July 2, 2025 • 33 mins
We would love to hear from you. Send us a text message now by clicking HERE!
What happens when someone with incredible skills winds up in the wrong position? Even the most talented team members can flounder when misaligned with their natural gifts and strengths. In this enlightening episode, host Harold Milby is joined by his wife Mimi and Johnny Nunn to explore the critical importance of placing the right people in the right positions.
Drawing from Colossians 3:23, the conversation reveals how proper talent placement isn't just good business practice—it's biblical stewardship that honors God's unique design in each person. Whether you're leading a business, ministry, or simply trying to understand your own professional fit, this episode offers practical wisdom for identifying and leveraging natural strengths.
The trio dives into the fascinating differences between personality types—task-oriented versus people-oriented individuals, structured versus unstructured approaches—and how recognizing these differences transforms team effectiveness. They share valuable assessment tools like StrengthsFinder and DISC profiles that help reveal hidden talents, while emphasizing the importance of aligning team members with organizational values and vision.
You'll discover why clear job descriptions and thoughtful onboarding processes dramatically impact retention and productivity, and why investing time in understanding your people yields exponential returns in organizational success. For leaders tired of micromanaging and team members seeking greater fulfillment, this conversation provides the blueprint for creating environments where everyone can thrive according to their God-given design.
Ready to transform how you view talent and placement in your organization? Listen now to unlock biblical wisdom that creates both personal satisfaction and professional excellence.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to the Christian Business Concepts with
your host, harold Milby.
Christian Business Concepts isdedicated to guiding companies
and business owners in becomingeffective, efficient and
successful through God's Wordand godly principles.
Now, here's your host, haroldMilby.
Speaker 2 (00:17):
Hey, thanks, kelly, and welcome everyone to this
week's Christian BusinessConcepts podcast.
I'm your host, harold Milby.
I'm so glad that you're hereand, as always, if this is new
to you the first time listeningto the CBC Podcast you know
we're here every week just tobring you biblical principles
(00:37):
that you can apply into yourlife and into your business,
into your organization or evenyour department, that can help
you find true godly success, andone of the things that we want
to do is make sure that you areempowered and that you are
enlightened and that you areencouraged by what you hear
(00:58):
every week.
And so we're so thankful forthat, and we're so glad that you
have decided to download thispodcast and help us to grow the
CBC family by, you know, sharingthis podcast with four or five
other people, putting it, putthe link on your Facebook post
and you can also post it to yourLinkedIn as well.
(01:18):
We really, really appreciatethat, and I want to give a big
shout out this week to Houston,texas, for all the downloads
that they've had right here inthe United States of America.
But we appreciate all of youthat are participating and are a
part of the CBC family.
Today is kind of a special daybecause I'm in our southern
(01:41):
studio that I'm allowed to usefrom time to time and I've got
my wife is with me, which shedoesn't get to be on the podcast
very often, but you guys haveheard her before.
Mimi, we're so glad to have youhere today.
Speaker 3 (01:54):
Thank you, it's good to be here.
Speaker 2 (01:56):
And then I have Johnny Nunn.
It's Johnny Nunn's studio downhere in Florida, and so he's
been so kind to help us, butI've asked him to be on the
broadcast too.
So, johnny, welcome to the CBCbroadcast.
Speaker 4 (02:09):
Hey, thanks for having me.
I'm glad to be here, yeah yeah,it's great.
Speaker 2 (02:12):
And always before we get started, I always like to
give a big shout out to an area,a country or a city that has
downloaded a lot of downloads.
And this week I want to reachout or say give a big shout out,
I should say, to the city ofHouston, texas, right here in
the United States.
Thanks, houston, for all of youthat have been downloading so
(02:32):
many of our podcast episodes.
We welcome you and we're sothankful that you're here Today.
I want to talk a little bitabout you know, as a Christian
business leader, you know you'recalled to be a good steward of
what you have, that's all of theresources and the finances and
(02:55):
everything.
But the other thing that you'reto be a good steward of in your
organization is with yourpeople, is with your people, and
you should have a great deal ofwisdom and a great deal of care
that goes along with that.
You know Colossians 3.23 says,whatever you do, work at it with
(03:15):
all your heart as working forthe Lord, and so it's that
important that when you have aChristian business, that you
want to do that, and so I thinkthat's important.
So part of that is and this iswhat we're going to get into
today with the three of us.
I want to talk about how that isso important that we have the
(03:38):
right talent within ourorganization.
We need to place the rightpeople in the right positions
and we ensure that they're doingthe right things.
I think that is essential forthe success of any organization.
I don't care if it's aChristian organization such as a
church or a parachurch ministryor organization, or a
(04:00):
professional business, whetherit be retail, whether it be
industrial, it doesn't matterbut really any kind of
organization.
You want the right people inthe right position doing the
right things.
And I think that is so importantthat we take a look and reflect
on this, because in so doingwe've got to try to reflect
(04:20):
God's design for eachindividual's gifts, because
everybody's got their own gifts,everybody's got their own
personalities.
They're all different.
And I know, mimi, that you kindof specialize in this really
more in the church realm, wherethe majority of churches I don't
(04:42):
care how big or how small thechurch is you know you have
about 20% of the people doing80% of the work, and so either
the pastor gets burned out, thepeople get burned out, or both,
or nothing gets done.
They can't grow becausenobody's involved, and so why
don't we talk a little bit aboutthat from your perspective of
(05:03):
getting the right people in theright place?
Speaker 3 (05:05):
You know, I think that we can see that even.
I think we can see it.
Even just in a home you mayhave a couple people doing
everything, while others do not,and some of that is even in
churches or in the workplace.
It basically covers it all.
(05:26):
But within the church setting,I believe you have a small
percentage of people doing mostof the work because the other
people don't really know wherethey fit in.
It's not that they don't wantto work, it's not that they
don't want to be a part, butthey don't know where they fit.
If you read the Word and youstudy the Word of God yourself,
(05:50):
you can begin to see some ofthose giftings flow out of you
and you can identify those.
But that doesn't mean you knowwhere you fit in within the body
of Christ.
Speaker 2 (06:06):
Do you think on the church and John, I'm going to
pose that question to you fromthe business side, but from a
church perspective do you thinkthere are people that are afraid
, and maybe that fear comes fromnot knowing where their gifts
are or where they fit in, orthey're worried they're going to
be put in the wrong positionand it'll be a bad experience,
(06:27):
and then they get a badreputation in the church?
Speaker 3 (06:30):
Do you think?
Speaker 2 (06:31):
there's some fear.
That goes on.
Speaker 3 (06:33):
Absolutely.
Yeah, I think so, and you knowwhat we try to do.
We go through four or fivedifferent snap clips that we
have the people do videos.
And they take certainassessments about themselves.
So they get to find out moreabout themselves, their passion,
(06:55):
their giftings, their personalstyle.
They begin to see where theyfit in and gosh, I didn't know
that about myself and thingsthat they discover.
That's really eye-opening forthem.
And then when we have ourclasses, which is just two of
them, we try to do it in a smallgroup.
(07:16):
That way, people, we haveinteraction and I get to know
you and you get to know you andyou get to know me, and they get
to share what's on their heart.
And some of them have come awaysaying you know what I'm so
excited about getting involvednow, because I'm learning so
(07:37):
much about me and where I fit in.
And they said but what's neattoo is it's helped me to
understand my spouse better orsome of my children better, how
to know where, how to relate tothem better, and I can help
explain myself to them because Iunderstand me better.
Speaker 2 (08:00):
So I think that understanding that, even from a
business perspective, it helpsus to develop.
