LEADERSHIPFOR TODAY’S

MARKETPLACE

Leadership Edit ionF a l l 2 0 1 6

V o l u m e X X I X

N u m b e r T h r e e

marketplacec h a p l a i n s c a r i n g f o r e m p l o y e e s s i n c e 1 9 8 4

c o n t e n t s

Marketplace is the magazine for Marketplace Ministries Inc., a non-profit, nondenominational Christian organization whose goal is to care for people in the workplace.

Marketplace Ministries is able to operate because of the tax-deductible contributions made by people like you. In addition to letting you know how the ministry is progressing, Marketplace Ministries wants to thank you for enabling us to continue to care for people in the marketplace.

Doug FagerstromExecutive President and CEO

HOW TO REACH US

National Care Center 972-941-4400 Toll-Free 800-775-7657 Fax 972-578-5754

INTERNET ADDRESSES

E-MAIL ADDRESSMarketplaceministries@mchapusa.com

WEB SITESwww.mchapusa.com

www.marketplaceministries.comwww.seniorlivingchaplains.com

MARKETPLACE CHAPLAINS OFFICE INFORMATION2001 W. Plano Parkway, Suite 3200

Plano, TX 75075972-941-4400

George CotterPresident Marketplace Chaplains USA

Shane SatterfieldExecutive Vice President of Divisional Operations

Jim TereschukExecutive Vice President of Major Companies

MARKETPLACE CHAPLAINS INTERNATIONAL US OFFICE C.G. Maclin

President International Services 2001 W. Plano Parkway, Suite 3200

Plano, TX 75075972-941-4400

EDITORIAL STAFFExecutive Editor

Art Stricklin

Art DirectorDennis Davidson

Marketplace is a publication of Marketplace Ministries.Comments and questions are welcome.

Direct inquiries to:Art Stricklin

Vice President of Public Relations2001 W. Plano Parkway, Suite 3200

Plano, TX 75075972-941-4400

marketplacechaplains caring for employees since 1984

MISSION STATEMENTMarketplace Ministries exists to share God’s love in the

workplace by providing an employee care service through Chaplain Teams.

Governing Board William R. Thomas, IIIChairman

Ed BonneauDoug Fagerstrom Casey Gurganus Neal Jeffrey, Jr.Calvin McKaig, MDAndy Nace Phil Swatzell

Foundation BoardGil A. StricklinChairman & CEO

Ed BonneauDan FarellKyle HearonMark LovvornCalvin McKaig, MDRay PaceO.R. “Butch” Smith

Tom FreetChairman

Jack AllenPat BeckhamCarl BolinOs ChrismanLouis ColeBill CrockerSam ForesterGary GoldenBruce GranthamJerry HalcombPatrick HamnerJim Harris

Ben MarchNelson McKinneyPhil McKinzieBob OsburnRay PaceTed RainesDel Rogers, Sr.Bo SextonAnn SneedKen Stohner, Jr.Ann StricklinCharles Tandy, MDGreg TerrellJames WilliamsonJerry Wilson

——— Advisory Council ———

A publication of Marketplace Ministries – Marketplace Chaplains

ON THE COVER:

Leadership for Today’s Marketplace

3

6 12

25 32

1

2Grace and Peace from Our President

Dr. Doug Fagerstrom, Executive President & Chief Executive Officer

3 Leadership Forum

Five Marketplace Chaplains Company Leaders share their views and their vision of leadership in the thought-provoking and fascinating Question and Answer session.

8Bill Lovette on Crossing the River

Pilgrim’s CEO Bill Lovette shares his leadership principles which have led his company to success.

11Embracing Change

Executive President & CEO Doug Fagerstrom talks about embracing change in our organization and yours.

12The Story of God Making One Man His Mighty Business Leader

Dallas CEO Kim Pedersen talks about his path to Christian leadership from humble beginnings to Godly success.

18Young Millennials: How Leadership is Different Today

Godly Words of Wisdom from today’s marketplace young leaders on their style for a new decade.

20Differences in International Leadership — One Size Does Not Fit All

Vice President of International Services C.G. Maclin talks with international Marketplace leaders about the differences in leadership styles required in overseas workplaces.

25Praying for Leaders: That They Be Leaders for God

Words of Godly Wisdom from longtime prayer warrior Jim McManus.

26New Things

Marketplace Chaplains USA President George Cotter explains new leadership roles for many new and long-time chaplains to help them serve better in the marketplace.

32God and Ministry Seeking

Godly Leaders in Generous Giving Marketplace Foundation Chairman Gil A. Stricklin on looking for Godly and

Giving leadership in today’s marketplace.

Back CoverLeading the Way with Christmas Greetings

Praying for a wonderful and meaningful Christmas and New Year from all of us at Marketplace Chaplains.

Leadership Edit ionF a l l 2 0 1 6

V o l u m e X X I X

N u m b e r T h r e e

2

When I mention the

names Blanchard, Col-

lins, Covey, Lencioni

or Powell, what is your

first thought? I hope it

is “Leadership.” Each one of these authors and

communicators has made significant contri-

butions to the adventurous art and strategic

science of leadership from biblical perspec-

tives and best-practices. This edition of Mar-

ketplace is all about leadership. The stories

you read from our staff team will usher you

into the colorful lives and individual styles

of many leaders in our movement. They will

help transform your thinking on solid leader-

ship principles. They will speak to your soul

on how to lead “God’s way.”

The numerous volumes of leadership

ideas and constructs is beyond measure. The

topics range from a person’s calling to charac-

ter to compassion to competency to chemistry

(thank you Bill Hybels) to courage to commu-

nication to celebration, and more. The list is

long. The overwhelming subject of leadership

gets complicated. Writing a short article on

this vast discipline is a bit overwhelming.

My lifelong mentor, Leith Anderson, ar-

ticulated, “Leadership gets the job done.” That

is the clearest and simplest definition of what

leadership does. I like that. It is a great truth to

consider. But, here are just a few of the vari-

ables most every leader needs to consider to

get the job done:

• Bringing everyone into alignment on the

mission of the organization.

• Considering the needs of every employee,

while maximizing everyone’s role in the or-

ganization.

• Making strategic changes and adjustments

to arrive at agreed missional results.

• Realizing ideas and dreams are a dime-a-

dozen while developing a clear compelling

vision.

• Believing strategies are driven by data, then

finding the best, most comprehensive data.

• Understanding goals need accountability

and discipline, fueled by unending passion.

• Being uncompromisingly committed to

God on the throne of one’s life and work.

Whew, that short list is a lot to consider

and keep straight. That is why leaders need

God and godly people.

Let me add one more name to my list

of leadership gurus, Charles H. Spurgeon,

the famous Prince of Preachers. Perceived as

a preacher and not a leader, Spurgeon led his

London congregation and a nineteenth cen-

tury evangelistic movement with great lead-

ership skill and a tenacious resolve to “get the

(spiritual) job done.” In the book, Spurgeon on

Leadership, the preacher’s deep rich insights

deliver scores of quotable quotes. Here is one

for the leader, “Let us aspire to saintliness of

spirit and character. I am persuaded that the

greatest power (influence) we can get over our

fellow-men (and women) is the power which

comes of consecration and holiness.” Spurgeon

is saying character must take a front seat in the

leader’s life, marked by godliness.

My seminary president, Vernon Grounds

at Denver Seminary, defined godliness as, “The

quality of my life; that when other people look

at me, they think of God.” That is what Spur-

geon meant by “saintliness of spirit and char-

acter.” If a Christian leader is not perceived as

a godly person, there is marvelous room for

growth. A godly leader simply tells the truth,

speaks well of all others, loves all people, reads

the Bible and prays. One might, say, “That is a

tall order.” Indeed. If you find a short cut, let

me know.

Christian leaders need God and each oth-

er to get the job done. They are godly men and

women who show and share Jesus. It doesn’t

need to be any more complicated than that.

Rejoicing,

Doug FagerstromExecutive President and CEO

Grace and Peace—from the heart of our president

“Let us aspire to saintliness of spirit and character. I am persuaded that the greatest power (influence) we can get over our fellow-men (and women) is the power which comes of consecration and holiness.”

3

feature story

This edition of the Marketplace magazine focuses on

Leadership. To obtain a front-line, real-world perspec-

tive, a list of questions on leadership issues, qualities,

best practices and foundational beliefs about leader-

ship was proposed to current company leaders engaged

with a Chaplain Care Team from Marketplace Chaplains.

These leaders were selected from different industries, lead

differing sizes of companies and are located in different parts of

the country and Canada. Their insights and answers reveal a com-

mon, recurring theme: that leadership is really all about people.

Just as Jesus was focused on people, our chaplains are focused on

people at work—employees and their family members.

Whether you lead a company, an organization, a family, a

classroom, a community, a division or an office, we all can learn

essential leadership skills from others. Proverbs 27:17 tells us “As

iron sharpens iron, so one man sharpens another.” Reading and

applying the wisdom from the leaders in this article should prove

beneficial to the group you are called to lead. We want to thank

each of the contributors to this panel discussion for sharing their

time, insights, best practices and wisdom.

LEADERSHIP FORUM

As iron sharpens iron, so one man

sharpens another.

B Y J A S O N B R O W NCHIEF MARKETING OFFICER

❝

❞P R O V E R B S 2 7 : 1 7

LEADERSHIP4

LV HANSON• Director of Culture & Leadership

Development

HARBRO (Emergency services & restoration)

Signal Hills, CA

LEADERSHIP FORUM

JIM EMME• CEO

NOW Health Group (Natural products)

Bloomingdale, IL

.

RANDY HASSEN• President of Hotel Management

McKibbon Hospitality (Hotel development & management)

Tampa, FL

TOGIE MIKAEGGUM• Director of Human Resources, Payroll

DeRosa Corporation (Family restaurants)

Wauwatosa, WI

BRAD PELSUE• CEO

T A Pelsue Company (Mobile equipment & vehicle upfitting)

Englewood, CO

LEADERSHIP5

➊ Are leaders born, can they be developed over time? Can anyone become a great leader?

