October 15, 2025 • 29 mins
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Ever faced resistance just for doing the right thing at work? We’ve been there—and today we walk through a clear, faith-first framework to handle opposition without losing your peace, credibility, or momentum. From subtle friction to open hostility, we unpack how to diagnose what’s really going on, respond with empathy, and protect the culture you’re building.
We start by getting beneath the surface—separating facts from feelings, classifying criticism as constructive or destructive, and inviting prayerful discernment to keep bitterness at bay. Then we move into communication that actually works: choosing the right channel, listening first, using I statements to lower defenses, and documenting agreements so progress sticks. Boundaries come next—defining acceptable behavior, addressing issues privately, enforcing consequences with grace, and guarding your priorities so focus doesn’t fracture.
Support systems matter when the pressure mounts. We talk about cultivating mentors and allies, rallying your team around clear metrics, and forming healthy coalitions that lift resilience and influence. We also treat opposition as a teacher—journaling lessons, seeking honest feedback, and investing in conflict resolution and emotional intelligence so every trial refines your leadership. When lines are crossed, we lay out when to escalate to HR or legal, when to bring in a mediator, and when to disengage to protect people, stewardship, and mission. Throughout, we return to Scripture and prayer—relying on God’s strength and timing like an eagle riding the wind rather than flapping in panic.
If you’re a Christian business leader navigating critics, conflict, or polarized teams, you’ll find practical steps and spiritual anchors you can apply this week. Share this with a colleague who needs courage today, and if it helped, subscribe, leave a review, and tell us: which principle will you put into practice first?
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Episode Transcript
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SPEAKER_00 (00:00):
Welcome to the Christian business concepts with
your host here.
Christian Business Concepts isdedicated to company companies.
SPEAKER_01 (00:17):
Thanks, Kelly, and welcome to all of you who are a
part of Christian BusinessConcepts community.
And for downloading this week'spodcast, I'm your host, Harold
Milby, and every week I try tobring you biblical business
principles that, when applied,will bring you what I feel like
is true godly success.
And every week I hope and praythat each of you will be
(00:40):
encouraged, enlightened, andempowered by what we discuss.
So I just ask that you'd pleasehelp us to grow the CBC family
by sharing this podcast withfour or five others and even
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(01:00):
Facebook and on your LinkedInpages.
We would really appreciate thatas we continue to grow the CBC
family around the world.
Uh that is one of the mosthumbling things that I
experience every week when I seenew new cities and new states in
the U.S.
and new countries and new citiesand new countries.
It's just amazing to me how thatChristian business concepts is
(01:24):
touching lives around the world.
Uh this week I want to give abig shout out here in the United
States to the folks of HumbleTexas.
Uh, you know, you guys had a lotof downloads, and uh, we sure do
appreciate you folks in HumbleTexas.
Um in fact, uh this has been thefirst time we've had people
(01:45):
listening from Humble.
So thank you so much.
Uh we're excited about it.
Not sure how you heard about it,but we're glad that you did.
Thanks for listening and being apart of the CBC community.
And thanks to everybody, to allof you, for making CBC a part of
your personal growth plan anddownloading podcasts every week
and listening.
And we're so thankful for youand thankful for what God is
(02:09):
doing through you as a as aChristian business leader.
And uh, you know, as Christianbusiness leaders, and I want to
jump right into today's topic,you're going to encounter
opposition.
I mean, you know, there's goingto be people who are against
you.
Uh, they could be colleagues,employees, or clients, or
(02:31):
competitors.
And these times, thesesituations, they're going to
test your faith and they'regoing to test your leadership.
Um, you know, there's just goingto be some people that just
aren't going to like you.
I I'm I know that you're alikable person, you're a good
person, um, you know, but youjust have to face the fact that
(02:52):
there are people out there whoare just not going to like you.
Maybe they don't like yourpersonality, maybe they don't
understand the differentpersonality types and they don't
understand how to work that outwithin themselves.
Um, but regardless of what itis, it's going to happen from
time to time.
There's not much you can doabout it, but there's just some
(03:14):
principles that we can talkabout today that I think will
help you tremendously.
So whether it's criticism orresistance or out and out
hostility, you know, handlingthese challenges with grace and
wisdom is going to reflectChrist's example.
Uh, it'll also help to advanceGod's kingdom, which is what
(03:36):
we're supposed to do.
You know, Romans 12 and 18 urgesthis.
It says, if it is possible, asfar as it depends on you, live
at peace with everyone.
And then Matthew 5.44 says, Loveyour enemies.
He didn't say if you want to.
He just said it's a command,love your enemies and pray for
those who persecute you.
(03:58):
So as we look at these, as welook at these principles, just
really kind of keep those twopassages in mind.
Keep them in the forefront ofyour mind as we as we look at
this.
You know, unresolved conflictsuh can really reduce
productivity.
And in some cases, studies sayby as much as 20%.
(04:19):
Uh it also increases turnover.
Uh it costs organizations a lotof money.
Uh, I would say millions andmillions of dollars a year
around the world are spentbecause of it.
And uh for a leader, it canreally break your focus.
It can also ruin your reputationif you don't deal with it
(04:42):
correctly.
Uh, you know, when I took overas uh uh one of my first, well,
I went from regional salesdirector up to a national sales
director.
When I took over that position,um, you know, I had some
employees that I was workingwith, and they were they were
great when we worked together.
(05:03):
We, you know, we were uh at thatsame level.
But as soon as I took on thatrole of more of a leadership
role, there were a couple ofpeople within the organization
that just all of a sudden I findthat that just couldn't stand
me.
And uh I hadn't done anything uhat that point, but you know, it
took some time to find out whatthe problem was.
(05:24):
And the problem was, unbeknownstto me, that one of those people
wanted the position that that Iwas given.
And uh, you know, it wasn't thatit was just given to me, but I
worked for it.
I worked hard for it.