If in the company, if in thebusiness, you have the right
people in the right positionsand you recognize their talents,
you recognize what they'redoing right, you recognize what
they have to offer, we'll say itthat way.
(08:22):
To offer, we'll say it that way, if you can kind of get them
plugged in in that way, I mean,how much more effective do you
think business can run?
And and does that?
Do you feel, like Johnny, thatthat?
Speaker 4 (08:35):
helps to build a more cohesive team.
We'll move back up just onesecond because I want to comment
on something she said.
I think what happens is a lotof people haven't spent the time
to assess their life, tounderstand what their gifts are.
Speaker 3 (08:44):
Absolutely, or talents are for that matter, or
they don't know how or theydon't know how to assess
themselves.
So that's where havingsomething to help you go through
that process would help them.
Speaker 4 (08:53):
From the business side of things.
I'm going to put this inrespect.
I think you understand withsports, I grew up for many years
coaching my son, so I like toapply those type of principles
in my work ethic and my workpeople.
As far as coaching them, a lotof times what I have to find out
like if you're in baseball, youhave nine different positions.
Of course every position isdifferent what's your special?
Like a third baseman ain'tgoing to play like a first
baseman, or so forth.
So when I bring a new personinto my company, I try to spend
(09:16):
the time with them, coachingthem, but also trying to find
out what they're good at right,absolutely, right, absolutely.
And sometimes they don't knowRight, like well, you know, I've
worked at different companies,I've done this and that, but
they really can't tell you whatthey're really good at.
So I spent some time with them,direct them in different ways
and then give them some tasks,that sort of thing, and started
assessing where their strengthsand weaknesses are.
So I know how to put them in aplace that's going to be
successful and I think if youcan learn to do that
(09:39):
business-wise, whether it beyour church, whether it be your
business, personal life, if youcan apply that type of thing
around you, you'll find you'llmove yourself much further down
the road than if you don't.
Speaker 3 (09:48):
Right, and the other thing too, I think is really key
.
And let's go back to thebaseball deal Every position
played is important.
Speaker 4 (09:58):
Yes, every player is important.
Speaker 2 (10:07):
And not one of them can operate just by themselves,
Even the bat boy you think aboutthe team, even the bat boy is
important.
Speaker 3 (10:10):
They all need each other, so they work
interdependently, and that'swhat I share with the people.
As a body of Christ, we workinterdependently.
It's not about beingindependent and, of course, it's
not about being dependent.
And then the other thing that Iget into is how we serve, and
(10:31):
that is an attitude of love outof love, and you can demonstrate
that to people like yourcleaning crew.
They're just as important tothe business as somebody else is
.
Speaker 4 (10:47):
Yeah, I think you've got to treat every individual as
they're all equal, absolutely.
You might have a positiondifferent, but it's just as
equally important as the guyover on this side.
Speaker 2 (10:56):
Yeah, treat them with the same respect.
Speaker 4 (10:59):
Yeah, whether I'm treating my executive or I'm
treating my janitorial, itshould be all treated equally,
with the same dignity, the samerespect, right and teaching them
to be the best they can be.
Speaker 3 (11:08):
Absolutely, absolutely.
Speaker 2 (11:10):
You know, one of the things that I was while you guys
were talking, I was thinkingabout this.
You were talking about how youassess your employees when you
hire them, and you kind ofassess them.
Yeah, I'm impressed with thatand look for their talents, look
for you know what they're goodat, look for what they're
passionate about.
I mean, when you hire asalesperson and you look for a
salesperson, right, so you getsomebody and they've got good
(11:30):
skill, they know how to sell,they're good at it, and you hire
that person, but that's justkind of an outer shell, you know
, that's not really getting intothem.
Because I think when you reallyfind their giftings, their real
strengths, I think once you canidentify that and you guys can
(11:52):
speak to this.
But I think that it helps youas a either, in the case of a
church, either the pastor orwhoever it is that's in charge
of getting people involved, oryou, Johnny, as the business
owner, or your HR person,whoever it is.
But once you know that realdepth of who that person is, by
understanding their talents andtheir gifts, to me I think it
helps us to motivate them in abetter way.
(12:14):
It's easier, I think, tomotivate them because we know
what moves them, we know whatmakes them tick, we know what
their passion is, and so it'seasier to motivate somebody when
you can do that.
You know, I've seen that intrade shows I'm a carnival
barker.
I mean, I get out in the crowd,I get out in the aisleways.
You know, everybody else who'sin an exhibit beside me is
(12:37):
always staring at me becausethey're just standing back in
their booth waiting for peopleto come in.
And I don't do that.
I go out and get them and Ibring them in.
And I've had my reps, you know,at these trade shows and
they're like I can't do that, Ican't do it.
If you're going to ask me to dothat, I can't do that.
And so again, I can't forcethem or push them to do
something.
They're uncomfortable withNumber one.
(12:59):
It would not be very successful, but I have to put them.
You know where their strengthsare.
Some of them were very morestrong in the technical side of
it.
So I just I'd, I'd lasso thepeople, get them in, and then
I'd turn them over to thatperson who can, who can do all
that part.
I'd rather not do all that.
Speaker 4 (13:16):
That's exactly what we did this last trade show.
We were in Vegas as a.
You know, I had my daughterthere and my son-in-law who were
on our west coast foroperations, and so Talia was
going out and lassoing people in, bringing them back to Tyler
and let him close the deal.
Speaker 2 (13:28):
Yeah, you know, I think what you're saying is
exactly right.
I want to share this scripturethough 1 Corinthians 12, verse
18, it says that, but in fact,god has placed the parts in the
body, every one of them, just ashe wanted them to be.
So I think all of us again, weall have different gifts, we all
have different talents, we havedifferent personalities, we
have different work styles.
You know, mimi, one of thethings that we do, obviously and
(13:53):
I think this is so good forwork as well is you have people
that are task-oriented, and thenyou have people that are
people-oriented.
I'm extremely people-oriented.
I've learned to be a little bitmore task-oriented, but I am
really, at heart, I ampeople-oriented.
And then you've got to add tothat the fact that you have what
(14:17):
is it?
Speaker 3 (14:17):
Mimi Structured or unstructured.
Speaker 2 (14:19):
So you have structured people and
unstructured.
So you can be people-orientedand structured, yes, or you can
be people-oriented andunstructured, which is what I am
.
Naturally, I am not astructured person.
I will wait till the lastminute and then a lot of times,
if it's not, for me, I'll beflying by the seat of my pants.
I'm just not structured likethat.
That's been very difficult, ornot difficult, but I've had to
(14:41):
really learn, even when we dothe CBC podcast, because I'm so
unstructured.
But you know, I think people ina profession, I think it's
important for them to understandand, as a supervisor or a
person who's managing thosepeople, to understand are they
people-oriented, are theytask-oriented, are they
(15:03):
structured or are theyunstructured?
Because I think I've seenmanagement beat their heads
against a wall because they'retreating somebody like they are,
let's say, they'retask-oriented and they're
structured and they can'tunderstand why they can't get
this person that works for themto operate the way they do and
(15:24):
approach things the way they dowhen they're people-oriented and
unstructured we'll say and thatcan cause friction.
A lot of friction.
Speaker 3 (15:34):
In the workplace or even in the church.
Speaker 2 (15:36):
Right.
Speaker 3 (15:36):
And a person can also be like for myself and you can
change, you can work withyourself to change.
Speaker 2 (15:46):
Have more of a balance like a balance I was
very task-oriented andstructured.
Speaker 3 (15:52):
I am still structured .
Speaker 2 (15:54):
And I'm just going to give this example of that Mimi,
because this was years ago,right.