LV HANSON: The greatest leaders are ser-

vants. Humility and vulnerability are core to

high level leadership, so anyone with the ca-

pacity to think beyond themselves and fight

for the highest possible good of those they

serve can become great leaders. Leaders are not

born, they are cultivated through the fire of

self-awareness and service.

RANDY HASSEN: I believe leadership is a

process of continuous development over time.

Great leaders evolve and adapt to an ever-

changing workplace.

JIM EMME: I believe that the Lord does give

some people the gifts to help them down the

path of being natural leaders, such as well-

grounded loving parents who teach their

children right from wrong during their for-

mative years. I also believe—from my own ex-

perience—that leaders can be developed over

time, so long as they are willing to seek to learn,

while serving others. The blessing of being ex-

posed to great mentors can also make a huge

difference in becoming a successful leader.

➋ Is your leadership style personality or process driven?

LV HANSON: I try to adapt my leadership

style to the person or team I’m leading. We use

the Myers-Briggs Type Indicator (MBTI) as-

sessment test as a leadership tool which gives

insight on other people’s preferences. For those

who have a preference for relational harmony

and core values, I will adapt my leadership style

towards personality. For those who have a pref-

erence for structure and order, I will adapt my

leadership style towards process.

TOGIE MIKAEGGUM: There are many suc-

cessful styles of leadership, while my own per-

sonal style clearly tips the scales to personality

driven. Being able to adapt to process-driven

methods when it fits the situation is necessary

and, in my opinion, much easier than person-

ality driven. If you don’t have the personal-

ity that makes people even care what you say,

nothing you say will matter anyway. Because,

no one will be listening. Given a successful

process-driven list of actions, a much greater

percent of the population could achieve that

level of leadership success.

JIM EMME: Some of both. I am a scientist

by training, and have worked on many engi-

neering projects in my career, so process is

important to me. That said, I believe that to

be an effective leader, one must be an effective

communicator. The most important aspect

of communications is the ability to listen and

understand the needs of others in the business

environment. The behavior of a great leader

is important, so the actions of a leader truly

reflect their character, and good character be-

haviors help to build trust with those one is

leading.

➌ What percentage should you adapt your style to the people you are leading and what percentage should they try to adapt?

LV HANSON: The Golden Rule says, “Treat

others the way you want to be treated.” We try

to adopt the Platinum Rule, “Treat others the

way they want to be treated.” Adapt leadership

to the people you serve.

TOGIE MIKAEGGUM: You should adapt

100% of the time, BUT only when you are

not compromising your beliefs and your stan-

dards. How you deliver a message is only suc-

cessful if you deliver it to your audience in a

way that they understand. So you have to adapt

to every audience. I do not address students

the same way that I might address a group of

seasoned managers/leaders. Once you have

addressed any group of individuals that you

are the leader of, and you have outlined your

process plan, then those individuals will decide

if they will adapt to you as the leader and the

agenda you have set forth. If not they will move

on, on their own.

BRAD PELSUE: 100% and 100%. Every-

body must work at it.

LEADERSHIP6

➍ How has your leadership style changed over time?

LV HANSON: My leadership style is con-

stantly changing and evolving based on my

growth and self-awareness. The more aware I

am of my strengths, weaknesses, and potential

landmines, the more my leadership matures.

It’s never static, I’m either growing and matur-

ing or shrinking back into short-sighted self-

ishness.

RANDY HASSEN: I have become more col-

laborative and look to my team to fully under-

stand their opinions before making a decision

that impacts our company.

JIM EMME: I am much more patient and

empathetic to my teams than I was earlier in

my career. I started with more of a driving style

and have learned to be more of an influencer

than a driver in my leadership approach.

➎ How do you apply Servant Leadership principles in your areas of influence?

LV HANSON: The term “servant leadership”

seems redundant to me. A true leader must be

a servant, so there is no distinction. That would

be like saying wet water.

RANDY HASSEN: I try to apply “The Gold-

en Rule” in every situation. In my 25 years

with McKibbon Hospitality, the company has

maintained its core culture of serving others

and giving back to the community.

JIM EMME: I take the time to understand the

perspective of others, be they associates in our

company, vendors, or customers. This to me is

a key part of the listening aspect of communi-

cation. I try to be authentic and honestly forth-

coming with the other person, with the intent

of meeting their needs in a way that best serves

the organization. My journey with Christ has

helped me a great deal in this area. Leading in

service to the Lord fully supports this style in

my view.

➏ What were some of the best lessons you learned from some of your leadership mistakes?

LV HANSON: First, my immediate reaction

is rarely the healthiest. I must stop, breathe,

wait, seek counsel, and then respond. Leaders

respond, others react. Second, self-awareness is

the anchor for leadership development. What I

want to see in others must first be true in me.

JIM EMME: The main one is that I used to

be impatient with others who were struggling

with decisions and once felt compelled to by-

pass them and just make a decision myself. I

soon realized that this is a mistake because

those people did not want to work with me

on any future projects. It made me realize how

disrespectful I was to them and to the entire

team. It was a good lesson for me, and I have

not forgotten it in nearly 30 years.

BRAD PELSUE: Get input, then, when you

have decided, don’t ask your staff to offer sec-

ond guesses.

LEADERSHIP FORUM

LEADERSHIP7

➐ Do you anticipate or have you already made some changes as to how you lead the millennial workforce?

RANDY HASSEN: We are moving into our

new office and have incorporated design ele-

ments that will help attract and retain top-tier

talent. The office will look and feel more like a

coffee house than a corporate office with natu-

ral and reclaimed materials. We will have a

dedicated training room, tons of natural light,

lots of flex-space, very open and collaborative

and stand-up workstations for everyone.

TOGIE MIKAEGGUM: Every time I see this

phrase I chuckle. The adjective for millennial

translates as “denoting or relating to a period

of a thousand years.” The point being, millen-

nials are people too. For leaders, stay the course,

your faith, your values, your servant leadership

principles. Our grandparents said the same

things about our generation that we say about

the next generations, and their grandparents

before them and so on. We allow the media

to label us, and then feel that we have to use

the label and force ourselves to “understand.”

Millennial has already been replaced by Gen Z.

Last I looked, they were people too. We need

more leaders to get off this labeling merry-go-

round. Keep it simple. The best thing a great

leader can do is to live a message of faith and

hope for all humanity.

JIM EMME: Most certainly. I am blessed with

a wonderful millennial daughter who has been

a great mentor to me in learning more about

the communication styles and expectations

of her fellow millennials. I find this age group

to be very effective at supporting a team and

a company, but oftentimes in ways we older

folks don’t understand. It’s been a great learn-

ing opportunity for me as a leader.

➑ Who are some Biblical and other leaders who have influenced you the most?

TOGIE MIKAEGGUM: Learning about

Noah, doing the right thing, when all others

were not. It is easy to fall in with the crowd and

say, “But everyone is doing it,” but right is right,

even if you are the only one doing it. Noah

was a great steward and leader in this man-

ner. Learning about Esther, the young Jewish

orphan girl who spent her life among the Jews

exiled in Persia, but would become Queen.

Then by listening and using only words to con-

vince the King to save the Jews from his order

of general extermination of all the Jews within

the empire. Esther is a model for successful

leadership of persuading those who have pow-

er over them.

JIM EMME: My Lord and Savior Jesus Christ,

who gave us the gift of The Golden Rule. I of-

ten quote The Golden Rule in our workplace.

It resonates well with Christians and people of

all faiths. Doing the right things for the right

reasons is one of my key operating tenets at

our company. There have been times when I

think of the challenges of Moses. Sometimes it

can seem as if some people are just not happy

with their circumstances, including just not

being grateful. There is some level of comfort

in realizing that Moses went through way more

difficult challenges of a similar nature, and that

he was much older than I am. I continue to

learn that I need to trust in the Lord and sur-

render the difficult things to Him.

Therefore, whatever you want men to do to you, do also to them.

❝

❞M A T T H E W 7 : 1 2

8

What river-crossing initiatives is God calling you

to lead in your business or organization? Can

or should biblical principles form and/or drive

your strategy?

Dozens of Denver-area Christian busi-

ness leaders recently gathered at Common Pursuit, an event sponsored

by Kingdom Way Ministries, to consider those questions. They were

given practical insight as they listened attentively to Bill Lovette, CEO

of Pilgrim’s Corp (majority owned by JBS) of Greeley, Colorado, as he

spoke on “Crossing the River.” Bill shared some of his personal story and

conveyed five principles based on Joshua 1 that formed the strategic plan

that brought Pilgrim’s from bankruptcy in 2011 to over $8 billion in sales

at the end of 2015 under his leadership.

Bill began by reminding the leaders that throughout recorded his-

tory many leaders have been tapped to take charge of a team with the

expectation to achieve ambitious goals. He informed them that these

teams can include a company, division of a company, a nonprofit or any

organization which includes people.

No matter the type of team, it is of critical importance for the ap-

pointed leader to ensure the team members have a clear understanding

BILL LOVETTE

B I L L L O V E T T E O N

“Crossing River”B Y J I M T E R E S C H U KEXECUTIVE VICE PRESIDENT – MAJOR COMPANIES

the

Pilgrim’s ® is a worldwide leader in quality

fresh, fully-cooked, ready-to-cook and

individually frozen chicken products en-

joyed by millions of customers around

the globe.

9

of “where they are expected to go” and “how” the leadership team expects

them to “get there.” Bill instructed that, “The ‘where’ represents the lead-

er’s vision, whereas the ‘how to get there’ represents the team’s strategy.

Vision and strategy are key principles that have been used for centuries

and by virtually all types of organizations to achieve goals.”

