training

FROM DOER TO LEADER: THE SHIFT THAT UNLOCKS MULTIPLICATION

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Many founders start as doers because early survival demands it.
You sell.
You fulfill.
You fix.
You answer the phone.
You make payroll.

In the beginning, hustle is obedience. But what built the business will not grow the business.

Grit launches. Structure multiplies.

The danger is this: if you do not transition intentionally, the very strengths that started the company will eventually stall it.

Scripture shows us the pattern repeatedly:
Vision first. Then multiplication.

Nehemiah cast a clear vision and assigned sections of the wall. He did not stack every stone.
Jesus called the Twelve to be with Him so that He could send them out.
Moses did not judge every dispute forever.

The pattern is consistent:

God gives vision to one, but growth happens through many.

Leadership is not louder effort. It is quiet alignment.

Think about an orchestra. The conductor rarely makes a sound. He does not play the violin. He does not strike the drums. Yet without him, timing collapses. His silence creates order. His restraint produces harmony.

Leadership is less about volume and more about alignment.

In business, that looks like:

  • Clear direction
  • Predictable cadence
  • Cultural consistency
  • Emotional steadiness

So the team can play their parts with both skill and heart.

WHEN DOING BECOMES THE CEILING

Doing everything yourself feels responsible. It even feels noble. But slowly, quietly, it becomes the lid.

When every approval flows through one person:

  • Speed slows.
  • Initiative dies.
  • Confidence erodes.
  • Growth plateaus.

You become the bottleneck you once fought to escape.

And here’s the deeper issue:
You move away from your God-given role.

You were called to steward:

  • Vision
  • People
  • Values

Not inboxes and micro-decisions.

Think of a ship’s captain who leaves the bridge to work in the engine room.

The gauges matter. The mechanics matter. But storms gather on the horizon. Currents shift. Icebergs do not announce themselves.

If no one is scanning, charting, and steering, the ship drifts.

And drift in business feels like:

  • Chronic urgency
  • Whack-a-mole management
  • Constant interruptions
  • Reaction instead of strategy

Burnout follows — not from hard work, but from low-leverage work.

Exhaustion is often a sign you’re operating below your calling.

Ecclesiastes reminds us:
“Better one handful with tranquility than two handfuls with toil and chasing after the wind.”

Margin is not laziness.
Margin is leadership discipline.

If everything depends on you, you don’t have a business — you have a dependency.

HOW TO KNOW YOU’RE STUCK AS A DOER

Here are some diagnostic signals:

  • Your calendar is dense with tasks and light on thinking.
  • Progress slows when you are offline.
  • Your team brings problems without options.
  • Time off produces anxiety instead of renewal.
  • Growth feels chaotic, not strategic.
  • You measure success by personal output.
  • You delay delegation because “it’s faster if I just do it.”

That last one is especially dangerous.

Short-term efficiency often destroys long-term scalability.

You are not failing morally.
You are simply outgrowing your current leadership structure.

Growth requires internal restructuring before external expansion.

THE IDENTITY SHIFT

Here’s the part most leaders miss:
The shift from doer to leader is not first structural — it is identity-based.

If you secretly believe:

  • “I am valuable because I produce.”
  • “I am needed because I fix.”
  • “I am important because I am involved.”

Then delegation will feel like loss.

But your value was never rooted in output.
It is rooted in obedience and stewardship.

Jesus did not heal every sick person in Israel.
He fulfilled His assignment.

Leadership maturity is knowing what not to carry.

HOW TO MAKE THE SHIFT

1. Clarify Your Role

Ask:

  • What decisions must only I own?
  • Where do I uniquely create the most value?
  • What would break if I stopped doing it?
  • What continues because I haven’t built someone else?

Your role should increasingly move toward:

  • Direction
  • Development
  • Decision clarity
  • Cultural reinforcement

If you are still managing tasks instead of managing direction, you are under-functioning as a leader.