So we've taken theseassessments again and we've both
kind of got a little bit morebalanced.
But in the beginning Mimi wastask-oriented and she was
structured.
So we would go down the hallwayto the green room right before
service would start right, andthere would be times there'd be
(16:15):
people in the hallway.
Speaker 3 (16:16):
So there might be, and my mindset was I'm headed to
the green room, get to thegreen room to get there to get
ready for service.
Speaker 2 (16:22):
Mimi would blow by these people and she would just
blow by them, walk right by them, act just like they're not
there because she's sotask-oriented and she's so
focused, Whereas I would look atthat hallway and I would go oh,
this is going to take me 20minutes to get down there.
Speaker 3 (16:37):
Right and I'm going to my watch.
Speaker 2 (16:39):
Yeah, she's pointing at her watch.
Come on, we got a lot of timehere.
Speaker 4 (16:42):
She's pointing at her watch.
Speaker 2 (16:41):
Come on, we got a lot of time here.
I tend to be like Mimi.
Speaker 4 (16:43):
Once I get my focused on what I'm doing everything
else is.
Speaker 2 (16:47):
But see people, they're not all like that, so
they're different and sometimesyou get labeled as they're rude.
Speaker 4 (16:52):
Yeah.
Speaker 3 (16:52):
They're rude, but that's not the case.
It's recognizing, and for me itwas.
When you are amongst people,you have to train your mind.
This does matter because theydo matter to me.
Speaker 4 (17:07):
I find myself at church because I know I'm
wearing an AV department.
Speaker 3 (17:10):
So I'm busy from the time I get there to the time I
leave, so I don't really spend along time socializing with the
people.
Speaker 4 (17:15):
I try to do more of that because I want to be
connected with them, but I findmyself on Sunday morning.
I'm running back and forth onthat.
Speaker 1 (17:23):
I'm borne by people all the time I'm not saying
anything to them, right.
Speaker 4 (17:27):
I don't want to come across as rude because I'm not
talking to them.
No, I understand that, I'm justfocused and busy what I'm
trying to do Absolutely.
Speaker 2 (17:32):
Yeah, it can be bad.
You know, when I pastored up,come from around my desk, go out
(17:54):
into the office so I could gosee who it is and talk to them,
and she said you just continueto interrupt yourself all day
long when you do that.
She said, look, if you'reneeded I'll come get you, but
you don't have to come out hereand meet people.
I'm going to start keeping yourdoor closed.
It was the best thing in theworld she could have ever done
for me.
It really helped me.
So I think those things areimportant.
(18:15):
You know, from a businessperspective, I like what you do.
You know, johnny, I like thefact that you're trying to ask
those questions.
I think it's really good.
Sometimes you can ask likescenario-based questions like,
hey, how would you handle thissituation?
What would you do in thissituation?
You know you learn a lot aboutpeople.
(18:36):
You know when you do that.
But I think what's really,really important too is that you
have somebody in front of you,a candidate in front of you,
whether they're going to be avolunteer in a church or whether
they're going to be an employeeof a business.
I think you have to make surethat those people align with the
values of your organization,whether it be, again, a business
(19:00):
, whether it be a church or aparachurch organization.
They need to have those samevalues, whether it be work ethic
, whether it be ethics withinthemselves, whether it be
whatever those values are thatthe company has.
They also need to be in linewith your vision and with your
mission.
(19:21):
If they don't agree with yourvision, then you just need to
cut bait right then and there.
You need to walk away, andthat's even in the church.
I'm not going to put somebodyin ministry just because they
want to be involved.
If they don't believe in whatthe vision of the church is, or
if they don't believe the visionof my business, I don't want
them.
I don't want them.
I don't want them as anemployee, and I think that comes
(19:43):
into play and I think that'simportant too.
Speaker 4 (19:45):
Yeah, I agree with that.
I mean, I've had some employeesthat did not have the same work
ethic that we would put forthhere, and it didn't work out.
I mean, they don't want to cometo work like we would want to
come to work, or do I don't knowor go the extra mile.
Our philosophy here is to goabove and beyond.
That's what we typically try todo with all our customers,
which is while we retain them.
But when you get an employeewho just does the bare minimum,
(20:09):
it doesn't reflect who we are asa business, and so I've had a
couple of those people.
In fact, one of those peoplehappened to be my younger
brother, who had to let gobecause he just didn't have the
same vision that we had.
Younger brother who had to letgo because it just didn't have
the same vision that we had, andI hated it happening.
I mean, I loved him to death,but you know, when you have to
let go of your family, it's evenworse.
It makes it hard he understood,but that's just part of the
business, but it does matter.
(20:30):
I mean, people that are not onthe same page as you are and I
think it comes back to the verybeginning too is putting out
your vision of what you expectand what you want.
And if you don't have that forthem, like how are they supposed
to know what you want from them?
Speaker 3 (20:42):
Right, there's nothing for them to follow?
Speaker 4 (20:44):
Yeah, there's no guidance or what you want them
to do.
So if you don't give them thatfrom the get-go, it's kind of
hard to expect them to doanything past that.
Speaker 2 (20:51):
Well, you know I want to talk about some tools here a
little bit.
You know there is somethingit's called Strengths Finder, so
(21:22):
plural the word strength, butit's plural Strengths Finder,
which uses the CliftonStrengthsmodel for, you know, for
businesses, which they can takethat assessment and it helps
them to identify what their topfive strengths are, whether it
be strategic thinking,relationship building, whatever
it may be, that's a great toolfor business owners to use.
I think that's important.
There's the DISC personalityprofile.
That's the one a lot of peopleuse.
There's another one that we usein the church which is called
16personalitiescom.
You can go there and take thatassessment for free.
(21:45):
They have a paid-for versionwhich gets in a little bit more
detail, but you can find outwhat your personality type is
through that.
So that's a great tool in andof itself.
There's also a spiritual gift,not a spiritual gifts assessment
.
Um, there's also a spiritualgift, not a spiritual gifts
assessment, but a uh.
There are, uh, passionassessments, personal style
(22:06):
assessments.
These are things you can lookup online.
There's all kinds of stuff outthere.
So there's some great tools outthere, uh, that are available,
but we we need to be able to beproactive in this and not be a
business that just doesn't evenpay attention to it.
You know, I think one of thereasons that Chick-fil-A, a
(22:27):
Christian business, is sosuccessful if you go into their
store, I don't care if it's aguy mopping the floor, the guy
that's taking your order, theperson that's in the back
cooking I don't care who theyare that works in that
organization.
You will never find anybody inthere that's not really good at
(22:49):
being a brand representative ofChick-fil-A.
They're going to come out andthey're going to greet you,
they're going to take care ofyou.
We read stories all the timehow that you know there was a
guy with a flat tire.
He happened to recognize that.
That guy came into the storeearlier.
He stopped, he helped the guyget his time, whatever it could
(23:10):
be, because there's all kinds ofthings that come on the news
all the time.
These people are highly trained, but they're put in the right
place.
They're put in the rightposition and when you get people
in the right position, they'rehappier they are, they're much
happier employees and they'remuch happier volunteers Right,
much happier volunteers.
You don't want to volunteerwithin an organization that is
(23:31):
unhappy.
It doesn't do you any good.
Same way with a business.
You know you gave the exampleof your own brother.
You know he was probablymiscast, probably not in the
right place, didn't really fitthat mold of what you needed for
that particular position.
He wasn't happy, you know.
But at the same time nobodylikes to say, you know, be told,
(23:54):
hey, you just don't fit here, Ineed to let you go.
But go back to the sportsanalogy.
We see it all the time insports analogy.
We see it all the time insports.