And and that door opened, butthey were very upset because
they didn't, or that this persondidn't get that position, and
(05:44):
they were they were close tothis other person.
So between the two of them, theyreally they tried to oppose me
every time I took a run uhturned around.
They they they were very hostileand uh came to a point to where
you know I had to say, look, youguys need to, if you can't work
with me, and if you can't workwith me as a leader, then you
(06:07):
need to find some place andsomeone that you can.
And so both of them left.
But during that period of time,there was a few months, it was
it was a very trying time.
Uh, it it was easy to have myfocus broken off what I really
wanted to do because I wasdealing with these uh situations
that were constantly in my face.
(06:27):
And if I'd let it go, it wouldhave been like a cancer.
It would have just got insidethe company and inside uh my
part of the organization andjust really wreaked havoc.
Uh so you have to be reallycareful about that.
You know, you have to look atthese things from a very
strategic uh you know look.
And so we're gonna look at somestrategies with some very key
(06:50):
approaches, like seven keyapproaches to handle people who
stand against you, but yet it'llensure you that you can maintain
your leadership capabilities andcredibility, and you'll foster a
team of cohesion, and you'lldrive your organization to a
(07:10):
place of great success.
Uh but we got to look at theseguidelines, these principles,
we'll say.
Uh, you know, William James,he's an American philosopher,
historian, and uh psychologist.
He said, whenever you're inconflict with someone, there is
one factor that can make thedifference between damaging your
relationship and deepening it.
(07:33):
And that factor is attitude.
So as you're dealing with thesetype of people in these types of
circumstances, you have to havethe right attitude and keep a
very good, strong, positiveattitude.
So let's look at these seven.
Uh so the first one isunderstand the root cause.
Um, opposition sometimes canstem from misunderstandings, uh
(07:59):
uh difference and priorities.
It can be personal insecurities,um, it can be a spiritual
resistance, but but realize, youknow, as even as Ephesians 6 and
12 says, our struggle is notagainst flesh and blood.
It's not really people thatwe're struggling against per se.
Like I said, sometimes it's justmisunderstandings, it's a
(08:21):
difference in priorities.
Uh and so you got to discernwhether this is professional,
whether it's personal, orspiritual.
And uh that's going to allow fora very targeted response, which
is what you want.
You know, Ephesians um uh ourProverbs 16 and 2 says, all a
(08:43):
person's ways seem pure to them,but motives are weighed by the
Lord.
Uh this really encourages us toassess uh the intent.
It's hard for you to know whatsomebody else's intentions are,
but you know what yourintentions are.
You know what your motives are.
You know, um Harvard BusinessReview notes that in um trying
(09:07):
to manage these polarized teams,uh, you know, understanding that
the cause, understanding thereal cause begins to foster
empathy and strategic responses,which will help you reduce some
friction.
So you you gotta identify,you've got to understand the
very root cause of theopposition.
(09:28):
And that's probably 50% ofdealing with it, is you have to
really uh identify it.
You've got to know what it is.
So, what are some things thatyou can do?
Well, you've got to analyzethings very objectively.
You know, use a uh, you know, dowhat you can to document the
situation.
You've got to separate the factsfrom the emotions.
(09:50):
And then next you've got togather some context.
You know, maybe, maybe uh you'reyou're too emotionally involved.
So maybe you need to findsomebody that's more neutral and
and then and then review thisinformation, try to clarify some
motives.
And then you've got to reflecton your role.
You you've got to look at youractions.
(10:11):
Have they contributed to this?
Um, you know, you've got toreduce that that desire to be
defensive on your behalf andlook at the situation and try to
determine even your motives.
Uh and then you try to classifythe opposition.
You you've got to determine ifit's if it's constructive.
(10:32):
In other words, are they tryingto give you some valid feedback?
Or is it destructive?
Are they trying to sabotagewhat's going on?
So you need to know those twothings so that you can tailor
your approach and how you'regoing to approach.
And then you need to pray fordiscernment.
You know, you reflect on yourrole and how you may have
contributed, but then you needto make sure you don't
(10:54):
misinterpret opposition becauseit that can lead to bitterness.
Uh, it can get worse.
Uh, you know, the Bible says in1 Peter 2.23, it says, when they
hurled their insults at him, hedid not retaliate.
So discernment fosters, youknow, empathy and aligns, you
know, your responses with God'swill.
(11:15):
So you want to make sure thatyou pray for discernment.
Uh the second uh principle is weneed to communicate with clarity
and empathy.
You know, empathy, according toArthur uh CM Kri Coli, uh, he
says that empathy is the key tonegotiating and resolving
(11:39):
conflict.
You know, using empathy andcognitive behavioral therapy to
reduce this anxiety uh that thatwe feel sometimes.
Uh, you know, effectivecommunication, you it involves a
lot of listening uh on your end.
You've got to be active in yourlistening, you've got to be able
(12:01):
to express your perspective, butyou've got to do it clearly.
You know, you've got to addressyour concerns, but you do it
from the standpoint of empathyso that you can help to
de-escalate whatever tensionsthere may be during this time of
communication.
You know, poor communicationfuels about 70% of workplace
(12:22):
conflicts.
70%.
You know, it's just because it'snot clear.
It's just very poorcommunication.
You know, uh empatheticdialogue, it builds trust and
and a lot of times uncoversinsights, according to uh a
Syracuse University's um uh uhstrategy and uh emphasis that
(12:44):
they did a study on.
And so those are important.
So what are some steps that wecan take?
Well, I think you got to choosethe right channel.
So maybe it's an in-person,maybe it's a video call, maybe
it's an email for sensitiveissues to convey the tone uh
that's proper.
Some people do better in writingthan they do in person.
(13:08):
Some people are more aggressivein writing than they are in
person, and therefore in writingis not always the best way to go
when you do that.
So you have to know yourselfthere, but you've got to choose
the right channel.