2. Delegate Outcomes, Not Steps

Most leaders delegate instructions.
Strong leaders delegate outcomes.

Give:

  • The target
  • The guardrails
  • The deadline

Do not give the script.

Control produces compliance. Trust produces growth.

Coach thinking, not behavior.

Instead of:
“Here’s how I would do it.”

Ask:
“What options do you see?”

Helpers wait.
Leaders weigh trade-offs.

And yes — it will be messy at first.

Delegation feels slower before it feels scalable.

It’s like teaching a teenager to drive.
The first few miles are terrifying.
But if you never let go of the wheel, they never learn.

3. Build Systems That Reflect Your Values

Order is not control.
Order is clarity.

Document:

  • How decisions are made
  • How money flows
  • How quality is reviewed
  • How communication moves

Without systems, culture depends on your mood.
With systems, culture survives your absence.

Think of irrigation channels in farming.
Without channels, water floods randomly.
With channels, growth becomes predictable.

Systems are simply values with structure.

4. Develop Leaders, Not Assistants

Moses appointed leaders of tens, fifties, hundreds, and thousands.

Nehemiah assigned ownership near each family’s home.

Jesus sent the seventy-two two by two.

Notice the pattern:

  • Choose capable people
  • Define scope
  • Provide authority
  • Stay available for correction

Multiplication is intentional.

If you do not intentionally build leaders, you will unintentionally build dependency.

THE FAITH COMPONENT

Delegation is not abdication.
It is faith in God’s design for multiplication.

It says:
“I trust that God works through others, not just through me.”

Perfection will not happen.
Mistakes will occur.
But review and coaching produce maturity.

Remember this:

God grows people through responsibility.

When you hoard responsibility, you stunt growth — theirs and yours.

THE FINAL PICTURE

When you shift from doer to leader:

  • The work grows.
  • The people grow.
  • The culture stabilizes.
  • Your margin returns.
  • Your vision expands.

You return to the bridge.

Eyes scanning the horizon.
Hands steady on direction.
Heart aligned with calling.

You stop being the engine.
You become the compass.

And that is where God intended you to lead from.

The ROI of Encouragement: How It Drives Peak Performance & Revenue Growth

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Encouragement is often dismissed as soft, but the data and the Bible say otherwise. When leaders practice specific, timely praise, the brain’s motivation and trust systems light up, and teams move faster with less friction. Studies link recognition to higher productivity, lower turnover, and stronger sales. Scripture calls it a mandate: build each other up, speak truth in love, and take heart in storms. Jesus modeled public affirmation, from the centurion’s faith to commands to “take courage.” When encouragement becomes an intentional practice, people stay, ideas flow, and brands earn trust. The cost of neglect is steep: disengagement, missed talent, and a culture that slowly leaks energy.

The neuroscience helps explain why this works. Encouragement releases dopamine, fueling drive, and oxytocin, deepening trust—both vital for problem solving in the prefrontal cortex. Criticism triggers threat responses and shuts thinking down. That’s why recognition correlates with a 31% productivity bump and why disengagement drains billions from companies. Pair that with a biblical lens—Ephesians 4:29, 1 Thessalonians 5:11, Hebrews 10:24—and encouragement shifts from a nice-to-have to a leadership responsibility. Leaders like Moses, David, and Nehemiah used affirmation to steady people through risk and rebuild after loss. This blend of brain science and faith offers a practical, repeatable framework.

A simple playbook makes it easier. Use the five pillars of Christ-centered encouragement: be specific, timely, sincere, public, and proportional. Specific means naming the action and impact: “Sarah, your Q3 forecast caught a $40,000 error that saved the launch.” Timely means close to the moment, when emotions and memory are fresh. Sincere means eye contact and truth in love. Public praise multiplies motivation; private correction protects dignity. Proportional praise avoids overinflation, preserving credibility and fairness. Over time, these habits build a culture where people know what good looks like and feel safe to try, learn, and own outcomes.