Bill had the leaders consider the task at hand when Moses died and

God spoke to Joshua, “Moses my servant is dead; now therefore arise,

cross the Jordan, you and all this people, to the land which I am giving

to them, to the sons of Israel” (New American Standard Bible, Josh. 1:2).

“This vision of Israel, assuming the gift which God had promised

to Abraham and then Moses, was being passed to Joshua for the final leg

of the journey. It was up to Joshua and his leadership team to follow the

strategy laid out by God in crossing the Jordan River and occupying the

land which had been promised to their ancestors,” Bill stated.

Lovette instructed the gathering of current day leaders that they

could use this same model employed by Joshua to successfully lead their

organizations to achieve their goals and objectives. “In fact,” Bill related,

“January 3, 2011, is when our current leadership team at Pilgrim’s Pride

Corp. (PPC) began implementing this model in an effort to move the

company from the emergence of bankruptcy to one of our industry’s top

performers financially. From the beginning of 2011 to mid-2016, PPC

has delivered to its shareholders approximately $6.8 billion in incremen-

tal value.”

Bill next shared the HOW. He stated, “The vision delivered to the

team in January 2011 was ‘To become the Best Managed and Most Re-

spected Company in our industry’ and the strategy was developed and

delivered by April of the same year.” Bill next gave the pillars of the strate-

gy they implemented as: “1) Become a more valuable partner to our KEY

customers, 2) Relentless Pursuit of Operational Excellence and

“ It was up to Joshua and his leader-

ship team to follow the strategy laid

out by God in crossing the Jordan River

and occupying the Land which had

been promised to their ancestors.”

10

3) Grow our value-added exports. He stressed that, “These pillars rest

upon a foundation which depends on the healthy attitudes of our PEO-

PLE accepting Ownership and Accountability for their areas of responsi-

bility within the company.”

Bill then instructed the leaders, “God’s vision and strategy, carried

out by Joshua and his leadership team, contained five key components

which accounted for delivering success. In similar fashion, our vision and

strategy at PPC contained those same five components.”

“Any successful strategy must be grounded by its ANCHOR! Joshua

1:3 serves as the anchor and God’s vision for Joshua as God is reinforcing

His promise back through Moses.

Likewise, our foundation or AN-

CHOR at PPC lies within our vi-

sion, ‘To become THE BEST…,’”

Bill stated.

Second, Bill pointed out, “An

effective strategy will clearly call out

an ACTION or set of ACTIONS.

In Joshua 1:2, ‘Cross the Jordan’

was the action which Joshua was to

undertake in order to fulfill God’s

plan. Our call to ACTION at PPC

clearly begins with our ‘Relentless Pursuit of Operational Excellence.’”

The third point Bill enumerated as, “Identifying an OUTCOME as

key in order for a team to stay motivated while executing a strategy. The

OUTCOME of God’s promise to Israel is outlined in describing the ter-

ritorial boundaries of the land promised in verse four, chapter one of the

book of Joshua. Our outcome at PPC lies within our vision statement,

‘To become the BEST Managed and MOST Respected Company in our

industry.’”

Bill stated that his fourth point was, “Critical to the success of a

strategy. It must CONNECT EMOTIONALLY to those responsible for

its execution. God CONNECTS EMOTIONALLY to Joshua and His

people in Joshua 1:6 as He directs him to be strong and courageous

and most importantly to rely on his faith in God’s promise. Our EMO-

TIONAL CONNECTION within our vision and strategy is found in our

handing over ownership and accountability as deep as possible within

our team of 40,000.”

“Finally,” Bill pointed out, “a sound and successful vision and strat-

egy must show clear and strong IMPACT in order to be effective. In verse

11 of chapter one of the book of Joshua, God is very direct as to identify

the next step in Joshua’s journey. Without providing exact details, our

IMPACT step for our vision and strategy takes place in the manner in

which we measure individual and

team performance. We always en-

sure the metrics are directly tied to

our vision or one of our strategy

pillars.” Bill continued, “There’s no

better way to connect the IMPACT

than to make it a part of a financial

incentive reward. But, it is also of

critical importance that any finan-

cial rewards be recognized within

the context of our vision and strat-

egy. This is how we keep our team

pointed to our ultimate destination of ‘Becoming the Best Managed and

Most Respected Company in our Industry.’”

Bill ended by reminding the group that the model for an effective

vision and strategy has been around for centuries and, “While much re-

search, writing and teaching continues in the area of organizational ef-

fectiveness, we chose to look no further than God’s Word to find our

model.”

William W. Lovette joined Pilgrim’s Pride as Chief Executive Officer and President in 2011. He brings more than 30 years of industry leadership experience to Pilgrim’s. Mr. Lovette earned a B.S. degree from Texas A&M University. In addition, he is a graduate of Harvard Business School’s Advanced Management Program.

“ While much research, writing

and teaching continues in the area

of organizational effectiveness, we

chose to look no further than God’s

Word to find our model.”

11

The word “change” evokes a lot of

emotion. Some love it. Some run

away from it. Others have anxiety

attacks, and some people just find

it unnecessary. The old adage au-

tomatically repeats itself, “Nothing grows without

change.” Change does not need to be avoided or

feared. It is not a disease. It is not the enemy. It is resi-

dent within and about us. It is here to stay.

When we acknowledge God as the source of

all good change, embracing change can be a cel-

ebrative experience. God’s change

is transformational (Greek verb,

metamorphoo, see Romans 12:2).

His change is complete and super-

natural. We cannot reproduce the

dynamic changes only God makes.

We cannot change people. Only God

does that. God says, “Let me (God)

change you as I have designed, don’t

try to change yourself.”

However, when we read the text more care-

fully, we make a wonderful discovery; we have a

role in transformational change. In Romans 12:1-2,

God instructs us to not live like the world, but sacri-

fice ourselves to Godlike service and make sure our

minds are renewed by thinking about the things that

matter most to God. When we do that, we become

recipients of God-size change, powerful and eternal.

That is the change I want in my life and what I desire

for Marketplace Chaplains.

So, how does a leader bring about transforma-

tional change, both internal and external? How does

he or she become a change agent in partnership with

Almighty God? From the short text above, here are

God’s three suggestions to set the stage for deep indi-

vidual and organizational change.

First of all, sacrificially present your life, work

and ministry to God (Romans 12:1 “Present… as liv-

ing sacrifices…”). Translated: Try to give more away

before trying to get more back. We can all start by

acknowledging our workplace belongs to God. We

don’t get to say, “This is my company.” It belongs to

God, 100%. When that is resolved, we are able to be

generous and even become sacrificial.

We can learn to generously give to employees

and outside vendors without worry or fear that there

is something to lose. Marketplace Chaplains belongs

to God and he will make sure it accomplishes His

purposes with His resources. When we pray, exer-

cise faith, develop a generosity culture, treat people

kindly and put in place the kind of work ethic we

find in Proverbs and the Epistles (living responsibly

and biblically), God is able to begin the transforma-

tion process. People begin to see us as givers and not

takers. But, that is not all there is…

Second, make every attempt not to just follow

the cultural trends of the day (Romans 12:2, “…not

conformed to the pattern of this world…”). When

we behave like the culture, we tend to miss out on

the radical changes God wants to affect. God is not

saying, don’t engage in good or best practices. He is

saying, make sure every practice is found within the

pages of scripture. Best business practices are most

often biblical ideas, like: being honest, fair, working

as a team, not being harsh, proud or boastful. The in-

terrogative becomes this, “Do I copy current cultural

practices as the easy way, or am I willing to live by

faith with God-centered convictions, even if they are

a total departure from current business practices?”

When I believe I can courageously stand apart

with biblical convictions, I am setting the stage for

transformational change—God-sized changes. But,

there is one more thing God says…

Renew your mind. The biblical

text implores us toward new ways of

thinking. The old way of thinking is

what we learned from our personal

history and the culture; some good,

some not so good. I need the disci-

pline to reject old carnal habits and

thoughts to think “God’s way.” So,

how do we do that?

Number one, know what God thinks. To best

do that, calendar a daily appointment with God to

learn how he thinks. During that time, read the Bible.

It will inform you to know the mind of God. Then,

pray. Make time to ask God for clarity to know your

daily leadership role. I am confident you will be de-

lightfully surprised what God reveals to you. Lastly,

seek wisdom from above. Godly wisdom is “seeing

as God sees.” Discover heaven’s perspective on every-

thing. That is what a renewed mind does. Now, God is

able to introduce transformational change.

So, let’s embrace God’s changes together. Let’s

generously give our organizations to God and oth-

ers, not worrying what other people think. Seek the

mind of Jesus each and every day. Then, get ready for

something “big” to happen.

B Y D O U G F A G E R S T R O MEXECUTIVE PRESIDENT & CEO

Every organization is going to change – it must – if it is going to survive

and prosper. Rather than banging your head against the wall of hard reality

or bruising the spirits of everyone around you by going through sleepless

nights with ineffective self-made changes, let go, let God make the changes

he has in mind. Find out what he has in mind, then sacrificially give yourself

to him and embrace God-sized change. Then, rest and celebrate!

Embracing Change…What a Leader Can Do to Bring Effective Change

I come from a non-Christian family. There were five

kids in the family; my mom and dad stayed togeth-

er. When I was two years old, my father was in the

trunk of his brand new car. He never had a brand

new car before. He was wiring up the speaker in the

middle of the deck. The car was running. My mother brings

me out, at two years old, and puts me in the car. My father

asks, “What’s going on here? Hey Angie, what are you do-

ing?” “Well, I put Kim in there; I want you to watch him.”

He couldn’t get out of the car fast enough. I put the car in

gear and drove through the carport and over two bicycles.

That was my first car accident; by the time I was eighteen

years old, I had eighteen car accidents. That branded me in

the family; it really started right there. Dennis the Menace,

I was called by my siblings I don’t know how many times.