I always tell people, you know,anything that you make a big
deal of is gonna become a bigdeal.
So don't make a big deal aboutsomething if you don't want it
(13:30):
to be a big deal.
So keep that in mind too.
Then you've got to choose yourtiming.
You gotta you need to addressissues.
Always take a little time forprayer.
Don't allow yourself to begin toaddress something in the heat of
the moment, because I promiseyou you'll say the wrong thing
and you'll say it with the wrongtone.
And then you you've got tolisten actively.
(13:52):
In other words, what you've gotto do is paraphrase what their
points were.
You know, you say somethinglike, Well, I hear what I'm
hearing is that you're concernedabout, and then, you know,
whatever the issue is, so thatyou can show them that you
understand.
Uh and then use what I considerto be I statements.
(14:13):
In other words, frame yourconcerns as like, I'm concerned
about you.
Uh what you want to do is youwant to avoid blaming that
person because that'll shut thewhole thing down uh pretty
quickly.
Uh so you want to be verycareful of that.
And then ask a lot of open-endedquestions.
You know, what solutions do yousee?
(14:33):
How do you see this working out?
And then make sure that yousummarize and you document what
you agreed upon.
That's extremely important.
So you document it, you followit up with written notes to make
sure that there's plenty ofclarity uh right there.
And uh so anyway, I think if youcan do that, I think you'll
(14:55):
you'll resolve 80% of thedisputes that you may have with
people uh in a very good waythat strengthens the
relationship and it'll continueto foster collaboration.
So I think that's important.
Let's look at number three.
Uh, number three is establishsome clear boundaries.
You know, we've talked aboutboundaries on the podcast
(15:16):
before, but you need toestablish very clear boundaries
because boundaries define umacceptable behavior, uh
protecting your focus and theorganization's culture from any
kind of uh destructiveopposition.
Um, you know, I think that'simportant.
You know, Matthew 18, 15 through17 says, if your brother or
(15:39):
sister sins, go and point outtheir fault just between you
two.
So you you want to have someboundaries.
So you're gonna say, look, I'mjust gonna come to you directly.
I'm not gonna air this out infront of everybody.
Uh and then, you know, you canoutline the steps for addressing
(16:00):
those issues.
You know, Proverbs 423 says,above all else, guard your heart
for everything you do flows fromit.
So again, that emphasizesprotective boundaries.
You know, unaddressed oppositioncan really erode team morale,
ethics.
But when you include boundaries,it prevents a lot of that.
(16:22):
It prevents uh that, and it alsopromotes accountability.
You know, Galatians 6.1 saysrestore that person gently.
In business, it'll help you tomaintain your focus and
integrity.
But clear boundaries make, youknow, or maintain
professionalism, uh, which Ithink is very, very important
(16:42):
for your reputation.
You know, a coach, you know, heestablishes rules uh to ensure
that there's fair play andthere's team success.
Um, first uh in 1 Corinthianschapter 9 talks about that, but
but you know, a leader setsboundaries to maintain respect
(17:03):
and focus, and it enables yourteam to perform really at the
highest level.
So, what can we do about that?
Well, we can define clear limitsand uh we can enforce things,
but you enforce it with grace,um, you know, and then protect
the priorities.
You know, you you maybe you'vegot to delegate maybe minor
(17:23):
conflicts uh to maintain focuson your leadership goals, but I
think if it's something directdirected at you specifically, I
think you have to be involved.
Uh so what you want to do too islimit any kind of toxic
interactions.
Um, you know, know when to limityour contact with that person.
You may have to just flat outreduce or eliminate contact with
(17:47):
that person if they're like avendor or if they're uh you know
a competition or something likethat.
And then again, you you want todocument.
You document everything, makesure you have an impartial
witness if it's needed, uh, butyou want to document it and do a
good job of that.
(18:07):
Because when you do that, itit's really gonna pres it's
gonna uh preserve yourwell-being.
It's also gonna reduce stress.
You know, some studies say itreduces stress by 25%.
Uh so I think that's importantuh as we look at that.
So let's look at number four.
Uh number four, you've got tobuild a support network.
(18:29):
That's important.
You need a support network.
Uh, you know, a network ofmentors or supporters, because
some people are just going tocome after you, they're going to
attack you relentlessly.
And you need a support network.
You need people that canencourage you and help you stay
focused.
You know, Hebrews 10, 24 through25 says, let us consider how we
(18:51):
may spur one another on towardlove and good deeds, encouraging
one another.
Uh Proverbs 27, 17 says, as ironsharpens iron, so one person
sharpens another.
So it's important that we're notdoing this in isolation.
You know, you need thatcommunity.
It helps you to build thatresilience.
You know, Harvard BusinessReview actually emphasizes that
(19:15):
alliances empowers leaders,especially in polarized
environments.
So you need that supportnetwork.
Uh, what can you do for that?
Well, you know, there's somepractical steps.
You know, you can strengthenyour internal relationships
within the organization, youknow, build trust with these key
stakeholders through, you know,you uh you got to stay in
(19:38):
contact with them, obviously,uh, to do that.
Uh then you ought to seek outsome external mentors.
Uh, either join an industrygroup or you may want to hire a
coach, you know, for objectiveadvice.
I I had a coach for severalyears that was extremely helpful
to me.
It was very well worth uh themoney that I paid for the coach.
(20:00):
Uh, but you want to rally yoursupporters.
You know, you want to share yourvision to align the team members
against whatever the unfoundedcriticism may be.
And then you want to leveragedata.
You want to use metrics to buildyour credibility and counter the
opposition when you havesomebody that's just standing
against you.
And then you're going to have toform some coalitions, you know,
(20:23):
partner with some peers to shareyour challenges.
Uh, you just have to do that.
So it'll help you to increaseyour influence.
A lot of studies say by as muchas 30%.
Uh, it'll also provide emotionalresilience.