Broaden the channels and the reach. Mix public shoutouts, one-on-ones, and handwritten notes—small tokens with outsized impact. Offer modest, meaningful rewards when warranted, but remember that carefully chosen words often outperform cash for lasting loyalty. Encourage the “invisibles”: janitors, night crews, quiet contributors, new hires, and those recovering from setbacks. Micro-encouragements take ten seconds and still move hearts; narrative encouragement takes a minute and sets future expectations. Use the ARC method after mistakes—Acknowledge the setback, Restore confidence, Commission next steps—to keep people in the arena without shame.

Guardrails prevent abuse. Avoid flattery, which is vague and self-serving. Track who you recognize so you don’t drift into partiality. Don’t idolize performance; praise character and growth at least half the time, not just the metrics. Common objections have answers: introverts can write notes; if you struggle to find wins, praise effort and learning; to defuse entitlement, tie praise to observable behaviors. Case studies prove the compounding effect: consistent, personal notes can cut turnover and create lifelong ambassadors. The throughline is simple and demanding: leaders who sow encouragement reap resilient cultures. Encouragement is not decoration—it’s jet fuel for the mission.

Creating Environments That Bring Success Faster

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The heart of the conversation is simple but not easy: the environment you build becomes the harvest you reap. Harold frames culture as the “soil” of a business, and the metaphor stays with you because it is practical, biblical, and testable. Good soil produces growth, bad soil chokes potential. Many leaders drift into culture rather than design it, and the result looks like Harold’s story of a small company with a disengaged team, a hobbyist owner, and a toxic atmosphere where smiles vanished and hope dried up. The lesson is clear: if you don’t shape the environment on purpose, your personality will shape it for you—often in ways you never intended. The episode walks through eight environments that, together, form a framework for godly success: collaborative, inclusive, innovative, supportive, growth-focused, learning-centered, accountable, and purpose-driven. Each one is grounded in Scripture, tied to real business outcomes, and translated into concrete actions a manager can take this week.

Collaboration is first because it dissolves silos and multiplies gifts. Drawing from 1 Corinthians 12 and Ephesians 4, Harold argues that teams reflect the body of Christ when parts work together with open communication and mutual respect. The effect is practical, not abstract: better problem solving, faster iteration, and higher morale. You can spark collaboration through structured weekly huddles, transparent tools like Microsoft Teams, cross-functional projects, and norms that reward curiosity over turf. The critical behavior is humble leadership—admitting mistakes, inviting input, and celebrating collective wins. When leaders model that posture, the room relaxes, contributions surface, and the team learns to disagree without tearing. Over time, collaboration raises productivity and lowers turnover because people feel seen and useful. It also becomes a living witness of unity, showing that excellence and kindness can share the same table.

Inclusivity follows, not as a corporate buzzword but as a reflection of God’s impartial love. Teams limited to one background or mindset grow predictable and fragile; diverse teams become inventive and resilient. Harold points to Acts 10 to ground the value, then brings it down to hiring habits, policies, and rhythms that remove barriers and widen access. The playbook is straightforward: train managers to spot bias, design hiring processes that seek range in education, experience, age, and ability, and create flexible work options that broaden the pool. Celebrate the differences you hire for—invite stories, mentor underrepresented teammates, and make inclusion visible in decisions and promotions. The result is better ideas, faster learning cycles, and a culture that attracts talent who want to contribute at full strength. Inclusivity also expands your reach; when more voices shape decisions, your products and services fit more people, and your workplace becomes a credible place to explore faith without fear.

Innovation thrives where curiosity is welcomed and failure is interpreted, not punished. Harold ties creativity to the Creator—Genesis 1 sets the pattern: we are made to build, name, and steward. Practically, that means scheduling brainstorming, resourcing experiments, and praising attempts, not only outcomes. Leaders can open space for prototype days, pilot budgets, and micro-grants that let ideas breathe. Pray for wisdom before ideation; ask for ethical creativity that serves customers and honors God. Offer training in creative thinking and tools that lower the cost of trying—software, whiteboard rituals, and short feedback loops. The key is reframing failure as a learning event with insight captured and shared. When teams see that a dead end is data, they move again. Innovation is not chaos; it is disciplined exploration under a mission, guided by values that protect people while advancing breakthrough work.