In the fourth grade, when I got my report card, I re-

member walking home holding it in my hand. It was rain-

ing, and I was keeping it dry. I knew it was a good report

card; it had C’s and B’s on it. I couldn’t wait to show my

dad my report card. I came into the house and gave it to

him. I don’t know what happened to my dad that day, but

he threw it on the table and said, “Well, you will never be

able to do it again, because you are stupid.” I love my dad,

but I checked out academically from there on. I was not

only beat up all the time, but I was also ridiculed because I

just checked out. I failed at everything. Fast forward, I did

graduate from high school. I understand they graduated

me because they did not want me back.

The Story of God Making One Man His Mighty Business Leader

12

T H E T E S T I M O N Y O F K I M P E D E R S E NPresident of 1000bulbs.com, PLT Imports Company and Texas Electrical

I played chess pretty well. One evening,

I found myself in a trailer park playing chess

with a guy I did not know. I whipped him in

just a couple of moves. Checkmate. I thought,

“This guy doesn’t know how to play.” I tried the

same moves again in the second game, and I

whipped him again. He made some ridiculous

excuse for losing and pulled out some mari-

juana. I freaked out. My two friends were with

me, and I didn’t want anything to do with this.

So I thought, ‘Ok, I’m very scared.’ It got passed

around to me. The pressure was unbelievable

to try it, and I did, twice. That drug opened

a different door for me. I lost twelve years of

my life to it. Twelve years, gone. So I not only

felt useless before, but now I was useless and

drugged morning, noon, and night on mari-

juana.

I started selling lightbulbs door-to-door

because it was easy work. You knock on a door,

“You want to buy a lightbulb? You use them,

don’t you? One burns out, I’ll sell you another

one.” It just seemed right for me. I had to hear

twenty-eight times a day people say, “You can’t

make any money at that, can you? Get out of

here; I don’t want to talk to you.” Twenty-eight

times a day. If I knocked on thirty doors, I could

get two people to say, “Yes.” So, I kept on selling

light bulbs. Mind you, I was still drugged up.

So there I was, selling lightbulbs and failing at

it, failing everything, even my marriage. I just

couldn’t keep it together; I had no support.

I moved to Dallas, the Bible Belt, and I

started being influenced. I was brought up in

Omaha, Nebraska; I wasn’t around Christians

at all. I remember one day going into a tele-

phone booth in Greenville, Texas. I had to call

my boss and tell him how miserable of a day

and week I had. There was a little yellow card in

that booth with John 3:16 on it, and I grabbed

it. It got me. One day I called on a church to sell

them lightbulbs. I watched different religious

programs on TV to motivate me and Charles

Stanley was one. His message that morning

was entitled something like, “Good Men Go to

Hell.” That was kind of strange. Later, I went

to this church to sell them lightbulbs. They

bought six lightbulbs from me. I asked them

about the card I found in the phone booth.

The man’s name was Bro Bob Witten. Do I

call this guy, “Bro?” I didn’t know it was short

for Brother, so I said, “Reverend, how could

good men go to Hell?” He gave me The Roman

Road; I was shattered. I told him, “How come

no one has ever told me that before?” We talked

for four hours that afternoon.

I didn’t want to leave. He told me if I get

in a car accident and die, I would go to hell if

I did not accept Christ as Savior. I didn’t really

get it at that point. But, going home I knew I

wanted to tell my wife Patsy, “I want to go to

church this Sunday.” I was using every mirror

driving six blocks home. I remember I was

white knuckled. If you have been in eighteen

car accidents, you typically don’t care. So I went

home and told her we were going to church.

It was scary, going in those church doors.

The first sermon we heard was Jesus on His

knees washing feet. I totally understood it; these

people did not care about what He said was go-

ing to happen to Him. That blew me away. The

following Sunday I went back again. I wanted

more. In the garden his best friends slept; that

blew me away. Next Sunday, the cross. I turned

to my wife and said, “I need Him as my Savior,

what do I do?” We sat in the front; I don’t know

why I was in the front. She said, “You have to

go up there and tell them.” We are all standing

up and the Pastor is in an altar call. He is talk-

ing while we are singing. She said, “Go up there

and tell him you want to accept…” I interrupt-

ed, “What if I go up there and look behind me

and see all these people who are going to know

I’m a sinner?” She said, “They already know.” I

asked, “How do they know?! Who told them?!”

It didn’t matter; I had to go up.

I accepted Jesus as my Savior that day. I

asked the pastor, “What do I do now?” He said,

“You have to be baptized.” I asked, “Can I be

baptized tonight?” and I was. Days later I im-

mersed myself in the Word of God. I didn’t

need marijuana anymore; I was off of it.

Morning, noon, and night I was in the Word. I

am still in the Word every morning.

Then, the company I worked for on

straight commission was going out of busi-

ness. I knew God was telling me to start my

own business, but it was going to be difficult.

I got into the Word of God and was educated.

I got into Proverbs over and over. Someone

told me Proverbs would be good for business.

I read it every day. Now, I own three compa-

nies: 1000bulbs.com, PLT Import Company

and Texas Electrical. All of them are doing very

well. I have 230 employees and 1,200 new cus-

tomers. We ship four to six truckloads of light-

ing products every day. We are doing really

well, for God has been good to me.

13

KIM PEDERSEN

14

Daniel Jones, CEO, Encore Wire Corp., Believes Experience is the Greatest Teacher to Learn How to Lead

15

hen Daniel Jones tells one of his 1,400 em-

ployees he knows what it takes to be success-

ful in their job responsibilities, you can believe

it, for he has previously worked that position.

Whether the employee is a truck driver, welder,

custodian, forklift operator, sales and market-

ing expert, wire roller, or any one of the doz-

ens of jobs at Encore Wire, the CEO has “been

there and done that.”

For 40 years, since age 13, Jones has

logged nearly 100,000 hours working in the

wire production business from the hot and

dirty shop floor to the stressful executive office.

This top executive of the $1 billion wire pro-

duction company has developed his leadership

skills by performing the tasks others now do.

He currently holds the key leadership position

in the second largest wire company in the na-

tion, with its 6,000 customers.

The wire business is in Jones’ DNA, as his

father worked in copper wire production with

Capital Wire and Cable Company for nearly 30

years, and Jones worked there also. His dad was

the man who “taught and demanded” hard

work from his boys beginning in elementary

school.

With his upbringing, it is not surpris-

ing this gifted leader has developed his skills to

inspire and motivate people with the “servant

approach” to serve their fellow workers instead

of being “over” them and as their “leader” or

their “task master.”

“The best leadership skills are learned

from experience, starting at the bottom,” said

Jones recently in his boardroom at Encore in

McKinney, Texas. “Business Schools, whether

Harvard or Wharton, never teach the ‘people’

side of business, asking, ‘Are people, both lead-

ers and hourly employees, going to have a

learning experience at work?’”

Jones continued by listing some of the

qualities of “great leaders in Corporate Amer-

ica” today. First, he listed compassion for peo-

ple, for all employees and their families, their

marriages, and rearing their children. Second,

he listed discipline, resulting in adherence to

the rules and policies for all employees, from

the least to the highest. Next, he listed attitude,

or the thoughts and actions toward all aspects

of work and life.

Another quality is the perspective of

serving others, for you don’t get out in front

of your people, you get behind them and push.

Finally, he listed being a good listener, for you

learn by listening to others. “You can learn

something from everyone if you listen and take

to heart what they share; most leaders need to

listen more and talk less.”

When asked to give a definition of a great

leader, he paused for a moment, looking out

of the room’s windows, before saying, “I don’t

think I am a great leader, so I don’t think I can

tell you what that is.”

It seems in Corporate America, the

genuine leaders who have produced magnifi-

cent business success over decades do not take

credit for themselves, and they do not feel they

are special or gifted in any respect. Jones fits in

that category; however, those he leads see him

completely differently than he sees himself.

They see a special leader who cares

deeply about them, supports them, encourages

B Y G I L A . S T R I C K L I NCHAIRMAN & CEO, MARKETPLACE MINISTRIES FOUNDATION

WPhoto credits: Elizabeth Allen

Copper Penny Films, McKinney, Texas

16

them, helps them, inspires them, and shows

a genuine love for all. They feel that is what

makes Jones a top leader without comparison.

The longest active Encore Founding

Board Member, who began serving in 1989, is

Dallas businessman John Wilson. He described

Jones as “one of the few executives in Corpo-

rate America who literally started on the shop

floor and worked his way up to being the CEO

of a billion-dollar corporation. One of his best

strengths is he realizes he is still learning. He

listens very well. He is kind of like a sponge; he

is constantly trying to learn.”

Denice Rodgers, his Ad-

ministrative Assistant for more

than a decade, and the clos-

est to him at work on a daily,

hour-to-hour basis, sees her

boss from a totally different

perspective. She said, “When I

lost my mother in 2012, I had

some 15 vice presidents attend

her funeral. Daniel had a customer visit that

day; he canceled it to make sure he was present

at the funeral. That is something I will never

ever forget.”

This leader, Jones, has been successful in

establishing a “family atmosphere” in this huge

enterprise called Encore Wire, and employees

sense it too.

“I don’t think there is any other company

[in the world] like Encore Wire. I tell people

Encore Wire is the best wire company ever. I

truly feel like I am working with family,” said

Janet Sander, Vice President and Director of

Purchasing.

Daniel Jones puts a strong and uncom-

promising emphasis on values, company val-

ues which to him include Christian and bibli-

cal values. You can see this emphasis in every

direction you look as you examine Encore

Wire and Jones’ leadership today.

“Take your values and hold fast to them,”

said Jones. “Recruit people with the same val-

ues, and treat people the way you want to be

treated. When you have a group of people with

the same values, they are easy to lead.”

Jones believes people want a set of values

that are equal for all. To undergird the values

everyone in the organization must share, good

leadership should appreciate individuals for

doing their work and reward them for uphold-

ing those values.