It'll, it'll, it'll help youalign with uh with God's vision
(20:43):
that he has given you.
So that's important.
Let's look at number five.
Number five is learn and growfrom opposition.
You know, opposition is acatalyst for growth.
It offers a lot of opportunitiesto help us to refine our
leadership skills, to help usadapt strategies and foster
(21:03):
innovation by viewing thosechallenges as learning
experiences.
You know, James 1 and 4, uh Imean 1, 2 through 4, it says,
consider it pure joy wheneveryou face trials.
The testing of your faithproduces perseverance so that
you may be mature and complete.
So we we know that.
(21:24):
You know, even in Romans uh 5and 3 through 4, it says
suffering produces perseveranceand perseverance character and
character hope.
So you can see that, you can seehow that that operates.
And so you want to be able tolook at this as a learning
opportunity and more importantlyas a growth opportunity.
(21:46):
Now here's some practical steps,you know, uh make sure that you
reflect on lessons.
Like you want to kind of maybehave a journal, maybe keep these
things in a journal.
I believe in journaling, youknow, and once you get through
these conflicts, you know, maybewrite out some insights that you
gain from that.
And then look at it and say,well, what could I have done
(22:06):
better?
How can I improve?
Uh, but look at it as a learningopportunity and then get some
feedback.
Ask some trusted people for uhfor their perspective on the way
that you're approaching this orhow you handled it, and let them
give you some good, honestfeedback.
And then make sure that you'rewilling to adapt your
strategies.
You know, you may have to updateprocesses based on some of the
(22:29):
things that you've learned.
Uh, and maybe you want to investin some training.
You know, there's a lot ofcourses out there online to help
you with conflict resolution oruh to develop emotional
intelligence.
We've talked about that on thispodcast.
And and and then pray forgrowth.
Pray for growth.
Pray that God shows you how youcan grow through this and then
(22:52):
be sure that you develop skillsthat you need.
You know, pursue that trainingand make sure you get the skills
that you feel like that you needto make it happen.
Uh so I think that's important.
Let's look at number six.
We're almost done.
Uh number six, escalate ordisengage strategically.
(23:12):
In other words, when there'sopposition and and that
opposition is being uh the uhunethical or maybe even illegal,
uh they're just persistentlydestructive.
Um, I think then you you have togo, then at that point, you may
have to go legal to a legalcounsel, you may have to go to
(23:35):
HR, uh, or then there's timeswhen you disengage, you just
limit the interaction.
And that may be necessary toprotect not just you, but the
organization or the department.
Um, you know, I I just thinkthat's important.
You've got to know when to actdecisively and not allow
(23:57):
prolonged um damage to yourdepartment, to yourself, to your
organization, and help you topreserve your focus.
And and so you can do that.
You just need to assess theseverity.
How severe is that?
You escalate it if theopposition involves harassment
uh or any kind of ethicalviolations or legal issues.
(24:18):
You definitely want to escalateit at that point.
Uh, but then follow protocols.
If you have company policies inplace for formal escalation, um,
you know, make sure that youfollow those.
Uh and then try to, when youdisengage, try to do it in a
tactful way.
In other words, you want tolimit that contact with these
(24:38):
kinds of toxic individuals andtry to redirect your energy to
some other greater prioritiesthat are more important.
And then you want to hire, youyou may have to hire a mediator.
You know, if you don't go fulllegal, you may have to hire a
mediator that can get involved.
You know, you get somebodythat's a professional and
(24:59):
they're dealing with complexdisputes all the time.
And then you need to monitor theoutcome.
You know, ensure that theresolutions that that you've put
into place, they're gonna avoidany kind of retaliation or
further uh issues down the road.
So I think that's important.
And then lastly, we want to lookat uh something I think is very
(25:20):
important.
That is you've got to rely onGod's strength.
You've got to rely on hisstrength, and you've got to rely
on his timing.
You know, handling oppositionultimately requires dependence
on God's strength, his wisdom,his timing through prayer,
through the word of God, throughtrust in his sovereignty,
because he is all-knowing.
(25:41):
You know, uh Philippians 4.13says, I can do all things
through him who gives mestrength.
Uh Isaiah 40, 31 says, those whohope in the Lord will renew
their strength.
They will run and not growweary.
It's in the Lord, you know, uhlike a like an eagle that soars
effortlessly, but he relies onthose wind currents.
(26:05):
And those who hope in the Lord,they're going to soar on wings
like eagles.
And a leader relies on God'sstrength to rise above the
challenges without exhaustion.
You know, the eagle doesn't flapfrantically, but it trusts the
wind to lift it.
You know, handling oppositioneffectively is a hallmark of
(26:25):
great leaders.
And by understanding causes andcommunicating in a very
empathetic way, uh buildingsupport, uh, using these
strategies, setting boundaries,learning from the challenges,
and escalating when you need to.
When you do that, uh, I thinkthat you can transform a lot of
(26:48):
opposition into opportunitiesfor growth and unity.
And these practices aresupported by research, and
they'll help you to reduceconflict in the future and
conflict costs even by up to40%.
And it's going to help you toperform at a higher level.
So you want to embed theseskills and look at yourself.
(27:10):
Give yourself a regularassessment, you know, and then
train your team.
Don't just train yourself, buttrain your team in conflict
resolution.
And then you need to pray everyday.
You know, revisit the frameworkduring these challenges.
Make sure that you're stilldoing the right things in the
right way.
And by moving forward withvision and effort, I believe
(27:34):
you'll lead and you'll be agreat leader and you'll be one
with resilience and uh you'llmove forward, fostering a great
culture within yourorganization.
So, Lord, sometimes, Lord, wecome before you now, and Lord,
sometimes no matter what we do,there are people who will just
want to stand against us.
(27:55):
Lord, we don't understand it.
We don't know why, but there arepeople that will come and do
that.