Yeah, we see it all the time.
You know they paid, you know,$15 million for this new
quarterback and a year goes byand they're trading them and
they're saying, well, you know,he really just didn't fit our
program, you know.
And so he goes to anotherprogram and he becomes an
(24:16):
all-star Again.
It's using the talents withinthe talents that they need
within that organization.
Speaker 4 (24:22):
It's the system.
They use.
Speaker 2 (24:23):
It's the system right and so it's the same thing,
kind of.
With this I think it's the sameway, the same kind of a thing.
So I think that's important.
I think we've got to alignthose things up.
And then the next thing I wantto talk about a little bit and
just kind of look at this andkind of view that and just
(24:46):
briefly touch on this and thatis training.
So you've got the right personin the right position.
Johnny, tell me a little bitabout the importance of training
that person.
Then.
Speaker 4 (24:58):
It's the most important actually In my world.
We're a technical company, so alot of technicality in our
stuff that we do.
So I have to train them veryextensively in that product that
we do with, you know, and so ifthey don't have any of that
training they're not going tomake it.
So and from my perspective,because we're such a technical
company, we have to have thattraining in place and we have.
(25:19):
It takes a good probably good90 days of training with our
guys for them to be ready, to goat least to some degree, and
even then they're not readytotally but they're at least
able to go out and perform aservice job or some
installations, with maybe someback-end assistance if they need
it.
But the training we go throughis pretty extensively.
Every guy we come has to gothrough it.
They have to get certifiedthrough our program to do that.
(25:41):
So we have a certification hereto do that.
Speaker 2 (25:46):
So yeah, training is key to probably anybody's
success and when we talk abouttraining, I think you know we
should include and incorporate.
You know there could be videos,there could be written training
, there could be recorded orpodcasts that they need to
listen to.
There's all kinds of differentthings.
But from a volunteer'sperspective, mimi, within the
(26:07):
church or within a Christianorganization, how does that look
when we're talking about thetraining of those people?
Speaker 3 (26:14):
Well, obviously it would come from the leadership,
but then they'd have a ministryguidelines.
So they know, like this, thisis what's expected out of me.
This is the timeframe that Ican offer as a volunteer.
Speaker 2 (26:34):
As far as their time restraints.
How much time can I volunteer?
Speaker 3 (26:37):
Absolutely Well because some people can give
more time than others.
But when you get intoconversation with people,
there's almost everybody whowants to be involved in one way
or another Once they understandwhere they fit they really want
(26:57):
to.
Speaker 2 (26:58):
So one of the things I think is important and you
mentioned it is having ministryguidelines.
In a company, you have whatwould be called job descriptions
right, so you have written outjob descriptions that tells them
this is what's expected of you.
An employee should never wonderif I'm doing a good job, am I
(27:18):
doing a good job?
They should never have towonder because if they have a
job description right, they canlook at their job description
and know right away I'm doing agood job.
I'm nailing every one of these.
I have never worked.
In fact, I have even went towork for people and asked
where's my job description?
What, yeah, what's my jobdescription?
I would literally take the joband write the job description,
(27:41):
because I don't want to workwithout a job description.
I want to know that I'm doing agood job and I don't want to
have to come to you begging youto give me some kind of input.
That.
Speaker 4 (27:49):
I'm doing a good job, I want to know that I am.
It also opens the door of whenwe don't have a job description.
Then everything becomes yourjob description.
You know what I mean?
Well, that happens too.
Speaker 2 (28:05):
Yes, job description.
You know what I mean.
Well, that happens too, right,Employers?
I've had employers say, well,we don't do job descriptions
because I may want to changewhat you do.
Okay, Well, that's just wrong.
I mean, you're at, you know youwork at the bequest of your
employer and things can changeand you can put that in the job
description.
But they should have somethingto start with to let them know
what they're working on, whattheir goal is to try to be able
to accomplish and be good at.
Speaker 3 (28:21):
Right, or to begin a job, or even let's look at
ministry, and you get into thatposition and it's like what am I
supposed to do?
Who do I answer to?
Speaker 2 (28:34):
Right, right, that's another thing.
Who do I answer to?
Where am I?
Speaker 3 (28:36):
supposed to go.
Speaker 2 (28:37):
Right right.
And that's just Well let's talkabout that for just a second
and I know our time's gettingaway from us, but you know that
comes into when we talk aboutonboarding, because when you
bring in a new somebody inministry and I want to make sure
that the people here understandwhen we talk about ministry
we're not talking about thepreacher, the teacher, the
(28:57):
praise and worship.
We're talking about the janitor.
We're talking about the janitorwe're talking about the guy who
cuts the grass.
We're talking about the personwho helps in audiovisual.
Speaker 3 (29:08):
Helps in the nursery.
Speaker 2 (29:09):
Helps in the nursery.
These are all ministries.
Speaker 3 (29:11):
We consider this all a ministry.
Volunteers in office work Right.
Speaker 2 (29:13):
There's all kinds of so when we say ministry, I want
to be clear.
But I think when you onboard,you bring an employee in that
first day and that goes back tothe volunteer too, the first day
they come in and they'restepping into that position.
You need to have an onboardingprocess and, folks, if you don't
(29:35):
have one, please go on theinternet and find this out.
It's so important that you havea good onboarding process.
It is the difference betweenkeeping an employee and losing
an employee at times.
Is that onboarding process?
What are the steps?
Who do you introduce them to?
Where do they go?
Where's their training at?
Is it laid out?
Do you have an agenda for theweek?
(29:57):
You know they need to comeaboard and think, man, these
guys are, they've really thoughtof this and thought out I feel
like I'm a part of a team theway they're approaching this and
I think that's really, reallyimportant.
So we're about out of time andI just wanted to kind of clarify
again having the right peoplein the right position is so
important and so both of youhave 30 seconds to say why that
(30:22):
means so much to have the rightpeople in the right place doing
the right thing.
30 seconds go.
Speaker 3 (30:28):
Because it brings a fulfillment within yourself when
you're niched in in that rightplace and you're also doing a
service to and for other people,which brings unity into the
whether it be into the church orwhether it be into your job
position and you come away andit may feel like work, but it's
(30:52):
going to feel satisfying andfulfilling.
Speaker 2 (30:55):
Sure.
All right, Johnny, 30 secondsGo what she said.
Speaker 4 (31:01):
It's a lot of things here, but what you said,
basically going with that, isthat if you don't invest the
time in your people, you're notgoing to get the reward.
Otherwise, unless you want tobe a micromanager, oh.
Speaker 1 (31:14):
God.
Speaker 4 (31:20):
And we've had a show about that here not too long ago
about microman, the pros andcons, which is obviously a lot
more cons than pros.
Unless you're a micromanager,you have to invest in your
people, so you know that they'regoing to be doing the work that
you want them to do and you'retrusted that they're doing the
right work right.
I don't have to worry about it.
I don't have to bemicromanaging or thinking about
it.
They don't have to bebabysitting.
Speaker 3 (31:36):
Right, I mean.
Speaker 4 (31:36):
I spend as much time I can with them.
I let them know they can callme anytime, ask questions
anytime.
I don't want them to feel likethey can't approach me or I'm
unapproachable.
So spending as much timepossibly with your employees,
investing into them, I think, iskey.
Speaker 2 (31:49):
Investing, I think, is a great word, because I think
, with what Mimi said, they'reinvesting in themselves.
What you're saying is youinvest in them.
So I think that's great.
I think that's great.
I think that's great.
I just want to take the time topray for our people.
Lord, we thank you for thosethat are listening to this
podcast.
Lord, we thank you for them.
