leaders do. They begin thinking and acting like leaders before they’re in a leadership position. And if they are already in a leadership position, they’ll begin thinking and acting like the person who is in the next higher position to which they aspire would think and act.

If you want to own the company you work for, begin to think and act like an owner would think and act, even if you’re currently sweeping floors and cleaning toilets. Allow me to relate a brief example of how this mindset works in the business arena.

While being given a tour of his operations by the CEO of a $300 million retail organization who had worked his way into ownership from the ground floor, I noticed that he’d stop, stoop, and scoop up every piece of trash in his path. When he noticed my amusement with his meticulous housekeeping he explained, “Most people think that I pick up the trash on this property because I own the company. What they don’t realize is that I own the company because I’ve had a mindset from the day I started here that has never allowed me to walk past a piece of trash on this property without picking it up.”

In some regards, not much has changed since the time of David. The largest corporations in the world emulate the Israeli army and King Saul by recognizing that their version of Goliath is a problem, but they take no action against the problem. A key aspect of leadership mandates that you move beyond problem-finding to solution-providing. In fact, a key difference between winners and whiners in any organization is that, although both groups point out problems and areas for improvement, the winners will also offer and implement remedies.

A second lesson we can learn from David’s emergence as a leader is that he combated Goliath with more than just a great attitude as he repeated affirmations or by displaying the power of positive thinking. While all of these can add value, they are not a substitute for preparation and execution. Perhaps the most telling aspect of this well-known story is found in 1 Samuel 17:40, where THE BOOK reports that, before facing the giant, David stopped by a brook and chose five smooth stones for battle. He didn’t know if he’d need one or five; it was also rumored that Goliath had four brothers. Either way, he was ready! As a leader, you are expected to maintain a positive outlook and to maintain a healthy attitude. These are givens. A more relevant question becomes, “Do you have your five stones?” Have you prepared for the Goliath you’re facing in the marketplace? Are you merely a wishful thinker, or have you earned the right to be legitimately optimistic by building a foundation under your organization that guarantees success?

By THE BOOK Blessing

The difference between optimism and wishful thinking is preparation! You must earn the right to be truly optimistic. A goal without a plan is mere hype.

Critical Success Factor #2: David Honored the Leader Above Him

An important aspect of leadership is being able to lead up. This means that you add value to, positively influence, and publicly support your leader. Leading up also requires that you don’t try to change your leader. Rather, help him or her shore up their weaknesses by assuming duties that make both you and your leader more valuable. Honoring the leader above you is easier when the leader is moral, decent, and competent. But what if he or she is selfish, insecure, and filled with character flaws? Learn from David and his relationship with Saul.

By THE BOOK Blessing

Lead up well and you will move up fast.

King Saul’s disobedience had caused God to instruct the prophet Samuel to anoint David as the next king of Israel, even while Saul was still reigning! In fact, David wouldn’t assume the role of king for an estimated 15 years after he was anointed. During that time, he was intensely loyal to a jealous king who knew that his disfavor with God had numbered his days in power. As a result, and despite David’s loyalty, Saul sought to kill him. Ironically, during Saul’s quest to eliminate his rival, David had the opportunity to twice kill Saul, but would not do it because he believed that his decision, while expedient, would not be in alignment with God’s will. David resolved that he would not take it upon himself to replace what God had put into place. Rather, he waited for God to dispense of Saul before fulfilling his destiny. In due time, God did His part, and David became the greatest king of Israel.

By THE BOOK Lesson in Leadership

Lead Up with Honor

You honor the leader above you by being publicly loyal to him or her, while confronting differences privately. You look for ways to make him or her look good. You volunteer to take on tasks that may not be within his or her strength zone, but are a better fit for your own abilities. You refrain from gossip and never conduct an “If I were in charge around here” conversation with subordinates. Even if you do not like the person, you respect his or her position and authority over you. If your leader performs illegal acts, then you must leave the organization. As Paul warned the Corinthians, “evil company corrupts good habits” (1 Corinthians 15:33). Trust God to deal with the person and to elevate you to a better place, either within or outside of the organization you’re already in. Continuing to work for a corrupt leader because you profess that you want to change him or her is merely a rationalization for doing what is temporarily convenient rather than what is morally correct. Don’t kid yourself; you can change yourself but you cannot change another human being.

Paul reinforced Dav...

Table of contents

• Cover
• Contents
• Praise for How to Run Your Business by THE BOOK
• Title
• Dedication
• Copyright
• Foreword
• Preface
• Acknowledgments
• Introduction
• Chapter 1: A Six-Pack of Principles from a King and the King
• Chapter 2: Four Mandates to Maximize Your Time
• Chapter 3: How to Overcome the Number One Cause of Management Failure
• Chapter 4: Five Steps to Build a Rock Solid Character
• Chapter 5: The “High Five” Principles to Elevate Your People Skills
• Chapter 6: Four Keys to Create Life-Work Balance
• Chapter 7: How to Manage Your Money by THE BOOK
• Chapter 8: Four Steps to Build Your Team by THE BOOK
• Chapter 9: How to Lead Through Crisis
• Appendix: Quick Scriptural Reference Guide by THE BOOK
• Notes
• References
• About the Author
• Index