Support is the safety net that keeps people from burning out as they stretch. Galatians 6 and 1 Thessalonians 5 call us to carry burdens and build one another up. In a company, that looks like mentoring pairs, wellness resources, flexible policies during crisis, and leaders who check in on people before performance. Make space for hard conversations without penalty; normalize asking for help; honor effort and progress, not only the final number. Rituals matter—monthly recognition, testimony moments where leaders share their own trials and God’s faithfulness, and calendars that pace the work to include recovery. Supportive cultures reduce absenteeism, retain institutional knowledge, and build loyalty that money can’t buy. They also set the stage for honest accountability because people know correction comes from care, not control. The spiritual fruit is a credible picture of Christlike compassion where people feel safe to grow.

Growth environments take support and turn it into a plan. Harold urges leaders to help each teammate build a personal and professional growth plan that they can execute. In Harold’s latest podcast he addresses:

• the “good soil” metaphor for culture and outcomes
• warning signs and costs of toxic environments
• collaboration as unity of diverse gifts
• inclusion as a reflection of God’s impartial love
• innovation as disciplined, prayerful creativity
• support that prevents burnout and builds loyalty
• growth planning tied to skills, character, and calling
• learning rhythms that drive adaptability and insight
• accountability through clear roles and regular feedback
• purpose that links everyday work to mission and impact

Creating Environments That Bring Success Faster

/ hmilby61 / Leave a comment

The heart of the conversation is simple but not easy: the environment you build becomes the harvest you reap. Harold frames culture as the “soil” of a business, and the metaphor stays with you because it is practical, biblical, and testable. Good soil produces growth, bad soil chokes potential. Many leaders drift into culture rather than design it, and the result looks like Harold’s story of a small company with a disengaged team, a hobbyist owner, and a toxic atmosphere where smiles vanished and hope dried up. The lesson is clear: if you don’t shape the environment on purpose, your personality will shape it for you—often in ways you never intended. The episode walks through eight environments that, together, form a framework for godly success: collaborative, inclusive, innovative, supportive, growth-focused, learning-centered, accountable, and purpose-driven. Each one is grounded in Scripture, tied to real business outcomes, and translated into concrete actions a manager can take this week.

Collaboration is first because it dissolves silos and multiplies gifts. Drawing from 1 Corinthians 12 and Ephesians 4, Harold argues that teams reflect the body of Christ when parts work together with open communication and mutual respect. The effect is practical, not abstract: better problem solving, faster iteration, and higher morale. You can spark collaboration through structured weekly huddles, transparent tools like Microsoft Teams, cross-functional projects, and norms that reward curiosity over turf. The critical behavior is humble leadership—admitting mistakes, inviting input, and celebrating collective wins. When leaders model that posture, the room relaxes, contributions surface, and the team learns to disagree without tearing. Over time, collaboration raises productivity and lowers turnover because people feel seen and useful. It also becomes a living witness of unity, showing that excellence and kindness can share the same table.

Inclusivity follows, not as a corporate buzzword but as a reflection of God’s impartial love. Teams limited to one background or mindset grow predictable and fragile; diverse teams become inventive and resilient. Harold points to Acts 10 to ground the value, then brings it down to hiring habits, policies, and rhythms that remove barriers and widen access. The playbook is straightforward: train managers to spot bias, design hiring processes that seek range in education, experience, age, and ability, and create flexible work options that broaden the pool. Celebrate the differences you hire for—invite stories, mentor underrepresented teammates, and make inclusion visible in decisions and promotions. The result is better ideas, faster learning cycles, and a culture that attracts talent who want to contribute at full strength. Inclusivity also expands your reach; when more voices shape decisions, your products and services fit more people, and your workplace becomes a credible place to explore faith without fear.