We ask you, oh Lord, to helpthem to bring godly success to
(32:10):
themselves, to their businessesor organizations, by having the
right people in the right place.
Lord, help them to do that, tohelp bring them that great godly
success in their lives, and,lord, we thank you for it In
Jesus' holy name, amen.
Well, that's all the time wehave for this week's Christian
Business Concepts, but untilnext time, remember Jesus is
(32:34):
Lord and he wants you blessed.
Speaker 1 (32:42):
Thank you for tuning into this week's Christian
Business Concepts podcast.
You're blessed.
Welcome to the Christian Business Concepts with
your host, harold Milby.
Christian Business Concepts isdedicated to guiding companies
and business owners in becomingeffective, efficient and
successful through God's Wordand godly principles.
Now, here's your host, haroldMilby.
Speaker 2 (00:17):
Hey, thanks, kelly, and welcome everyone to this
week's Christian BusinessConcepts podcast.
I'm your host, harold Milby.
I'm so glad that you're hereand, as always, if this is new
to you the first time listeningto the CBC Podcast you know
we're here every week just tobring you biblical principles
(00:37):
that you can apply into yourlife and into your business,
into your organization or evenyour department, that can help
you find true godly success, andone of the things that we want
to do is make sure that you areempowered and that you are
enlightened and that you areencouraged by what you hear
(00:58):
every week.
And so we're so thankful forthat, and we're so glad that you
have decided to download thispodcast and help us to grow the
CBC family by, you know, sharingthis podcast with four or five
other people, putting it, putthe link on your Facebook post
and you can also post it to yourLinkedIn as well.
(01:18):
We really, really appreciatethat, and I want to give a big
shout out this week to Houston,texas, for all the downloads
that they've had right here inthe United States of America.
But we appreciate all of youthat are participating and are a
part of the CBC family.
Today is kind of a special daybecause I'm in our southern
(01:41):
studio that I'm allowed to usefrom time to time and I've got
my wife is with me, which shedoesn't get to be on the podcast
very often, but you guys haveheard her before.
Mimi, we're so glad to have youhere today.
Speaker 3 (01:54):
Thank you, it's good to be here.
Speaker 2 (01:56):
And then I have Johnny Nunn.
It's Johnny Nunn's studio downhere in Florida, and so he's
been so kind to help us, butI've asked him to be on the
broadcast too.
So, johnny, welcome to the CBCbroadcast.
Speaker 4 (02:09):
Hey, thanks for having me.
I'm glad to be here, yeah yeah,it's great.
Speaker 2 (02:12):
And always before we get started, I always like to
give a big shout out to an area,a country or a city that has
downloaded a lot of downloads.
And this week I want to reachout or say give a big shout out,
I should say, to the city ofHouston, texas, right here in
the United States.
Thanks, houston, for all of youthat have been downloading so
(02:32):
many of our podcast episodes.
We welcome you and we're sothankful that you're here Today.
I want to talk a little bitabout you know, as a Christian
business leader, you know you'recalled to be a good steward of
what you have, that's all of theresources and the finances and
(02:55):
everything.
But the other thing that you'reto be a good steward of in your
organization is with yourpeople, is with your people, and
you should have a great deal ofwisdom and a great deal of care
that goes along with that.
You know Colossians 3.23 says,whatever you do, work at it with
(03:15):
all your heart as working forthe Lord, and so it's that
important that when you have aChristian business, that you
want to do that, and so I thinkthat's important.
So part of that is and this iswhat we're going to get into
today with the three of us.
I want to talk about how that isso important that we have the
(03:38):
right talent within ourorganization.
We need to place the rightpeople in the right positions
and we ensure that they're doingthe right things.
I think that is essential forthe success of any organization.
I don't care if it's aChristian organization such as a
church or a parachurch ministryor organization, or a
(04:00):
professional business, whetherit be retail, whether it be
industrial, it doesn't matterbut really any kind of
organization.
You want the right people inthe right position doing the
right things.
And I think that is so importantthat we take a look and reflect
on this, because in so doingwe've got to try to reflect
(04:20):
God's design for eachindividual's gifts, because
everybody's got their own gifts,everybody's got their own
personalities.
They're all different.
And I know, mimi, that you kindof specialize in this really
more in the church realm, wherethe majority of churches I don't
(04:42):
care how big or how small thechurch is you know you have
about 20% of the people doing80% of the work, and so either
the pastor gets burned out, thepeople get burned out, or both,
or nothing gets done.
They can't grow becausenobody's involved, and so why
don't we talk a little bit aboutthat from your perspective of
(05:03):
getting the right people in theright place?
Speaker 3 (05:05):
You know, I think that we can see that even.
I think we can see it.
Even just in a home you mayhave a couple people doing
everything, while others do not,and some of that is even in
churches or in the workplace.
It basically covers it all.
(05:26):
But within the church setting,I believe you have a small
percentage of people doing mostof the work because the other
people don't really know wherethey fit in.
It's not that they don't wantto work, it's not that they
don't want to be a part, butthey don't know where they fit.
If you read the Word and youstudy the Word of God yourself,
(05:50):
you can begin to see some ofthose giftings flow out of you
and you can identify those.
But that doesn't mean you knowwhere you fit in within the body
of Christ.
Speaker 2 (06:06):
Do you think on the church and John, I'm going to
pose that question to you fromthe business side, but from a
church perspective do you thinkthere are people that are afraid
, and maybe that fear comes fromnot knowing where their gifts
are or where they fit in, orthey're worried they're going to
be put in the wrong positionand it'll be a bad experience,
(06:27):
and then they get a badreputation in the church?
Speaker 3 (06:30):
Do you think?
Speaker 2 (06:31):
there's some fear.
That goes on.
Speaker 3 (06:33):
Absolutely.
Yeah, I think so, and you knowwhat we try to do.
We go through four or fivedifferent snap clips that we
have the people do videos.
And they take certainassessments about themselves.
So they get to find out moreabout themselves, their passion,
(06:55):
their giftings, their personalstyle.
They begin to see where theyfit in and gosh, I didn't know
that about myself and thingsthat they discover.
That's really eye-opening forthem.
And then when we have ourclasses, which is just two of
them, we try to do it in a smallgroup.
(07:16):
That way, people, we haveinteraction and I get to know
you and you get to know you andyou get to know me, and they get
to share what's on their heart.
And some of them have come awaysaying you know what I'm so
excited about getting involvednow, because I'm learning so
(07:37):
much about me and where I fit in.
And they said but what's neattoo is it's helped me to
understand my spouse better orsome of my children better, how
to know where, how to relate tothem better, and I can help
explain myself to them because Iunderstand me better.
Speaker 2 (08:00):
So I think that understanding that, even from a
business perspective, it helpsus to develop.
If in the company, if in thebusiness, you have the right
people in the right positionsand you recognize their talents,
you recognize what they'redoing right, you recognize what
they have to offer, we'll say itthat way.
(08:22):
To offer, we'll say it that way, if you can kind of get them
plugged in in that way, I mean,how much more effective do you
think business can run?
And and does that?
Do you feel, like Johnny, thatthat?
Speaker 4 (08:35):
helps to build a more cohesive team.
We'll move back up just onesecond because I want to comment
on something she said.
I think what happens is a lotof people haven't spent the time
to assess their life, tounderstand what their gifts are.
Speaker 3 (08:44):
Absolutely, or talents are for that matter, or
they don't know how or theydon't know how to assess
themselves.
So that's where havingsomething to help you go through
that process would help them.
Speaker 4 (08:53):
From the business side of things.
I'm going to put this inrespect.
I think you understand withsports, I grew up for many years
coaching my son, so I like toapply those type of principles
in my work ethic and my workpeople.