And Father, we just ask for yourguidance and your direction
during these times.
Lord, help us to implement someof these principles to help
bring peace and clarity.
Help us to know when to take ahard stand, and Lord, help us to
know when to show grace.
Lord, help us to be strong andresilient leaders in the name of
(28:20):
Jesus.
Amen and amen.
Well, thanks to all of you fordownloading this week's podcast.
And my prayer is that you willbe enlightened and encouraged
and empowered by today'spodcast.
So be please be sure to sharethis podcast with four or five
other people this week.
That's all the time we have forit for today.
(28:42):
So remember that Jesus is Lordand He wants you blessed.
SPEAKER_00 (28:52):
Thank you for tuning in to this week's Christian
business coming to podcast.
Go to Christian business coming.
Come on, come on information, sobusiness.
Welcome to the Christian business concepts with
your host here.
Christian Business Concepts isdedicated to company companies.
SPEAKER_01 (00:17):
Thanks, Kelly, and welcome to all of you who are a
part of Christian BusinessConcepts community.
And for downloading this week'spodcast, I'm your host, Harold
Milby, and every week I try tobring you biblical business
principles that, when applied,will bring you what I feel like
is true godly success.
And every week I hope and praythat each of you will be
(00:40):
encouraged, enlightened, andempowered by what we discuss.
So I just ask that you'd pleasehelp us to grow the CBC family
by sharing this podcast withfour or five others and even
sharing the link to this podcastby posting it on your uh on your
(01:00):
Facebook and on your LinkedInpages.
We would really appreciate thatas we continue to grow the CBC
family around the world.
Uh that is one of the mosthumbling things that I
experience every week when I seenew new cities and new states in
the U.S.
and new countries and new citiesand new countries.
It's just amazing to me how thatChristian business concepts is
(01:24):
touching lives around the world.
Uh this week I want to give abig shout out here in the United
States to the folks of HumbleTexas.
Uh, you know, you guys had a lotof downloads, and uh, we sure do
appreciate you folks in HumbleTexas.
Um in fact, uh this has been thefirst time we've had people
(01:45):
listening from Humble.
So thank you so much.
Uh we're excited about it.
Not sure how you heard about it,but we're glad that you did.
Thanks for listening and being apart of the CBC community.
And thanks to everybody, to allof you, for making CBC a part of
your personal growth plan anddownloading podcasts every week
and listening.
And we're so thankful for youand thankful for what God is
(02:09):
doing through you as a as aChristian business leader.
And uh, you know, as Christianbusiness leaders, and I want to
jump right into today's topic,you're going to encounter
opposition.
I mean, you know, there's goingto be people who are against
you.
Uh, they could be colleagues,employees, or clients, or
(02:31):
competitors.
And these times, thesesituations, they're going to
test your faith and they'regoing to test your leadership.
Um, you know, there's just goingto be some people that just
aren't going to like you.
I I'm I know that you're alikable person, you're a good
person, um, you know, but youjust have to face the fact that
(02:52):
there are people out there whoare just not going to like you.
Maybe they don't like yourpersonality, maybe they don't
understand the differentpersonality types and they don't
understand how to work that outwithin themselves.
Um, but regardless of what itis, it's going to happen from
time to time.
There's not much you can doabout it, but there's just some
(03:14):
principles that we can talkabout today that I think will
help you tremendously.
So whether it's criticism orresistance or out and out
hostility, you know, handlingthese challenges with grace and
wisdom is going to reflectChrist's example.
Uh, it'll also help to advanceGod's kingdom, which is what
(03:36):
we're supposed to do.
You know, Romans 12 and 18 urgesthis.
It says, if it is possible, asfar as it depends on you, live
at peace with everyone.
And then Matthew 5.44 says, Loveyour enemies.
He didn't say if you want to.
He just said it's a command,love your enemies and pray for
those who persecute you.
(03:58):
So as we look at these, as welook at these principles, just
really kind of keep those twopassages in mind.
Keep them in the forefront ofyour mind as we as we look at
this.
You know, unresolved conflictsuh can really reduce
productivity.
And in some cases, studies sayby as much as 20%.
(04:19):
Uh it also increases turnover.
Uh it costs organizations a lotof money.
Uh, I would say millions andmillions of dollars a year
around the world are spentbecause of it.
And uh for a leader, it canreally break your focus.
It can also ruin your reputationif you don't deal with it
(04:42):
correctly.
Uh, you know, when I took overas uh uh one of my first, well,
I went from regional salesdirector up to a national sales
director.
When I took over that position,um, you know, I had some
employees that I was workingwith, and they were they were
great when we worked together.
(05:03):
We, you know, we were uh at thatsame level.
But as soon as I took on thatrole of more of a leadership
role, there were a couple ofpeople within the organization
that just all of a sudden I findthat that just couldn't stand
me.
And uh I hadn't done anything uhat that point, but you know, it
took some time to find out whatthe problem was.
(05:24):
And the problem was, unbeknownstto me, that one of those people
wanted the position that that Iwas given.
And uh, you know, it wasn't thatit was just given to me, but I
worked for it.
I worked hard for it.
And and that door opened, butthey were very upset because
they didn't, or that this persondidn't get that position, and
(05:44):
they were they were close tothis other person.
So between the two of them, theyreally they tried to oppose me
every time I took a run uhturned around.
They they they were very hostileand uh came to a point to where
you know I had to say, look, youguys need to, if you can't work
with me, and if you can't workwith me as a leader, then you
(06:07):
need to find some place andsomeone that you can.
And so both of them left.
But during that period of time,there was a few months, it was
it was a very trying time.
Uh, it it was easy to have myfocus broken off what I really
wanted to do because I wasdealing with these uh situations
that were constantly in my face.
(06:27):
And if I'd let it go, it wouldhave been like a cancer.
It would have just got insidethe company and inside uh my
part of the organization andjust really wreaked havoc.