Jones had more than a decade of wire

work experience before joining a new com-

pany being organized in 1989 by Rhode Island

native, Vince Rego, a former Army paratrooper

who jumped into Normandy with the 101st

Airborne Division, the Screaming Eagles, on

D-Day, under General Dwight Eisenhower.

Rego had started other companies in the

past, so when Rego told his wife about his new

venture, she suggested, since he had done it be-

fore, to name it Encore. So he did!

Young Jones did not know it then, as he

was still working at Capital Wire and Cable,

but Rego would later mentor him and give

him an opportunity to reach his greatest po-

tential. Jones played golf with Vince one Sat-

urday at the exclusive Preston Trail Golf Club

in Dallas. Before they shook hands on the 18th

hole after a pleasant round, Jones was hired

and told to be at work the following Monday

morning. That was 28 years ago, and Jones is

still at work on Monday morn-

ings at Encore Wire.

The organizational Board

Members all volunteered to be

the salesforce for the new com-

pany, Encore. However, they

were short to cover one area in

the United States, West Texas

and upper mid-America. Jones

was given that “choice” sales

area, and he started selling wire before it was

even produced.

Since that day, Jones has grown older. At

age 52 now, he has seen more changes at En-

core Wire than you can count and has been a

part of the leadership team for most of them.

His mentor and golf buddy, Vince Rego,

died in 2009 while Jones was the President and

COO of Encore Wire. Mr. Rego’s influence

and organizational skills remained in place for

years before Jones finally accepted the Board’s

decision to make him Chairman and CEO of

the company. Jones admits not a day goes by

when the memory of Mr. Rego doesn’t flash

❝ Recruit people with the same values, and treat people the way you want to be treated. When you have a group of people with the same values, they

are easy to lead. ❞

17

across his mind as he goes about his work.

In the beginning, Encore had a 68,000-

square-foot building and 10 acres of property,

with no equipment and only three employees.

Today the company has 460 acres, with well

over 2 million square feet of production space

in eight buildings, and 1,500 employees.

Encore started shipping wire to its 30 or

40 customers, selling 5 million copper pounds

in 1990. They reached $10 million in sales by

the end of 1990. This year, the company will sell

over 1 million copper pounds per day, with sells

reaching well above the $1 billion sales mark.

You may wonder who influences a leader

like Jones more than anyone else. There are

two women in Daniel Jones’ life who have had,

and still have, a great influence.

One of these women is his 72-year-old

mother, Alime, the financial secretary for a

Baptist Church in Merit, Texas. The other is

Donna Jones, his wife of 28 years. He met her

while working at Capital Wire and Cable, as

Donna’s dad worked there too.

Jones’ foundation of Christian faith

came from the influence of his mom who

took her family to church to worship twice

every Sunday, prayer meetings on Wednesday

nights, and oftentimes in-between. His mother

is a prayer warrior, and she never ceases pray-

ing for her children and grandchildren as well.

The values which penetrate all aspects

of Encore, from the top down, are those Mrs.

Jones taught her children and lived out before

them. She is an example of a dedicated fol-

lower of Jesus Christ, and she is still the best

example Jones knows of a godly woman, along

with his wife, Donna.

Jones’ wife has another role in his busi-

ness life. Not only did she come to the small,

struggling new company when she was nearly

nine months pregnant with their first child,

Trevor, she would help her husband sweep and

clean out the delivery trucks. She cleaned the

trucks and Daniel would load them with the

forklift. It was then she and Daniel talked a lot

about business and how it could expand.

“What a privilege to run my business

ideas by my wife and get her opinions on what

I am thinking of doing,” Jones explained. “I

am sort of a gambler, willing to take a risk,

sometimes a big one, but Donna keeps me in

bounds as she is more conservative.”

Jones added, “Yes, Donna is my #1 busi-

ness sounding board, and she gives very stra-

tegic advice. Every true leader needs sound

advice from someone at times.”

His final advice comes from the Word of

God, as he reads one of the five Bibles he has

close at hand in his office. Jones does that every

morning, long before his workday begins. He

sometimes even has one of his five company

chaplains come by his office for early morning

prayers. For many years, this has been his daily

“start-up” practice, and who could argue with

his successful results?

Editor’s Note: Daniel Jones, as the executive leader of Encore Wire of McKinney, Texas, has partnered with Marketplace Chaplains since November 1, 1996. His Christian faith is in-tegrated into every aspect of his leadership.

Marketplace Chaplains pray during the commissioning service for Encore Wire’s newly purchased Gulfstream G150 jet aircraft. Chaplains left to right are: Tammy Rushing, Tony Sanchelo and Joseph Bennett.

YOUNG MILLENNIALS: How Leadership is Different Today

B Y A R T S T R I C K L I NVICE PRESIDENT PUBLIC RELATIONS & CLASSIC EVENTS

Leadership for a new generation

will require new methods along

with tried and true biblical prin-

ciples. In order to move forward

into a new era of success both

financially and, most importantly, operation-

ally, company leadership will require a mix-

ture of the old and new, experience and

technology.

While the majority of companies which

use Marketplace Chaplains for their employ-

ees and family members are guided by veteran

and experienced CEOs, there is a new genera-

tion of leaders training and ready to take the

mantle of 21st century leadership in the near

future.

“There are certainly different leadership

styles between the generations. My leadership

style is more than putting up boundaries and

keeping barriers to people. I want to be open

and accessible for everybody,” said Robbie Mc-

Daniel, 39, owner of PSP and Digital compa-

nies, located outside of Atlanta, Georgia.

“I don’t see organizations as level, but

I want to break down all the barriers and let

them (employees) have access to whatever

they want to do.”

McDaniel, who operates a number of

companies with his wife under the PSP and

Digital banner, said he does have a reliance on

social media, often texting coworkers for busi-

ness commications, but is open to help all.

“I left two jobs before I started my own

because there were office barriers to what I

could accomplish,” he added.

Taylor Bledsoe, 32, is in line to take over

for his father, Johnny, as the CEO to Sturdis-

teel, located in Waco, Texas, and said he is still

working on his own leadership style.

“Nothing can replace experience, but I

enjoy getting to know people personally and

building a relationship. Today’s millennial

generation is a little softer in speech. You want

to get the point across without yelling.”

18

“ I don’t see organizations as level, but

I want to break down all the barriers and

let them (employees) have access to

whatever they want to do.”— Robbie McDaniel

YOUNG MILLENNIALS: How Leadership is Different Today

19

ROBBIE McDANIEL CHRIS GRANTTAYLOR BLEDSOE

The Sturdisteel Company, which man-

ufactures metal bleachers, has a number of

long-time craftsmen along with new workers

looking to keep the company in its industry

leadership position. Bledsoe said he found

what McDaniel discovered—it is key for

young leaders to get out and meet employees

where they are located.

“Sometimes it’s easier to hide behind

a computer screen, but I’ve actually thought

about banning interoffice e-mails because I

want to get out and meet people. I think so-

cial media has sometimes hurt us more than it

has helped us. I’m more of a hands-on leader

while my dad and my granddad were more

hands off and expected the job to get done.”

Chris Grant, 33, is also working for his

father Jim at the chain of Quick Lube loca-

tions in the Chattanooga, Tennessee, area and

said it is a learning and growing experience as

he sees himself in a new generation of leaders.

“I model a lot of what I do after what

my dad does,” Chris Grant said. “I do more

day-to-day things here, and one of the things

which is different is you’ve got to be internet

savvy. There is less of a traditional oil season,

so you have to be more adaptable and more

technology aware. I converse a lot more on

text and Facebook, but it’s still reaching out to

people. Text is almost always easier, because at

11 p.m., you don’t have to wake people up, you

can send the text and get it done.”

McDaniel said his primary rules for

leadership come from the Bible, led by Luke

12:48 which states, “To whom much is given,

much is required.” He also spends time in his

job outside the company on mission trips and

strengthening his own faith. “I do think you

have to put up some barriers between your

work and your personal life otherwise you

could work all the time. I don’t think we need

to work longer hours, but work more effec-

tively.”

McDaniel said he has advice for other

young leaders in Marketplace Chaplains-led

companies: “The number one lesson is, Give

people an opportunity to excel and have a

complete open door for success. Don’t punt

on personal relationships.”

Bledsoe said another leadership skill he’s

learned from the Bible is, “Don’t be afraid,”

which both the Old and New Testaments state

dozens of times. “I don’t need to panic so oth-

ers won’t panic. If we have 15 things to do in

order to get a project right, we can’t worry

about the 14th one. We can only worry about

one to two. Do the best you can even if some-

times that’s not going to be enough.”

Bledsoe said he relies on Matthew 23:12

which says, “Those who exalt themselves will

be humbled and those who humble them-

selves will be exalted.”

Wise servant leadership for leaders of

any generation.

“ Those who exalt

themselves will be hum-

bled and those who

humble themselves will

be exalted.”— Matthew 23:12

Differences in International Leadership –

One Size Does Not Fit AllB Y C . G . M A C L I NPRESIDENT OF INTERNATIONAL SERVICES

20

21

When it comes to characteristics of leadership around

the globe, the concept of “one size fits all” has been dis-

credited on numerous occasions. A couple of years ago,

the Center for Creative Leadership conducted research

with numerous CEO leaders, speakers, and panelists

and concluded: There isn’t a “one size fits all” solution to manag-

ing different cultures, but there is a useful attitude. Managers need

first to identify the differences by listening and observing and by

respecting the local cultural values and preferences. Only then can

they engage and obtain engagement.

The Center for Creative Leadership looked at data from 62

different countries. They found that employees’ expectations of

their leaders differed across countries. For example, warmth and

care could be perceived as weakness or as an essential requirement

from the leadership. Similarly, in some cultures, hierarchy needs

to be clearly defined and represented, while in others less so. Inter-

estingly though, the research also identified common expectations

from leaders that were shared across the different cultures such as

charisma, team-orientation, and participation.