As far as coaching them, a lotof times what I have to find out
like if you're in baseball, youhave nine different positions.
Of course every position isdifferent what's your special?
Like a third baseman ain'tgoing to play like a first
baseman, or so forth.
So when I bring a new personinto my company, I try to spend
(09:16):
the time with them, coachingthem, but also trying to find
out what they're good at right,absolutely, right, absolutely.
And sometimes they don't knowRight, like well, you know, I've
worked at different companies,I've done this and that, but
they really can't tell you whatthey're really good at.
So I spent some time with them,direct them in different ways
and then give them some tasks,that sort of thing, and started
assessing where their strengthsand weaknesses are.
So I know how to put them in aplace that's going to be
successful and I think if youcan learn to do that
(09:39):
business-wise, whether it beyour church, whether it be your
business, personal life, if youcan apply that type of thing
around you, you'll find you'llmove yourself much further down
the road than if you don't.
Speaker 3 (09:48):
Right, and the other thing too, I think is really key
.
And let's go back to thebaseball deal Every position
played is important.
Speaker 4 (09:58):
Yes, every player is important.
Speaker 2 (10:07):
And not one of them can operate just by themselves,
Even the bat boy you think aboutthe team, even the bat boy is
important.
Speaker 3 (10:10):
They all need each other, so they work
interdependently, and that'swhat I share with the people.
As a body of Christ, we workinterdependently.
It's not about beingindependent and, of course, it's
not about being dependent.
And then the other thing that Iget into is how we serve, and
(10:31):
that is an attitude of love outof love, and you can demonstrate
that to people like yourcleaning crew.
They're just as important tothe business as somebody else is
.
Speaker 4 (10:47):
Yeah, I think you've got to treat every individual as
they're all equal, absolutely.
You might have a positiondifferent, but it's just as
equally important as the guyover on this side.
Speaker 2 (10:56):
Yeah, treat them with the same respect.
Speaker 4 (10:59):
Yeah, whether I'm treating my executive or I'm
treating my janitorial, itshould be all treated equally,
with the same dignity, the samerespect, right and teaching them
to be the best they can be.
Speaker 3 (11:08):
Absolutely, absolutely.
Speaker 2 (11:10):
You know, one of the things that I was while you guys
were talking, I was thinkingabout this.
You were talking about how youassess your employees when you
hire them, and you kind ofassess them.
Yeah, I'm impressed with thatand look for their talents, look
for you know what they're goodat, look for what they're
passionate about.
I mean, when you hire asalesperson and you look for a
salesperson, right, so you getsomebody and they've got good
(11:30):
skill, they know how to sell,they're good at it, and you hire
that person, but that's justkind of an outer shell, you know
, that's not really getting intothem.
Because I think when you reallyfind their giftings, their real
strengths, I think once you canidentify that and you guys can
(11:52):
speak to this.
But I think that it helps youas a either, in the case of a
church, either the pastor orwhoever it is that's in charge
of getting people involved, oryou, Johnny, as the business
owner, or your HR person,whoever it is.
But once you know that realdepth of who that person is, by
understanding their talents andtheir gifts, to me I think it
helps us to motivate them in abetter way.
(12:14):
It's easier, I think, tomotivate them because we know
what moves them, we know whatmakes them tick, we know what
their passion is, and so it'seasier to motivate somebody when
you can do that.
You know, I've seen that intrade shows I'm a carnival
barker.
I mean, I get out in the crowd,I get out in the aisleways.
You know, everybody else who'sin an exhibit beside me is
(12:37):
always staring at me becausethey're just standing back in
their booth waiting for peopleto come in.
And I don't do that.
I go out and get them and Ibring them in.
And I've had my reps, you know,at these trade shows and
they're like I can't do that, Ican't do it.
If you're going to ask me to dothat, I can't do that.
And so again, I can't forcethem or push them to do
something.
They're uncomfortable withNumber one.
(12:59):
It would not be very successful, but I have to put them.
You know where their strengthsare.
Some of them were very morestrong in the technical side of
it.
So I just I'd, I'd lasso thepeople, get them in, and then
I'd turn them over to thatperson who can, who can do all
that part.
I'd rather not do all that.
Speaker 4 (13:16):
That's exactly what we did this last trade show.
We were in Vegas as a.
You know, I had my daughterthere and my son-in-law who were
on our west coast foroperations, and so Talia was
going out and lassoing people in, bringing them back to Tyler
and let him close the deal.
Speaker 2 (13:28):
Yeah, you know, I think what you're saying is
exactly right.
I want to share this scripturethough 1 Corinthians 12, verse
18, it says that, but in fact,god has placed the parts in the
body, every one of them, just ashe wanted them to be.
So I think all of us again, weall have different gifts, we all
have different talents, we havedifferent personalities, we
have different work styles.
You know, mimi, one of thethings that we do, obviously and
(13:53):
I think this is so good forwork as well is you have people
that are task-oriented, and thenyou have people that are
people-oriented.
I'm extremely people-oriented.
I've learned to be a little bitmore task-oriented, but I am
really, at heart, I ampeople-oriented.
And then you've got to add tothat the fact that you have what
(14:17):
is it?
Speaker 3 (14:17):
Mimi Structured or unstructured.
Speaker 2 (14:19):
So you have structured people and
unstructured.
So you can be people-orientedand structured, yes, or you can
be people-oriented andunstructured, which is what I am
.
Naturally, I am not astructured person.
I will wait till the lastminute and then a lot of times,
if it's not, for me, I'll beflying by the seat of my pants.
I'm just not structured likethat.
That's been very difficult, ornot difficult, but I've had to
(14:41):
really learn, even when we dothe CBC podcast, because I'm so
unstructured.
But you know, I think people ina profession, I think it's
important for them to understandand, as a supervisor or a
person who's managing thosepeople, to understand are they
people-oriented, are theytask-oriented, are they
(15:03):
structured or are theyunstructured?
Because I think I've seenmanagement beat their heads
against a wall because they'retreating somebody like they are,
let's say, they'retask-oriented and they're
structured and they can'tunderstand why they can't get
this person that works for themto operate the way they do and
(15:24):
approach things the way they dowhen they're people-oriented and
unstructured we'll say and thatcan cause friction.
A lot of friction.
Speaker 3 (15:34):
In the workplace or even in the church.
Speaker 2 (15:36):
Right.
Speaker 3 (15:36):
And a person can also be like for myself and you can
change, you can work withyourself to change.
Speaker 2 (15:46):
Have more of a balance like a balance I was
very task-oriented andstructured.
Speaker 3 (15:52):
I am still structured .
Speaker 2 (15:54):
And I'm just going to give this example of that Mimi,
because this was years ago,right.
So we've taken theseassessments again and we've both
kind of got a little bit morebalanced.
But in the beginning Mimi wastask-oriented and she was
structured.
So we would go down the hallwayto the green room right before
service would start right, andthere would be times there'd be
(16:15):
people in the hallway.
Speaker 3 (16:16):
So there might be, and my mindset was I'm headed to
the green room, get to thegreen room to get there to get
ready for service.
Speaker 2 (16:22):
Mimi would blow by these people and she would just
blow by them, walk right by them, act just like they're not
there because she's sotask-oriented and she's so
focused, Whereas I would look atthat hallway and I would go oh,
this is going to take me 20minutes to get down there.
Speaker 3 (16:37):
Right and I'm going to my watch.
Speaker 2 (16:39):
Yeah, she's pointing at her watch.
Come on, we got a lot of timehere.
Speaker 4 (16:42):
She's pointing at her watch.