Uh so you have to be reallycareful about that.
You know, you have to look atthese things from a very
strategic uh you know look.
And so we're gonna look at somestrategies with some very key
(06:50):
approaches, like seven keyapproaches to handle people who
stand against you, but yet it'llensure you that you can maintain
your leadership capabilities andcredibility, and you'll foster a
team of cohesion, and you'lldrive your organization to a
(07:10):
place of great success.
Uh but we got to look at theseguidelines, these principles,
we'll say.
Uh, you know, William James,he's an American philosopher,
historian, and uh psychologist.
He said, whenever you're inconflict with someone, there is
one factor that can make thedifference between damaging your
relationship and deepening it.
(07:33):
And that factor is attitude.
So as you're dealing with thesetype of people in these types of
circumstances, you have to havethe right attitude and keep a
very good, strong, positiveattitude.
So let's look at these seven.
Uh so the first one isunderstand the root cause.
Um, opposition sometimes canstem from misunderstandings, uh
(07:59):
uh difference and priorities.
It can be personal insecurities,um, it can be a spiritual
resistance, but but realize, youknow, as even as Ephesians 6 and
12 says, our struggle is notagainst flesh and blood.
It's not really people thatwe're struggling against per se.
Like I said, sometimes it's justmisunderstandings, it's a
(08:21):
difference in priorities.
Uh and so you got to discernwhether this is professional,
whether it's personal, orspiritual.
And uh that's going to allow fora very targeted response, which
is what you want.
You know, Ephesians um uh ourProverbs 16 and 2 says, all a
(08:43):
person's ways seem pure to them,but motives are weighed by the
Lord.
Uh this really encourages us toassess uh the intent.
It's hard for you to know whatsomebody else's intentions are,
but you know what yourintentions are.
You know what your motives are.
You know, um Harvard BusinessReview notes that in um trying
(09:07):
to manage these polarized teams,uh, you know, understanding that
the cause, understanding thereal cause begins to foster
empathy and strategic responses,which will help you reduce some
friction.
So you you gotta identify,you've got to understand the
very root cause of theopposition.
(09:28):
And that's probably 50% ofdealing with it, is you have to
really uh identify it.
You've got to know what it is.
So, what are some things thatyou can do?
Well, you've got to analyzethings very objectively.
You know, use a uh, you know, dowhat you can to document the
situation.
You've got to separate the factsfrom the emotions.
(09:50):
And then next you've got togather some context.
You know, maybe, maybe uh you'reyou're too emotionally involved.
So maybe you need to findsomebody that's more neutral and
and then and then review thisinformation, try to clarify some
motives.
And then you've got to reflecton your role.
You you've got to look at youractions.
(10:11):
Have they contributed to this?
Um, you know, you've got toreduce that that desire to be
defensive on your behalf andlook at the situation and try to
determine even your motives.
Uh and then you try to classifythe opposition.
You you've got to determine ifit's if it's constructive.
(10:32):
In other words, are they tryingto give you some valid feedback?
Or is it destructive?
Are they trying to sabotagewhat's going on?
So you need to know those twothings so that you can tailor
your approach and how you'regoing to approach.
And then you need to pray fordiscernment.
You know, you reflect on yourrole and how you may have
contributed, but then you needto make sure you don't
(10:54):
misinterpret opposition becauseit that can lead to bitterness.
Uh, it can get worse.
Uh, you know, the Bible says in1 Peter 2.23, it says, when they
hurled their insults at him, hedid not retaliate.
So discernment fosters, youknow, empathy and aligns, you
know, your responses with God'swill.
(11:15):
So you want to make sure thatyou pray for discernment.
Uh the second uh principle is weneed to communicate with clarity
and empathy.
You know, empathy, according toArthur uh CM Kri Coli, uh, he
says that empathy is the key tonegotiating and resolving
(11:39):
conflict.
You know, using empathy andcognitive behavioral therapy to
reduce this anxiety uh that thatwe feel sometimes.
Uh, you know, effectivecommunication, you it involves a
lot of listening uh on your end.
You've got to be active in yourlistening, you've got to be able
(12:01):
to express your perspective, butyou've got to do it clearly.
You know, you've got to addressyour concerns, but you do it
from the standpoint of empathyso that you can help to
de-escalate whatever tensionsthere may be during this time of
communication.
You know, poor communicationfuels about 70% of workplace
(12:22):
conflicts.
70%.
You know, it's just because it'snot clear.
It's just very poorcommunication.
You know, uh empatheticdialogue, it builds trust and
and a lot of times uncoversinsights, according to uh a
Syracuse University's um uh uhstrategy and uh emphasis that
(12:44):
they did a study on.
And so those are important.
So what are some steps that wecan take?
Well, I think you got to choosethe right channel.
So maybe it's an in-person,maybe it's a video call, maybe
it's an email for sensitiveissues to convey the tone uh
that's proper.
Some people do better in writingthan they do in person.
(13:08):
Some people are more aggressivein writing than they are in
person, and therefore in writingis not always the best way to go
when you do that.
So you have to know yourselfthere, but you've got to choose
the right channel.
I always tell people, you know,anything that you make a big
deal of is gonna become a bigdeal.
So don't make a big deal aboutsomething if you don't want it
(13:30):
to be a big deal.
So keep that in mind too.
Then you've got to choose yourtiming.
You gotta you need to addressissues.
Always take a little time forprayer.
Don't allow yourself to begin toaddress something in the heat of
the moment, because I promiseyou you'll say the wrong thing
and you'll say it with the wrongtone.
And then you you've got tolisten actively.
(13:52):
In other words, what you've gotto do is paraphrase what their
points were.
You know, you say somethinglike, Well, I hear what I'm
hearing is that you're concernedabout, and then, you know,
whatever the issue is, so thatyou can show them that you
understand.
Uh and then use what I considerto be I statements.