So how should a leader unfamiliar with a culture find their

way? The answer is succinct: by trying to understand what employ-

ee’s expectations are from their leadership, reflecting on whether

their behavior matches these expectations, and adapting through a

negotiation process. “Negotiating” with the local culture is a com-

monly established practice. Each leader personally has to construct

their own cultural bridges.

One of the keys to successful global leadership is knowing

what style and behavior works best in a given culture and adapting

appropriately. For example, in affective cultures, such as the United

States, leaders tend to exhibit their emotions. However, in neutral

cultures, such as Japan and China, leaders do not tend to show

their emotions.

According to the GLOBE (Global Leadership and Organiza-

tional Behavior Effectiveness) Study, there are six insights to cross-

cultural leadership:

■ Charismatic/Value Based: Captures ability of leaders to inspire,

motivate, encourage high performance outcomes from others

based on foundation of core values.

■ Team-oriented: Emphasis on effective team building and im-

plementation of common goals among team members.

■ Participative: Extent to which leaders involve others in deci-

sions and decision implementation.

■ Humane-oriented: Comprises supportive and considerate

leadership.

■ Autonomous: Independent and individualistic leadership be-

haviors.

■ Self-protective: Ensures safety and security of individuals and

groups through status enhancement and face-saving.

Today’s international businesses are complex entities. How-

ever, one fundamental principle of success remains constant—the

need for communication. Communication manifests in various

forms, both verbal and non-verbal. One area of increasing concern

for businesses is how to nurture and maintain effective intercul-

tural communication between employees.

As workforces become increasingly multicultural and busi-

nesses continue to expand overseas, the homogenous workforce

has become a thing of the past. The cultural diversity of businesses

necessitates that internal communication now takes note of the in-

tercultural element if it is to be truly effective. Management today

has to ensure that they are understanding and being understood

across cultural boundaries.

The art of communication is the language of leadership.

❝

❞J A M E S H U M E S

22

REINHARD (BUD) LOEWEN• Owner/Partner Columbia Cabinets (Cabinetry) Abbotsford, British Columbia CANADA

STEVE TROYER• Owner Troyer Ventures (Transportation) Fort St. John, British Columbia CANADA

➊ Are leaders born, can they be developed over time? Can anyone become a great leader?

BUD LOEWEN: When it comes to leadership, it is a choice to be one

or not. There is a giftedness that comes with each one differently. A sense

of calling, although many won’t admit to this. The challenge lies within,

as to what we do to develop our leadership. All leaders didn’t get there by

“growing up.” They developed the ability within themselves, the talent

and gifting us humans have in different capacities.

STEVE TROYER: I understand leadership to be a gift that some people

are born with, much like the gift of music, that is given in different mea-

sure to each individual. For everyone, it is a gift that must be developed

if it is ever to become exceptional. Those that are naturally more gifted

develop significant leadership skills more quickly, while those with less

may struggle to even learn some of the basic principles.

➋ Is your leadership style personality or process driven?

BUD LOEWEN: 80% personality and 20% process driven. This is

about having people who follow you because of you and not because of

the position you hold. We know that we can have the best processes in

place, yet have followers not appreciate the leader. It may look like they

are following the leader, but it’s the processes that they are following.

Connection with the people is key…empowering them and drawing out

their capabilities.

STEVE TROYER: Great leadership usually requires both. Character in

leaders is more important than personality or process.

➌ What percentage should you adapt your style to the people you are leading and what percentage should they try to adapt?

BUD LOEWEN: Style and who I am is different when it comes to lead-

ership. One can say that compromise is similar to adapting to a situation

and or circumstance. As we know, compromise is about each party giv-

ing up something. We want this to be a win-win for the leader and the

follower. So as you lead and “adapt,” it’s about finding another alternative

that works for both the leader and the follower. Adapting can be more

about getting to know the individuals you are leading and seeking to em-

power them for who they are, not what I want them to be.

STEVE TROYER: Leadership should be principle based more than

anchored in a style. Identify the principles of leadership and learn

how they apply differently in different organizations.

LEADERSHIP INSIGHTS FROM CANADIAN COMPANY OWNERS

23

➍ How has your leadership style changed over time?

BUD LOEWEN: My leadership has not changed over time, as much as

it has strengthened. Being there for others, living empathy, is so much of

the leadership God has placed within me. Being teachable brings out and

develops great leaders, in my view.

STEVE TROYER: My leadership has matured as I have matured. With

more perspective on life I have fewer answers and more questions

which often leads to more positive, open conversations with the

people I lead.

➎ How do you apply Servant Leadership principles in your areas of influence?

BUD LOEWEN: Serving has different meanings in circles of humanity.

For me, it’s about being there doing what draws out the best in people,

letting them know they matter. Servant leadership, like leadership itself,

doesn’t come on its own…it is a choice of the heart.

STEVE TROYER: Treat others as more important than me. Be curi-

ous about others.

➏ What were some of the best lessons you learned from some of your leadership mistakes?

BUD LOEWEN: Being patient. Take a second look at the circumstanc-

es. Get to know people, really. Listen intentionally, not just “fake it.” Listen

for the purpose of understanding.

STEVE TROYER: Be patient. Ask more smart questions, always. Learn

the principles of leadership in the Bible — they actually work.

➐ Do you anticipate or have you already made some changes as to how you lead the millennial workforce?

BUD LOEWEN: They need guidance. They have a lot of knowledge

due to internet, media and so on. Teaching them how to think and pro-

cess what is coming at them is important. Realize they have grown up

as global persons, with the world at their fingertips (computer/digital).

Teach them to be effective virtual citizens. Validation, as for all people,

generation to generation. To not be intimidated by them.

STEVE TROYER: Millennials are simply one more subset of workers

that we rely on in our organizations. We are learning how they think and

what motivates them and making some small adjustments accordingly.

The principles are the same, the application always has to be flexible.

➑ Who are some Biblical and other leaders who have influenced you the most?

BUD LOEWEN: Biblical…Jesus, Joshua, Joseph (Jacob’s son). In the

world today…my Dad, Leadership Coach Corey, John Maxwell, Patrick

Lencioni, Ken Blanchard.

STEVE TROYER: My dad is one of the very greatest leaders I know.

I enjoy studying the leadership lessons in the gospels. There have been

many others who have taught me to care for people more and to ask

better questions.

❝My understanding of leadership boils down to three things:

Character, Caring, Questions. These three things, when coupled

with the motivation to take action, determine the effectiveness of

a leader. To the extent a leader can master these, he will be

successful in influencing outcomes through other people. ❞— STEVE TROYER

First Marketplace client company

president Ed Bonneau believes in

long-term leadership. That is why

he sponsored and supervised the

winning team at the 15th Annual Market-

place Ministries Golf Classic, held in Dallas

at the Northwood Club on August 29.

“I didn’t do much,” he said in his typi-

cal humble manner. “I just followed them

around in a golf cart, watched them play and

was glad they won.”

Bonneau, a long-time Dallas resident,

was the owner of the first company to hire

the Marketplace Chaplains service in the

spring of 1984. Since then, he has served in a

variety of roles, all with the goal of leadership

in the workplace.

He is the consummate leader in every

facet of his life. First, he leads in his family

of faith by serving as an Elder in the Farm-

ers Branch Church of Christ. His father was

a country evangelist, preaching the Word of

God all over Texas in the 1920s and 1930s.

He first learned to be a follower of Christ and

followed His example, by becoming a servant

leader.

His family includes his wife, Barbara,

their six children, 27 grandchildren and 15

great grandchildren. He has led his family by

loving and supporting each one and pointing

them to Christ. In 1994 the Bonneau Family

was awarded the first Marketplace Ministries

Integrity Award for Integrity in Family.

The Bonneau Company distributed

sunglasses and became quite successful un-

der Ed’s leadership. He was always trying to

become a stronger person in every aspect of

his life. He attended a conference sponsored

by Zig Ziglar, the motivational speaker, and

there he heard Gil Stricklin speak. Not long

after the conference Ed and Gil met, and Ed

expressed his need for help in caring for his

employees. He asked Gil to come and be the

chaplain for his company. Ed paid Gil a sal-

ary, gave him an office, and the rest is history!

Ed continues to use his leadership

and influence to support the work of Mar-

ketplace, whether serving on the Governing

Board, financially investing in his Endow-

ment in the Marketplace Ministries Founda-

tion, or inviting people to play in the annual

golf classic.

“I believe in Marketplace Chaplains

and what they do in the workplace. I’ve per-

sonally seen it in my companies and others.

The golf classic is just a fun day and a good

time to get together with others and support

this ministry.”

Ed is the kind of leader who never says,

“You go,” but instead says, “Let’s Go!” In ev-

ery facet of his life, people can’t help but joy-

fully follow.

24

First Company CEO Ed Bonneau Believes in Long-Term Leadership

Winning Team of the Marketplace Ministries 15th Annual Golf Classic are left to right:

Dallas Mavericks’ basketball player Deron Williams, Chris Seidman,

Team Sponsor Ed Bonneau, Derrick Chen and Chris Goodspeed.

HONORING VINCE REGOMARKETPLACE MINISTRIES����� ����� ����� �����

1515

25

How precisely are we to pray for

our company leaders we serve?

What general principles of prayer

ought we to be following for

company owners and CEOs who seek to honor

our Lord? First, let us pray God will give them

His wisdom, to glorify Him as they seek to lead

their economic enterprises. Next, let us ask the

Lord to prosper those men and women leaders

that they would be good stewards of His assets

He puts into their hands.

Let us ask our Lord to give godly disci-

pline to balance work and home life, that their

marriages will prosper and their children will

come to know Jesus as Lord and Savior and

rejoice in the love their parents give them. But

what is more, let us seek to pray for these men

and women company leaders as they run their

companies on biblical principles in all business

matters, to honor God and have His eternal

perspective.

