Model Start-up

I read an article about some cool people who work happily and lovingly—and never give up. They were chosen specifically for their jobs, and do well because they have conviction.

Their success is because they had good trainers, and have become trainers themselves. They’ve learned so much, they’re completely different from when they started. They’re loyal, and work patiently even though the pay isn’t great (yet). But it’s worth it, because leadership has their backs, even when things get tough.

In the start-up phase, the trainers went through a lot!  Even when they started hiring, things were dicey. But this bunch rose to the challenge, because the trainers never misled them; it’s a no‑nonsense group: no politics, just authentic people working toward a common goal. And the CEO is aces—so they follow his mission statement, regardless of what others think.

These managers are straight-shooters, humble, and not greedy.  And they don’t power trip the workers, though they have every right to. They treat workers like family.

And though the start-up struggled, the management never overburdened the workers; they treat them kindly, and have never done them wrong. They help the workers, correcting and encouraging. This produces results, because the workers imitate the leaders, which in turn keeps the CEO pleased.

These workers stick to the training material; they don’t pick and choose which procedures they like. They do what the manual says gets results—for the group and for their own personal development.

Sometimes the whole team bears the brunt of miscellaneous backlash; the competition can be brutal! (But they got what they dished out!)

Awhile back, the management went on a business trip. They maintained contact with staff, letting them know they missed them, but there were snags and delays. They said what a great job they were doing holding down the fort, a good reflection on the leadership. They sent a manager home to check in on things and provide support, so they wouldn’t be afraid of the group going under—or, worse yet, be stolen by the competition. The whole time, they kept reminding each other they always knew it wouldn’t be easy.

The rep took a great report back to the leaders, advising them the workers were still on board—making it easier for the managers to continue their efforts. They all appreciate each other and are hanging in there.

It became a successful enterprise, sticking with the CEO’s long-term plan; and the manager/worker relationships are thriving. They stretch the workers to excel even more, reminding them about distractions and to stay on task to achieve the goals (unlike other groups that lack focus and later tank).

Finally, the article mentioned the group’s charitable giving, investing in needs of their surrounding area.

All in all, this is a Model Start-up; we can learn some good lessons here. P.S. The “article” was 1 Thessalonians 1:1-4:12.

 

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