Innovation thrives where curiosity is welcomed and failure is interpreted, not punished. Harold ties creativity to the Creator—Genesis 1 sets the pattern: we are made to build, name, and steward. Practically, that means scheduling brainstorming, resourcing experiments, and praising attempts, not only outcomes. Leaders can open space for prototype days, pilot budgets, and micro-grants that let ideas breathe. Pray for wisdom before ideation; ask for ethical creativity that serves customers and honors God. Offer training in creative thinking and tools that lower the cost of trying—software, whiteboard rituals, and short feedback loops. The key is reframing failure as a learning event with insight captured and shared. When teams see that a dead end is data, they move again. Innovation is not chaos; it is disciplined exploration under a mission, guided by values that protect people while advancing breakthrough work.

Support is the safety net that keeps people from burning out as they stretch. Galatians 6 and 1 Thessalonians 5 call us to carry burdens and build one another up. In a company, that looks like mentoring pairs, wellness resources, flexible policies during crisis, and leaders who check in on people before performance. Make space for hard conversations without penalty; normalize asking for help; honor effort and progress, not only the final number. Rituals matter—monthly recognition, testimony moments where leaders share their own trials and God’s faithfulness, and calendars that pace the work to include recovery. Supportive cultures reduce absenteeism, retain institutional knowledge, and build loyalty that money can’t buy. They also set the stage for honest accountability because people know correction comes from care, not control. The spiritual fruit is a credible picture of Christlike compassion where people feel safe to grow.

Growth environments take support and turn it into a plan. Harold urges leaders to help each teammate build a personal and professional growth plan implement this principles in order to create the needed environment to grow your success at a much more rapid past.

Reset and Rise: Recognizing When It’s Time to “Re-boot” Certain Areas of Business

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Periodically assessing and recalibrating your Christian business isn’t just good practice—it’s essential for maintaining spiritual alignment and operational effectiveness. Just as we reboot our computers to restore functionality, Christian businesses need strategic resets to ensure they’re fulfilling their dual purpose of providing valuable goods or services while glorifying God.

Recognizing when your business needs a reboot requires attentiveness to several key indicators. The first warning sign often manifests as spiritual or leadership fatigue—that feeling where passion wanes, joy diminishes, and connection to your original calling grows distant. This spiritual exhaustion frequently coincides with operational challenges like declining sales, increased employee turnover, or productivity decreases. Sometimes, personal life factors such as health issues or family crises can further exacerbate these conditions, creating a perfect storm that necessitates comprehensive renewal.

The mission and vision of your business serve as its spiritual and operational compass. When these foundational elements become unclear, outdated, or misaligned with biblical values, your entire organization can drift off course. Rebooting this area requires gathering key stakeholders for earnest prayer, thoroughly assessing whether your mission reflects biblical values like service and integrity, and then revising your statements to clearly integrate faith and business goals. As Colossians 3:23-24 reminds us, “Whatever you do, work at it with all your heart as working for the Lord, not for human masters”—a principle that should permeate your company’s purpose.

Leadership sets the tone for your entire organization, making leadership renewal particularly critical. Christian leaders are called to model servant leadership as exemplified by Jesus in Mark 10:42-45, where He establishes that greatness comes through service. When leaders begin prioritizing personal gain over organizational wellbeing or making decisions without biblical grounding, it’s time for leadership retraining, spiritual renewal, and possibly structural changes. Creating accountability systems and mentorship opportunities can help leaders realign with Christ’s example.

Employee culture represents another crucial area for periodic renewal. A Christian business should foster an environment of respect, unity, and spiritual growth—when high turnover, low morale, or workplace conflicts become prevalent, cultural intervention is necessary. This might involve integrating faith into work through optional Bible studies or prayer groups, promoting positive communication, addressing conflicts scripturally according to Matthew 18:15-17, and investing in employee development. As Stephen Covey wisely observed, “Always treat your employees exactly as you want them to treat your best customers.”