(14:13):
In other words, frame yourconcerns as like, I'm concerned
about you.
Uh what you want to do is youwant to avoid blaming that
person because that'll shut thewhole thing down uh pretty
quickly.
Uh so you want to be verycareful of that.
And then ask a lot of open-endedquestions.
You know, what solutions do yousee?
(14:33):
How do you see this working out?
And then make sure that yousummarize and you document what
you agreed upon.
That's extremely important.
So you document it, you followit up with written notes to make
sure that there's plenty ofclarity uh right there.
And uh so anyway, I think if youcan do that, I think you'll
(14:55):
you'll resolve 80% of thedisputes that you may have with
people uh in a very good waythat strengthens the
relationship and it'll continueto foster collaboration.
So I think that's important.
Let's look at number three.
Uh, number three is establishsome clear boundaries.
You know, we've talked aboutboundaries on the podcast
(15:16):
before, but you need toestablish very clear boundaries
because boundaries define umacceptable behavior, uh
protecting your focus and theorganization's culture from any
kind of uh destructiveopposition.
Um, you know, I think that'simportant.
You know, Matthew 18, 15 through17 says, if your brother or
(15:39):
sister sins, go and point outtheir fault just between you
two.
So you you want to have someboundaries.
So you're gonna say, look, I'mjust gonna come to you directly.
I'm not gonna air this out infront of everybody.
Uh and then, you know, you canoutline the steps for addressing
(16:00):
those issues.
You know, Proverbs 423 says,above all else, guard your heart
for everything you do flows fromit.
So again, that emphasizesprotective boundaries.
You know, unaddressed oppositioncan really erode team morale,
ethics.
But when you include boundaries,it prevents a lot of that.
(16:22):
It prevents uh that, and it alsopromotes accountability.
You know, Galatians 6.1 saysrestore that person gently.
In business, it'll help you tomaintain your focus and
integrity.
But clear boundaries make, youknow, or maintain
professionalism, uh, which Ithink is very, very important
(16:42):
for your reputation.
You know, a coach, you know, heestablishes rules uh to ensure
that there's fair play andthere's team success.
Um, first uh in 1 Corinthianschapter 9 talks about that, but
but you know, a leader setsboundaries to maintain respect
(17:03):
and focus, and it enables yourteam to perform really at the
highest level.
So, what can we do about that?
Well, we can define clear limitsand uh we can enforce things,
but you enforce it with grace,um, you know, and then protect
the priorities.
You know, you you maybe you'vegot to delegate maybe minor
(17:23):
conflicts uh to maintain focuson your leadership goals, but I
think if it's something directdirected at you specifically, I
think you have to be involved.
Uh so what you want to do too islimit any kind of toxic
interactions.
Um, you know, know when to limityour contact with that person.
You may have to just flat outreduce or eliminate contact with
(17:47):
that person if they're like avendor or if they're uh you know
a competition or something likethat.
And then again, you you want todocument.
You document everything, makesure you have an impartial
witness if it's needed, uh, butyou want to document it and do a
good job of that.
(18:07):
Because when you do that, itit's really gonna pres it's
gonna uh preserve yourwell-being.
It's also gonna reduce stress.
You know, some studies say itreduces stress by 25%.
Uh so I think that's importantuh as we look at that.
So let's look at number four.
Uh number four, you've got tobuild a support network.
(18:29):
That's important.
You need a support network.
Uh, you know, a network ofmentors or supporters, because
some people are just going tocome after you, they're going to
attack you relentlessly.
And you need a support network.
You need people that canencourage you and help you stay
focused.
You know, Hebrews 10, 24 through25 says, let us consider how we
(18:51):
may spur one another on towardlove and good deeds, encouraging
one another.
Uh Proverbs 27, 17 says, as ironsharpens iron, so one person
sharpens another.
So it's important that we're notdoing this in isolation.
You know, you need thatcommunity.
It helps you to build thatresilience.
You know, Harvard BusinessReview actually emphasizes that
(19:15):
alliances empowers leaders,especially in polarized
environments.
So you need that supportnetwork.
Uh, what can you do for that?
Well, you know, there's somepractical steps.
You know, you can strengthenyour internal relationships
within the organization, youknow, build trust with these key
stakeholders through, you know,you uh you got to stay in
(19:38):
contact with them, obviously,uh, to do that.
Uh then you ought to seek outsome external mentors.
Uh, either join an industrygroup or you may want to hire a
coach, you know, for objectiveadvice.
I I had a coach for severalyears that was extremely helpful
to me.
It was very well worth uh themoney that I paid for the coach.
(20:00):
Uh, but you want to rally yoursupporters.
You know, you want to share yourvision to align the team members
against whatever the unfoundedcriticism may be.
And then you want to leveragedata.
You want to use metrics to buildyour credibility and counter the
opposition when you havesomebody that's just standing
against you.
And then you're going to have toform some coalitions, you know,
(20:23):
partner with some peers to shareyour challenges.
Uh, you just have to do that.
So it'll help you to increaseyour influence.
A lot of studies say by as muchas 30%.
Uh, it'll also provide emotionalresilience.
It'll, it'll, it'll help youalign with uh with God's vision
(20:43):
that he has given you.
So that's important.
Let's look at number five.
Number five is learn and growfrom opposition.
You know, opposition is acatalyst for growth.
It offers a lot of opportunitiesto help us to refine our
leadership skills, to help usadapt strategies and foster
(21:03):
innovation by viewing thosechallenges as learning
experiences.
You know, James 1 and 4, uh Imean 1, 2 through 4, it says,
consider it pure joy wheneveryou face trials.
The testing of your faithproduces perseverance so that
you may be mature and complete.
So we we know that.
(21:24):
You know, even in Romans uh 5and 3 through 4, it says
suffering produces perseveranceand perseverance character and
character hope.
So you can see that, you can seehow that that operates.