Speaker 2 (16:41):
Come on, we got a lot of time here.
I tend to be like Mimi.
Speaker 4 (16:43):
Once I get my focused on what I'm doing everything
else is.
Speaker 2 (16:47):
But see people, they're not all like that, so
they're different and sometimesyou get labeled as they're rude.
Speaker 4 (16:52):
Yeah.
Speaker 3 (16:52):
They're rude, but that's not the case.
It's recognizing, and for me itwas.
When you are amongst people,you have to train your mind.
This does matter because theydo matter to me.
Speaker 4 (17:07):
I find myself at church because I know I'm
wearing an AV department.
Speaker 3 (17:10):
So I'm busy from the time I get there to the time I
leave, so I don't really spend along time socializing with the
people.
Speaker 4 (17:15):
I try to do more of that because I want to be
connected with them, but I findmyself on Sunday morning.
I'm running back and forth onthat.
Speaker 1 (17:23):
I'm borne by people all the time I'm not saying
anything to them, right.
Speaker 4 (17:27):
I don't want to come across as rude because I'm not
talking to them.
No, I understand that, I'm justfocused and busy what I'm
trying to do Absolutely.
Speaker 2 (17:32):
Yeah, it can be bad.
You know, when I pastored up,come from around my desk, go out
(17:54):
into the office so I could gosee who it is and talk to them,
and she said you just continueto interrupt yourself all day
long when you do that.
She said, look, if you'reneeded I'll come get you, but
you don't have to come out hereand meet people.
I'm going to start keeping yourdoor closed.
It was the best thing in theworld she could have ever done
for me.
It really helped me.
So I think those things areimportant.
(18:15):
You know, from a businessperspective, I like what you do.
You know, johnny, I like thefact that you're trying to ask
those questions.
I think it's really good.
Sometimes you can ask likescenario-based questions like,
hey, how would you handle thissituation?
What would you do in thissituation?
You know you learn a lot aboutpeople.
(18:36):
You know when you do that.
But I think what's really,really important too is that you
have somebody in front of you,a candidate in front of you,
whether they're going to be avolunteer in a church or whether
they're going to be an employeeof a business.
I think you have to make surethat those people align with the
values of your organization,whether it be, again, a business
(19:00):
, whether it be a church or aparachurch organization.
They need to have those samevalues, whether it be work ethic
, whether it be ethics withinthemselves, whether it be
whatever those values are thatthe company has.
They also need to be in linewith your vision and with your
mission.
(19:21):
If they don't agree with yourvision, then you just need to
cut bait right then and there.
You need to walk away, andthat's even in the church.
I'm not going to put somebodyin ministry just because they
want to be involved.
If they don't believe in whatthe vision of the church is, or
if they don't believe the visionof my business, I don't want
them.
I don't want them.
I don't want them as anemployee, and I think that comes
(19:43):
into play and I think that'simportant too.
Speaker 4 (19:45):
Yeah, I agree with that.
I mean, I've had some employeesthat did not have the same work
ethic that we would put forthhere, and it didn't work out.
I mean, they don't want to cometo work like we would want to
come to work, or do I don't knowor go the extra mile.
Our philosophy here is to goabove and beyond.
That's what we typically try todo with all our customers,
which is while we retain them.
But when you get an employeewho just does the bare minimum,
(20:09):
it doesn't reflect who we are asa business, and so I've had a
couple of those people.
In fact, one of those peoplehappened to be my younger
brother, who had to let gobecause he just didn't have the
same vision that we had.
Younger brother who had to letgo because it just didn't have
the same vision that we had, andI hated it happening.
I mean, I loved him to death,but you know, when you have to
let go of your family, it's evenworse.
It makes it hard he understood,but that's just part of the
business, but it does matter.
(20:30):
I mean, people that are not onthe same page as you are and I
think it comes back to the verybeginning too is putting out
your vision of what you expectand what you want.
And if you don't have that forthem, like how are they supposed
to know what you want from them?
Speaker 3 (20:42):
Right, there's nothing for them to follow?
Speaker 4 (20:44):
Yeah, there's no guidance or what you want them
to do.
So if you don't give them thatfrom the get-go, it's kind of
hard to expect them to doanything past that.
Speaker 2 (20:51):
Well, you know I want to talk about some tools here a
little bit.
You know there is somethingit's called Strengths Finder, so
(21:22):
plural the word strength, butit's plural Strengths Finder,
which uses the CliftonStrengthsmodel for, you know, for
businesses, which they can takethat assessment and it helps
them to identify what their topfive strengths are, whether it
be strategic thinking,relationship building, whatever
it may be, that's a great toolfor business owners to use.
I think that's important.
There's the DISC personalityprofile.
That's the one a lot of peopleuse.
There's another one that we usein the church which is called
16personalitiescom.
You can go there and take thatassessment for free.
(21:45):
They have a paid-for versionwhich gets in a little bit more
detail, but you can find outwhat your personality type is
through that.
So that's a great tool in andof itself.
There's also a spiritual gift,not a spiritual gifts assessment
.
Um, there's also a spiritualgift, not a spiritual gifts
assessment, but a uh.
There are, uh, passionassessments, personal style
(22:06):
assessments.
These are things you can lookup online.
There's all kinds of stuff outthere.
So there's some great tools outthere, uh, that are available,
but we we need to be able to beproactive in this and not be a
business that just doesn't evenpay attention to it.
You know, I think one of thereasons that Chick-fil-A, a
(22:27):
Christian business, is sosuccessful if you go into their
store, I don't care if it's aguy mopping the floor, the guy
that's taking your order, theperson that's in the back
cooking I don't care who theyare that works in that
organization.
You will never find anybody inthere that's not really good at
(22:49):
being a brand representative ofChick-fil-A.
They're going to come out andthey're going to greet you,
they're going to take care ofyou.
We read stories all the timehow that you know there was a
guy with a flat tire.
He happened to recognize that.
That guy came into the storeearlier.
He stopped, he helped the guyget his time, whatever it could
(23:10):
be, because there's all kinds ofthings that come on the news
all the time.
These people are highly trained, but they're put in the right
place.
They're put in the rightposition and when you get people
in the right position, they'rehappier they are, they're much
happier employees and they'remuch happier volunteers Right,
much happier volunteers.
You don't want to volunteerwithin an organization that is
(23:31):
unhappy.
It doesn't do you any good.
Same way with a business.
You know you gave the exampleof your own brother.
You know he was probablymiscast, probably not in the
right place, didn't really fitthat mold of what you needed for
that particular position.
He wasn't happy, you know.
But at the same time nobodylikes to say, you know, be told,
(23:54):
hey, you just don't fit here, Ineed to let you go.
But go back to the sportsanalogy.
We see it all the time insports analogy.
We see it all the time insports.
Yeah, we see it all the time.
You know they paid, you know,$15 million for this new
quarterback and a year goes byand they're trading them and
they're saying, well, you know,he really just didn't fit our
program, you know.
And so he goes to anotherprogram and he becomes an
(24:16):
all-star Again.
It's using the talents withinthe talents that they need
within that organization.
Speaker 4 (24:22):
It's the system.
They use.
Speaker 2 (24:23):
It's the system right and so it's the same thing,
kind of.
With this I think it's the sameway, the same kind of a thing.
So I think that's important.
I think we've got to alignthose things up.
And then the next thing I wantto talk about a little bit and
just kind of look at this andkind of view that and just
(24:46):
briefly touch on this and thatis training.
So you've got the right personin the right position.
Johnny, tell me a little bitabout the importance of training
that person.
Then.
Speaker 4 (24:58):
It's the most important actually In my world.