Let us pray that agape love will guide

them as they take care of their employees and

their families. Finally, let us pray that they will

be godly and holy leaders, protected from the

evils of this world and from Satan’s desire to

lead them away from God and His word. And

pray also that they be on guard against the con-

tinued temptation of living for pleasure, greed,

and the pride and arrogance that comes with

material success and the thinking that they are

better than others because of race, social status,

life style, or spiritual one-upmanship.

The Bible tells us to value the impor-

tance of leaders. Moses led Israel through its

darkest hours, but Moses knew if God chose

to take him before entering Israel, another

leader would take command; that leader of

course was Joshua (see Deut. 1:37-38). He was

an obvious leader chosen by God, for he had

been trained by Moses from his youth onward

(Numbers 11:28). Furthermore, God knew Is-

rael needed many leaders (see Numbers 11:16-

17). LEADERSHIP with so many hundreds of

companies needing vital God-honoring presi-

dents and CEOs is not unlike Israel of old.

So it is with Marketplace Chaplains. Each

leader—no matter how big or small their com-

pany—is important. If only one leader is taken

by God, another God-honoring leader must

take their place. The president and founder of

First Southern National Bank recently passed

away, as did the owner and CEO of an Arling-

ton, Texas, company. We not only pray for re-

newed God-chosen leaders, but for their fami-

lies and their companies as well.

As of August 31, Marketplace Chaplains

had 1,588 chaplains for 745 client companies,

with 87 new companies added to the ministry

just this year. Those companies have cheerfully

welcomed our Marketplace Chaplains; with-

out the blessing of their leaders there would be

no Marketplace Chaplains.

Those chaplains serve the nation’s rail-

roads and businesses by caring for families

whose fathers, mothers, CEOs and spouses

are going through deep waters for lost loved

ones, battling cancer, serious health issues and

others in hospice care. The chaplains minister

through prayer, leading funeral services, coun-

seling and in innumerable other ways. Thanks

be to God and concerned companies (we have

745 client companies which involve 169,828

employees, as well as 472,122 family mem-

bers). Every week we get a new confidential

prayer list. We gladly pray for bank presidents,

individual employees, wives of executives,

companies (especially those financially hurt-

ing) and foremen. We pray for God’s blessing

on all these companies and their leaders (and

their spouses), that they may be good leaders

for their businesses, but especially for God.

Praying for Leaders: That They Be Leaders for God

B Y J I M M C M A N U SPRAYER WARRIOR, GROVER BEACH, CALIFORNIA

26

B Y G E O R G E C O T T E RPRESIDENT OF MARKETPLACE CHAPLAINS USA

“Remember not the former things, nor consider the things of old. Behold, I am doing a new thing; now it springs forth, do you not perceive it? I will make a way in the wilderness and rivers in the desert.”

— I s a I a h 4 3 : 1 8 - 1 9

Not to posit on the Lord’s revelation to those Jews who

would return from exile, but our new national op-

erating process with two Executive Vice Presidents,

33 divisions managed by Company Care Leaders

(CCLs), and expanding our Major Companies qual-

ity control, feels very much like “a new thing.” It wasn’t that the “former

things” were bad. They were effective for their time. However, the Lord

has blessed Marketplace Chaplains with more than a hundred new com-

panies each year, and the trend seems to have no end to the blessings.

It all started some twelve months ago when Doug Fagerstrom asked

a simple question: “What does a chaplain do, and what does a chaplain

need?” The question begs thinking outside the box and at the same time

returning to the basics. The generator of that question was God’s obvi-

ous blessings of new companies to serve and Doug’s resulting conviction

that this ministry must prepare to accommodate God’s blessings. If the

ministry is growing exponentially, what is the most effective, efficient and

preeminent way to serve our companies’ employees?

Our chaplain care had to be effective. That would require chaplains

who are proficient to an even higher level than before. It had to be effi-

cient because in serving secular companies the value must always exceed

the cost. And it had to be preeminent because the marketplace is always

changing and adapting to new circumstances. We would have to address

the thorny issue of chaplain turnover. Company retention is always a bed-

NewThings

27

The Lord has blessed Marketplace

Chaplains with more than a hundred

new companies each year, and the trend

seems to have no end to the blessings.

rock issue. Carving away at duplication of leadership functions would

have a high priority. Improved methods of recruiting, hiring and training

over 350 new chaplains per year must be addressed. Employee laws com-

ing out of Washington, D.C., required that a Human Resources function

be operational. Dissolving four Regions while implementing one national

strategy with 33 divisions was necessary. Training 33 CCLs in their new as-

signment would be vital. Add to all of that our IT department was devel-

oping a new data system which would require training of 1,600 chaplains

on it. It looked like a mountain of work was before us—and it was.

One way we know the Lord is in this “new thing” is that all of those

objectives are either resolved or in working process. The new data system

is up and running. A new training Chaplain Academy will be operational

before the end of the year. CCLs are working closely with company lead-

ers and chaplains to positively affect turnover. The new operating model

is standardizing processes across the nation. Our Human Resources de-

partment is keeping our leaders from unintentionally stepping on the

government regulation landmines. The marketing team is continuing to

load the boat with new companies to serve.

One thing can be said for sure, God is at work because the chap-

lains and leaders of Marketplace Chaplains are moving that mountain

of work. We are a new and better ministry today than we were a year

ago—to God be the glory.

This map represents the locations

of the 33 Company Care Leaders

(CCLs) in their respective divisions.

28

REVIEW

The Ideal Team Player: How to Recognize and Cultivate the Three Essential VirtuesAuthor: Patrick LencioniPublished by: Jossey-Bass, 219 pages

The Ideal Team Player presents

the reader with a fable and

draws them into Bob’s world:

his Napa Valley construction

company. As one reads, the fa-

ble depicts a scenario of the modern workforce.

With any fable, the reader becomes involved

gradually relating to one or all of the charac-

ters within the fable. Lencioni uses the fable

and gently exposes the adversarial relationship

within Bob’s company, Valley Builders. Regret-

tably, Bob has avoided dealing with some of

his employees’ negative behavioral traits. Now,

Bob’s Valley Builders is facing the biggest chal-

lenge and the risk of his company’s survival.

Bob is forced to step down suddenly

for medical reasons and he asks his favorite

nephew to take over the management of the

company. Lencioni uses his years of consulting

experience specializing in team dynamics as

the underlying theme of a workforce looming

startup crisis. Two major construction jobs—

larger than any Valley Builders has ever done—

coincide with the sudden departure of Bob.

This allows the introduction of the three

ideal virtues found in the IDEAL team mem-

ber, and Lencioni skillfully introduces the three

virtues as a necessary part of hiring eighty new

employees. By simply identifying the ideal

team player’s virtues, Lencioni drives the plot

from crisis to resolution.

Bob’s nephew Jeff, now CEO; HR Direc-

tor Claire; and Bobby the field operation su-

pervisor, commit to hiring people who possess

the three ideal team player traits—Humble,

Hungry, and Smart. The reader learns through

luncheons, dinner meetings, discussions and

the interview process how good people have

left the company because Bob lacked a com-

mitment to team management. The new hir-

ing model includes more input from the ap-

plicant’s references including questions to

determine if they would be a good match for

Valley Builders’ corporate culture. With the

leadership of Valley Builders commitment to

the three ideal traits, they hoped to avoid hir-

ing the wrong people and ensure the future

success of the company.

The use of the fable masterfully handles

the intellectual psychological dynamics sur-

prisingly well. Lencioni does an excellent job

of instructing the reader on the importance

of team dynamics and the importance of the

three team player traits.

The first virtue is Humble and depicts

a person who cares more about the mission of

the company than their individual department

or self-interests. The next virtue of Hungry describes a person who goes beyond self-mo-

tivation to focusing on working hard for the

success of the organization. Finally, Smart, as

defined by the author, focuses on understand-

ing people and the importance of how our

words and actions affect others. People who

possess good judgment are intuitive and work

well with others whose behavior is different

from theirs.

Lencioni is a New York Times bestselling

author of dysfunction in the workplace and

with The Ideal Team Player he has become a

master storyteller. I would recommend The

Ideal Team Player for the purpose of self-realiza-

tion and personal transformation. Our mission

at Marketplace Chaplains is to care for employ-

ees in the workplaces of the world and to help

employees and their employers thrive.

R E V I E W E D B Y J O A N H A Y W A R DCHAPLAIN SEARCH STRATEGIST

29

There is seemingly no limit to the amount of ma-

terial that abounds on the subject of leadership.

The reality for us, as Christians, is that our pri-

mary resource for leadership ought to come from

the primary source on leadership, which would

certainly be the Scriptures.

John Piper has defined leadership as, “Knowing where God

wants people to be and taking the initiative to use God’s methods

to get them there in reliance on God’s power.” It is in this sense

that the ultimate goal of all spiritual leadership is that other people

might come to glorify God. In other words, the end goal for all tru-

ly biblically-oriented leadership is that people would be brought

to feel and think and act as to magnify the character of God. It

was our Lord Jesus who said that the leader among us is the one

who serves (Luke 22:26). In fact, it was none other than the Lord

of glory Himself who came to dwell among us “as one who serves”

(Luke 22:27).

With such a view in mind, we approached some of those who

both serve and lead companies the Lord has entrusted to them as

stewards, in order to inquire of them how they view leadership.

In answer to the question, “What does leadership mean to

you?” one wisely stated, “Leaders listen and learn from those above,

below, and beside them, and are sincerely willing to improve them-

selves before dictating change in others.” Another indicated that if

a person is to lead, then he/she must be able to champion the

culture that is to be adopted. Additionally, an effective leader

recognizes people, rather than product, as the most valu-

able asset. Leaders believe that more can be accomplished by

equipping and empowering others than by personal recogni-

tion and achievement. Genuine leaders recognize the power

of the team over the preoccupation of the individual. They

have the “ability to take all input as neutral,” in the sense of

being able to improve and grow from both critics and

supporters alike. Respected leaders are those who look

to encourage before they look to find fault.