And so you want to be able tolook at this as a learning
opportunity and more importantlyas a growth opportunity.
(21:46):
Now here's some practical steps,you know, uh make sure that you
reflect on lessons.
Like you want to kind of maybehave a journal, maybe keep these
things in a journal.
I believe in journaling, youknow, and once you get through
these conflicts, you know, maybewrite out some insights that you
gain from that.
And then look at it and say,well, what could I have done
(22:06):
better?
How can I improve?
Uh, but look at it as a learningopportunity and then get some
feedback.
Ask some trusted people for uhfor their perspective on the way
that you're approaching this orhow you handled it, and let them
give you some good, honestfeedback.
And then make sure that you'rewilling to adapt your
strategies.
You know, you may have to updateprocesses based on some of the
(22:29):
things that you've learned.
Uh, and maybe you want to investin some training.
You know, there's a lot ofcourses out there online to help
you with conflict resolution oruh to develop emotional
intelligence.
We've talked about that on thispodcast.
And and and then pray forgrowth.
Pray for growth.
Pray that God shows you how youcan grow through this and then
(22:52):
be sure that you develop skillsthat you need.
You know, pursue that trainingand make sure you get the skills
that you feel like that you needto make it happen.
Uh so I think that's important.
Let's look at number six.
We're almost done.
Uh number six, escalate ordisengage strategically.
(23:12):
In other words, when there'sopposition and and that
opposition is being uh the uhunethical or maybe even illegal,
uh they're just persistentlydestructive.
Um, I think then you you have togo, then at that point, you may
have to go legal to a legalcounsel, you may have to go to
(23:35):
HR, uh, or then there's timeswhen you disengage, you just
limit the interaction.
And that may be necessary toprotect not just you, but the
organization or the department.
Um, you know, I I just thinkthat's important.
You've got to know when to actdecisively and not allow
(23:57):
prolonged um damage to yourdepartment, to yourself, to your
organization, and help you topreserve your focus.
And and so you can do that.
You just need to assess theseverity.
How severe is that?
You escalate it if theopposition involves harassment
uh or any kind of ethicalviolations or legal issues.
(24:18):
You definitely want to escalateit at that point.
Uh, but then follow protocols.
If you have company policies inplace for formal escalation, um,
you know, make sure that youfollow those.
Uh and then try to, when youdisengage, try to do it in a
tactful way.
In other words, you want tolimit that contact with these
(24:38):
kinds of toxic individuals andtry to redirect your energy to
some other greater prioritiesthat are more important.
And then you want to hire, youyou may have to hire a mediator.
You know, if you don't go fulllegal, you may have to hire a
mediator that can get involved.
You know, you get somebodythat's a professional and
(24:59):
they're dealing with complexdisputes all the time.
And then you need to monitor theoutcome.
You know, ensure that theresolutions that that you've put
into place, they're gonna avoidany kind of retaliation or
further uh issues down the road.
So I think that's important.
And then lastly, we want to lookat uh something I think is very
(25:20):
important.
That is you've got to rely onGod's strength.
You've got to rely on hisstrength, and you've got to rely
on his timing.
You know, handling oppositionultimately requires dependence
on God's strength, his wisdom,his timing through prayer,
through the word of God, throughtrust in his sovereignty,
because he is all-knowing.
(25:41):
You know, uh Philippians 4.13says, I can do all things
through him who gives mestrength.
Uh Isaiah 40, 31 says, those whohope in the Lord will renew
their strength.
They will run and not growweary.
It's in the Lord, you know, uhlike a like an eagle that soars
effortlessly, but he relies onthose wind currents.
(26:05):
And those who hope in the Lord,they're going to soar on wings
like eagles.
And a leader relies on God'sstrength to rise above the
challenges without exhaustion.
You know, the eagle doesn't flapfrantically, but it trusts the
wind to lift it.
You know, handling oppositioneffectively is a hallmark of
(26:25):
great leaders.
And by understanding causes andcommunicating in a very
empathetic way, uh buildingsupport, uh, using these
strategies, setting boundaries,learning from the challenges,
and escalating when you need to.
When you do that, uh, I thinkthat you can transform a lot of
(26:48):
opposition into opportunitiesfor growth and unity.
And these practices aresupported by research, and
they'll help you to reduceconflict in the future and
conflict costs even by up to40%.
And it's going to help you toperform at a higher level.
So you want to embed theseskills and look at yourself.
(27:10):
Give yourself a regularassessment, you know, and then
train your team.
Don't just train yourself, buttrain your team in conflict
resolution.
And then you need to pray everyday.
You know, revisit the frameworkduring these challenges.
Make sure that you're stilldoing the right things in the
right way.
And by moving forward withvision and effort, I believe
(27:34):
you'll lead and you'll be agreat leader and you'll be one
with resilience and uh you'llmove forward, fostering a great
culture within yourorganization.
So, Lord, sometimes, Lord, wecome before you now, and Lord,
sometimes no matter what we do,there are people who will just
want to stand against us.
(27:55):
Lord, we don't understand it.
We don't know why, but there arepeople that will come and do
that.
And Father, we just ask for yourguidance and your direction
during these times.
Lord, help us to implement someof these principles to help
bring peace and clarity.
Help us to know when to take ahard stand, and Lord, help us to
know when to show grace.
Lord, help us to be strong andresilient leaders in the name of
(28:20):
Jesus.
Amen and amen.
Well, thanks to all of you fordownloading this week's podcast.
And my prayer is that you willbe enlightened and encouraged
and empowered by today'spodcast.
So be please be sure to sharethis podcast with four or five
other people this week.
That's all the time we have forit for today.
(28:42):
So remember that Jesus is Lordand He wants you blessed.
SPEAKER_00 (28:52):
Thank you for tuning in to this week's Christian
business coming to podcast.
Go to Christian business coming.
Come on, come on information, sobusiness.
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