Customer relations deserve equal attention during your business reboot. Poor customer service not only harms company performance but damages your Christian witness. Training staff in Christian service principles, aligning marketing with godly values, building trust, and addressing complaints promptly are all vital steps in renewing your approach to customers. Matthew 5:16 reminds us to “Let your light shine before others, that they may see your good deeds and glorify your Father in heaven”—a principle particularly applicable to customer interactions.

Personal spiritual practices require regular renewal as well. Leaders must maintain consistent prayer, Scripture study, worship, and accountability. Similarly, your leadership mindset and thinking patterns may need recalibration—shifting from small thinking to God-sized vision, from negativity to positive expectation. As Brian Tracy notes, “Just as your car runs more smoothly when the wheels are in perfect alignment, you perform better when your thoughts, feelings, emotions, goals, and values are all in balance.”

The reboot process offers Christian business leaders a precious opportunity to realign with God’s purpose, renew commitment to biblical values, and strengthen their kingdom impact. When approached with humility, prayer, and openness to change, this renewal process positions your business to thrive not just financially but as a witness to Christ’s love and truth in the marketplace.

Raising Up Your Number Two: A Biblical Guide to Leadership Development

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The concept of raising up a “Number Two” leader in your organization isn’t just a smart business practice—it’s biblical stewardship at its core. As Christian business leaders, we’re called to steward not only our resources but also the people God has entrusted to us. This includes preparing the next generation of leaders who will carry forward our mission and values.

Throughout Scripture, we see powerful examples of leadership development. Moses identified and mentored Joshua, equipping him to lead Israel after his departure. Jesus spent three years preparing His disciples to continue His ministry. These biblical patterns reveal that leadership succession is a divine principle, not merely a business strategy.

The urgency of developing a strong second-in-command becomes clear when we consider that only 30% of organizations feel confident in their leadership pipeline. This statistic from Harvard Business Review highlights a critical gap in many businesses today. A competent Number Two doesn’t just provide operational support—they offer fresh perspectives, boost team morale, and ensure organizational resilience during transitions or crises.

When identifying potential candidates for this crucial role, character must precede capability. Look for individuals who demonstrate integrity, humility, and trustworthiness—qualities emphasized throughout Scripture. As Proverbs 10:9 reminds us, “Whoever walks in integrity walks securely.” Your Number Two should align with your organization’s values while bringing complementary skills to the table.

Avoid common pitfalls in this selection process, such as choosing someone who mirrors your own strengths and weaknesses. A wise leader recognizes the value of diverse perspectives and seeks someone who can fill their blind spots. Don’t overlook quieter achievers in favor of more visible employees, and never rush this critical decision. James 1:5 encourages us to seek God’s wisdom, which is particularly important for such a significant choice.

Once you’ve identified the right person, intentional development becomes essential. This includes regular mentoring, providing training opportunities, and gradually increasing responsibilities. Share both your successes and failures to impart practical wisdom. Encourage them to view their role as a calling, not just a position—as Colossians 3:23-24 instructs us to work as if working for the Lord.

Perhaps most challenging for many leaders is the willingness to truly empower their Number Two. This means trusting them with meaningful responsibility and decision-making authority. Without this empowerment, you’ll create a dependent leader rather than a confident one. Clear communication, transparent expectations, and gracious correction create an environment where your successor can thrive.

The biblical example of Moses and Joshua provides a powerful blueprint. Moses identified Joshua’s potential, mentored him through various challenges, gave him opportunities to lead, publicly affirmed his authority, and ultimately empowered him to take full leadership. Throughout this process, both men remained deeply reliant on God—an essential element for Christian leadership development.

Raising up a Number Two is ultimately an act of faith and stewardship. It acknowledges that our leadership is temporary and that God’s purposes extend beyond our tenure. By identifying, developing, and empowering the next generation of leaders, we honor God and ensure that the vision He’s entrusted to us continues to bear fruit long after we’ve moved on.