Consider some of the qualities mentioned when chaplains

and company leaders were asked the question, “As you think about

the leaders in your life that you have respected, what are some of

the reasons you respected them?” Here were the common threads:

integrity, patience, grace, self-sacrifice, compassion, encourage-

ment, vulnerability, and humility.

As the 19th century Scottish theologian and preacher, James

Denney, rightly observed: “No man can give at once the impres-

sions that he himself is clever and that Jesus Christ is mighty to

save.” Indeed, the greatest biblical perspective related to leadership

is that one must be motivated by the premise that leadership is

about pointing people toward the glory of another; namely, the

one true and living God.

B Y T I M P R E S S O NCOMPANY CARE LEADER

LEADERSHIPP E R S P E C T I V E S O N

30

Recently, a night shift security

guard in New Delhi, India, was

walking home along the side of

the road as dawn broke over this

massive city. Out of the fading

darkness a three-wheel milk delivery truck

drove into this man, propelling him high into

the air and causing serious injuries.

As the man lay in a ditch beside the busy

road, bleeding and dying, no one came to help

him. In fact, during the next hour 140 cars,

82 rickshaws, 181 bikers and 45 pedestrians

avoided his dying body.

Then came the ultimate indignity: a

man stopped after stepping over the security

guard’s injured body, picked up his cellphone

and left.

Even though there were multiple hospi-

tals along the road and in that area of the city,

no one tried to transfer the injured pedestrian

to a medical facility for immediate attention.

The man ultimately died where he lay!

There is one thing for sure, no Mar-

ketplace Chaplain was on the road that early

morning. If there had been, the bleeding and

battered man would have quickly been helped,

cared for, bandaged up, and taken to a hospital

for long-term care and recovery.

For you see, that is what the nearly

1,600 Marketplace Chaplains do every day,

and almost every hour, somewhere in the

world. They are helping someone in one of

the 1,230 cities we serve in the USA, or cities

and towns in Canada, Mexico, Puerto Rico,

Scotland, or China. We wish they had been

in India that early morning to help this dear

injured and dying man.

As Good Samaritans in the workplaces

of the world, these chaplains are serving em-

ployees because almost all of the leaders of

the companies we serve know these special

individuals bring an eternal dimension into

any business. For you see, the only thing in

businesses that will last forever, throughout

all eternity, are the souls of employees and the

word of God applied at work.

Two things last for eternity: souls and the

Bible! That is all, for many businesses will not

last even until the current executive leadership

completes their tenure, or until the business is

sold to another owner, goes bankrupt, or clos-

es its doors for many other reasons. Our chap-

lains, who walk in and out of the 745 com-

panies, emphasize these two eternal causes.

You want your business to have eternal value?

Then share God’s love with workers and their

families, that they may know Jesus as Savior

and apply biblical principles in every aspect of

their duties and all aspects of their lives.

As this ministry is emphasizing eternity,

and not just this brief life on earth, we ask our

partners, friends, and generous godly givers to

join our effort and support our cause through

prayer and financial gifts. When you pray for

us and give to God through our work, you are

helping impact the marketplace with God’s

message of love and eternal life.

We don’t offer care for orphans, feed the

poor, dig water wells to provide fresh water

for the needy, or any number of other God-

glorifying ministries. We do pray for them and

help undergird them as we can.

The Sure Foundation

Good Leaders Provide Chaplains Who Never Pass by the Wounded and Bleeding

the foundation

31

However, our mission as Marketplace

Chaplains, is to share the Gospel, the Good

News that Jesus saves, and lead these convert-

ed workers and their family members into a

local church where they become active, prac-

ticing Disciples of our Lord.

The primary reason people like you read

this magazine, pray for us, and give some of

God’s financial assets to help support our mis-

sion, is because you want everyone to know

Jesus Christ, love Him, and serve Him.

Evangelism is our lifeblood, our heart-

beat, our drive, and our ultimate goal for ev-

eryone we see and know. We want to change

the eternal destination of all men and women

to join us at Home in Heaven.

If you want people saved, to become fol-

lowers of Christ, then pray for us, invest with

us, and rejoice alongside of us because be-

tween 11,000 and 12,000 individuals in 2016

will make some life-changing decision for our

Lord by a chaplain’s kind actions and verbal

words expressing, “GOD LOVES YOU AND

WANTS YOU IN HIS PRESENCE FOR ALL

ETERNITY.”

These are employees and their family

members who do not attend or participate

in church anywhere. However, they have a

company chaplain who is their Good Sa-

maritan. Everyone needs one some time!

Gil A. StricklinChairman & CEO,Marketplace Ministries Foundation

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32

Throughout the Word of God, a key emphasis is “generosity.” It is used in almost every

aspect of living a life that honors and glorifies our Lord. Take a look and you will see

the correlation between being generous and being godly, spiritually obedient to our

Lord and His commands as His followers.

The Apostle Paul gives us his philosophy of generous giving in 2 Corinthians,

Chapters 8 & 9. He explains why God makes any believer in the Lord Jesus Christ “rich” in this

world’s material goods. The Bible records these powerful words of exhortation, “I (GOD) HAVE

MADE YOU RICH SO YOU CAN BE GENEROUS ON ALL OCCASIONS” (2 Cor. 9:11). It im-

plies we are to be generous to all people every time we have an opportunity to give.

Most people think, “I am not rich. I don’t have vast sums of wealth. I live on a small salary.”

All of those thoughts may be true to your understanding; however, they are not true in God’s judg-

ment. You may not wbe “rich” compared to Bill Gates of Microsoft or Warren Buffet of Brookshire-

Hathaway. You are not, and neither are most people.

You are “rich” compared to people who live in the “bad part of your town, the slum area, the

God and Ministry Seeking Godly Leaders in

Generous Giving

33

poor part.” In Dallas, it is West Dallas and may-

be parts of South Dallas. Every town and city

in the USA has those areas in the community.

In parts of Africa or North Korea, and now

the immigration camp slums in Europe where

children are malnourished, men have no jobs,

and many are starving and living in squalor.

Remember, you make more money in a week

than those individuals make in an entire year.

Don’t argue, yes, you are rich.

God gives you everything you have in-

cluding your life, health and breath. You are

to be generous and quick to share with others

who are less fortunate. Generosity begins by

giving to God and His work on earth, and it

continues by giving to the poor, the hopeless

and helpless in our society and the society of

the world.

Are you a godly person? You might be;

however, there is a sure way to see how godly

you are. Here is the biblical test: “THE GOD-

LY ARE GENEROUS GIVERS.” You already

know, if you are generous then you are willing

to give away what you have or control, share

unselfishly, bountifully, and liberally. Did you

pass the test? Maybe not! By God’s empower-

ment, you can correct that.

Maybe you need to hear it again, or for

the first time, the words of a man who now

is in Heaven, Adrian Rogers, a well-known

apostle of our Lord, “You can sing all you want

about how you love Jesus, you can have croc-

odile tears in your eyes, but the consecration

that doesn’t reach your purse (checkbook) has

not reached your heart.”

You may prefer the words of Bill Hybels,

“I can usually sense that a leading is from the

Holy Spirit when it calls me to humble myself,

serve somebody, to encourage somebody, or to

give something away. Very rarely will the evil

one lead us to do those kinds of things.”

More than 500 contributors have given

$529,388 to Marketplace Ministries Fund-

raising efforts during the first nine months of

2016. Our goal this year for funding the King’s

service is $1,296,381, so with fast math, you see

we are short on the south side some $766,993.

You might ask, “What did the minis-

try accomplish with that half million dollars

given to you to manage?” You need to know

the ministry has begun to produce 100 chap-

lain training videos in five languages. I could

tell you how we paid a portion of the univer-

sity expenses for children of fulltime ministry

servants in our organization, and how we have

increased our endowment funds for future

spending in new and now unknown doors of

opportunity God will open to the ministry in

the future. Through it all, we seek God’s wis-

dom in managing His financial assets very

well, extremely well.

However, I have delayed the best for

last…as it is really first!

During the first eight

months of this year, through

August 31, our chaplains and

staff have seen God at work in

some 7,464 decisions of join-

ing a local church or decisions

for Christ. That is correct…the north side

of 7,000. Of the donations given this year, we

could calculate a cost of $70.92 per decision for

Christ.

If you gave a gift of $70.92 to Market-

place Ministries this year, one of those 7,464

decisions was paid for by you, after Jesus paid

it all on the Cross of Calvary. Maybe you want

to give for the first time to Marketplace, or give

again.

Where else can you give that small

amount of $70.92 and see someone, young

or old, make a new or first time commitment

to Jesus the Savior? There may not be another

place. If there is, please let the ministry know,

for we want to pray more for the continued

success of that effort.

Until then, we will daily continue to

share the Gospel, continue to pray, continue to

live holy lives in the power of the Holy Spirit,

continue to tie all decision makers to a local

New Testament Church, and continue to give

God all glory, praise and honor.

That is our calling and our commitment.

May it be yours, too!

If you gave a gift of $70.92 to Marketplace Ministries this year, one of those 7,464 decisions was paid for by you, after Jesus paid it all on the Cross of Calvary.

NONPROFIT ORG.

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PAID

GRAND RAPIDS, MI

PERMIT NO. 82

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CHANGE SERVICE REQUESTED

Je{u{T H E L I G H T O F T H E W O R L D

“I have come as a light into the world,S o that everyone who believes in Mewould not remain in darkness.”

— John 12:46

Praying you and yours will have a God-blessed Christmas and New Year.

— The Chaplains and Staf f of Marketplace Ministries