We're a technical company, so alot of technicality in our
stuff that we do.
So I have to train them veryextensively in that product that
we do with, you know, and so ifthey don't have any of that
training they're not going tomake it.
So and from my perspective,because we're such a technical
company, we have to have thattraining in place and we have.
(25:19):
It takes a good probably good90 days of training with our
guys for them to be ready, to goat least to some degree, and
even then they're not readytotally but they're at least
able to go out and perform aservice job or some
installations, with maybe someback-end assistance if they need
it.
But the training we go throughis pretty extensively.
Every guy we come has to gothrough it.
They have to get certifiedthrough our program to do that.
(25:41):
So we have a certification hereto do that.
Speaker 2 (25:46):
So yeah, training is key to probably anybody's
success and when we talk abouttraining, I think you know we
should include and incorporate.
You know there could be videos,there could be written training
, there could be recorded orpodcasts that they need to
listen to.
There's all kinds of differentthings.
But from a volunteer'sperspective, mimi, within the
(26:07):
church or within a Christianorganization, how does that look
when we're talking about thetraining of those people?
Speaker 3 (26:14):
Well, obviously it would come from the leadership,
but then they'd have a ministryguidelines.
So they know, like this, thisis what's expected out of me.
This is the timeframe that Ican offer as a volunteer.
Speaker 2 (26:34):
As far as their time restraints.
How much time can I volunteer?
Speaker 3 (26:37):
Absolutely Well because some people can give
more time than others.
But when you get intoconversation with people,
there's almost everybody whowants to be involved in one way
or another Once they understandwhere they fit they really want
(26:57):
to.
Speaker 2 (26:58):
So one of the things I think is important and you
mentioned it is having ministryguidelines.
In a company, you have whatwould be called job descriptions
right, so you have written outjob descriptions that tells them
this is what's expected of you.
An employee should never wonderif I'm doing a good job, am I
(27:18):
doing a good job?
They should never have towonder because if they have a
job description right, they canlook at their job description
and know right away I'm doing agood job.
I'm nailing every one of these.
I have never worked.
In fact, I have even went towork for people and asked
where's my job description?
What, yeah, what's my jobdescription?
I would literally take the joband write the job description,
(27:41):
because I don't want to workwithout a job description.
I want to know that I'm doing agood job and I don't want to
have to come to you begging youto give me some kind of input.
That.
Speaker 4 (27:49):
I'm doing a good job, I want to know that I am.
It also opens the door of whenwe don't have a job description.
Then everything becomes yourjob description.
You know what I mean?
Well, that happens too.
Speaker 2 (28:05):
Yes, job description.
You know what I mean.
Well, that happens too, right,Employers?
I've had employers say, well,we don't do job descriptions
because I may want to changewhat you do.
Okay, Well, that's just wrong.
I mean, you're at, you know youwork at the bequest of your
employer and things can changeand you can put that in the job
description.
But they should have somethingto start with to let them know
what they're working on, whattheir goal is to try to be able
to accomplish and be good at.
Speaker 3 (28:21):
Right, or to begin a job, or even let's look at
ministry, and you get into thatposition and it's like what am I
supposed to do?
Who do I answer to?
Speaker 2 (28:34):
Right, right, that's another thing.
Who do I answer to?
Where am I?
Speaker 3 (28:36):
supposed to go.
Speaker 2 (28:37):
Right right.
And that's just Well let's talkabout that for just a second
and I know our time's gettingaway from us, but you know that
comes into when we talk aboutonboarding, because when you
bring in a new somebody inministry and I want to make sure
that the people here understandwhen we talk about ministry
we're not talking about thepreacher, the teacher, the
(28:57):
praise and worship.
We're talking about the janitor.
We're talking about the janitorwe're talking about the guy who
cuts the grass.
We're talking about the personwho helps in audiovisual.
Speaker 3 (29:08):
Helps in the nursery.
Speaker 2 (29:09):
Helps in the nursery.
These are all ministries.
Speaker 3 (29:11):
We consider this all a ministry.
Volunteers in office work Right.
Speaker 2 (29:13):
There's all kinds of so when we say ministry, I want
to be clear.
But I think when you onboard,you bring an employee in that
first day and that goes back tothe volunteer too, the first day
they come in and they'restepping into that position.
You need to have an onboardingprocess and, folks, if you don't
(29:35):
have one, please go on theinternet and find this out.
It's so important that you havea good onboarding process.
It is the difference betweenkeeping an employee and losing
an employee at times.
Is that onboarding process?
What are the steps?
Who do you introduce them to?
Where do they go?
Where's their training at?
Is it laid out?
Do you have an agenda for theweek?
(29:57):
You know they need to comeaboard and think, man, these
guys are, they've really thoughtof this and thought out I feel
like I'm a part of a team theway they're approaching this and
I think that's really, reallyimportant.
So we're about out of time andI just wanted to kind of clarify
again having the right peoplein the right position is so
important and so both of youhave 30 seconds to say why that
(30:22):
means so much to have the rightpeople in the right place doing
the right thing.
30 seconds go.
Speaker 3 (30:28):
Because it brings a fulfillment within yourself when
you're niched in in that rightplace and you're also doing a
service to and for other people,which brings unity into the
whether it be into the church orwhether it be into your job
position and you come away andit may feel like work, but it's
(30:52):
going to feel satisfying andfulfilling.
Speaker 2 (30:55):
Sure.
All right, Johnny, 30 secondsGo what she said.
Speaker 4 (31:01):
It's a lot of things here, but what you said,
basically going with that, isthat if you don't invest the
time in your people, you're notgoing to get the reward.
Otherwise, unless you want tobe a micromanager, oh.
Speaker 1 (31:14):
God.
Speaker 4 (31:20):
And we've had a show about that here not too long ago
about microman, the pros andcons, which is obviously a lot
more cons than pros.
Unless you're a micromanager,you have to invest in your
people, so you know that they'regoing to be doing the work that
you want them to do and you'retrusted that they're doing the
right work right.
I don't have to worry about it.
I don't have to bemicromanaging or thinking about
it.
They don't have to bebabysitting.
Speaker 3 (31:36):
Right, I mean.
Speaker 4 (31:36):
I spend as much time I can with them.
I let them know they can callme anytime, ask questions
anytime.
I don't want them to feel likethey can't approach me or I'm
unapproachable.
So spending as much timepossibly with your employees,
investing into them, I think, iskey.
Speaker 2 (31:49):
Investing, I think, is a great word, because I think
, with what Mimi said, they'reinvesting in themselves.
What you're saying is youinvest in them.
So I think that's great.
I think that's great.
I think that's great.
I just want to take the time topray for our people.
Lord, we thank you for thosethat are listening to this
podcast.
Lord, we thank you for them.
We ask you, oh Lord, to helpthem to bring godly success to
(32:10):
themselves, to their businessesor organizations, by having the
right people in the right place.
Lord, help them to do that, tohelp bring them that great godly
success in their lives, and,lord, we thank you for it In
Jesus' holy name, amen.
Well, that's all the time wehave for this week's Christian
Business Concepts, but untilnext time, remember Jesus is
(32:34):
Lord and he wants you blessed.
Speaker 1 (32:42):
Thank you for tuning into this week's Christian
Business Concepts podcast.
You're blessed.
Popular Podcasts
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
The Clay Travis and Buck Sexton Show
The Clay Travis and Buck Sexton Show. Clay Travis and Buck Sexton tackle the biggest stories in news, politics and current events with intelligence and humor. From the border crisis, to the madness of cancel culture and far-left missteps, Clay and Buck guide listeners through the latest headlines and hot topics with fun and entertaining conversations and opinions.