Twelve Kingdom Companies operating in the same country and culture were producing completely different results. While six were thriving, meeting or exceeding their financial and spiritual goals, six others struggled to survive financially and to show any spiritual impact. What was the difference? Were there common factors which could help other businesses identify best practices and be more effective. An in-depth look at these companies revealed some common themes.

Kingdom Companies that were producing positive ministry and business results tended to have four traits in common:

• A blessing orientation
• Openness regarding purpose and identity
• Partnership with local churches and ministries
• High cultural adaptation

Conversely, low performers had four contrasting  characteristics in common.

• A converting orientation
• Secrecy regarding purpose and identity
• Independence, preferring not to partner with others
• Low cultural adaptation

Let’s take each one separately.

Blessers vs. Converters

Businesses who expressed their purpose for existing as helping people in many aspects of their lives- financial, physical and spiritual – found their companies prospering more and also found more opportunities to see people come to Christ. They often described their mission as blessing those around them. While those who responded that their primary purpose was to evangelize, or convert, those around them, often struggled financially.

Ironically, those who focused solely on evangelizing, or making converts actually reported fewer converts than those who saw their role as blessing their workers and the community. They saw their business not as a means of improving the social environment around them, but merely an avenue to connect to others and convert them.

Openness in identity and relationships

Those who characterized themselves as blessers felt their faith was an important part of who they were and were open about it. Those who considered themselves converters felt their faith was viewed negatively and developed more covert strategies. They were selective in who they shared their faith with and as a result had fewer opportunities to share. The research showed that among the 12 companies, the ones who were open about their identity were significantly more effective in bringing people to Christ (by a ratio of 48 to 1).

Partnership with local groups

“Open” businesses were also more likely to build relationships with other organizations in their community. In the country involved that included local ministries because the country was open to traditional ministry activity. However, the “conversion” oriented businesses were more circumspect, fearing that close relationships could expose their “cover”. Therefore, they tended to work more independently.

It should be noted that this principle may be more difficult to adapt to “closed” countries that suppress organized Christian ministries. However, the principle may be extended to include relationships with community organizations that are not ministry motivated. Participation in local groups strengthens the identification with the community and offers multiple opportunities for interaction and faith sharing.

High vs low cultural adaptation

High cultural adaptation companies respected and worked within the values and practices of the culture as much as possible. This made it easier to build relationships with the national workers and establish rapport.

In this way nationals do not feel that they have to deny their culture and who they are in order to work in a Kingdom Company. Employee turnover is lower (improving the company performance) and long-term relationships provided much more opportunity to share and demonstrate the gospel to employees.

“Those who had fruitful and successful businesses had adapted in many aspects to the culture but had also intentionally worked to counter certain aspects of the culture.” This does not mean that they did not have to challenge some unbiblical aspects of the culture and seek to bring about transformation.

Many of the practices we follow out of habit are really just cultural and may not be suited to another culture. But in some cases there are practices that are ungodly. These have to be transformed. “Those managers who best reoriented their employees did so cautiously, consciously, and consistently.” There is not time in this article to go into how that is achieved. Suffice it to say, we are called to bring Kingdom values to bear in the workplace, but it must be done with wisdom and gentleness.

Not a business owner type tentmaker?

No problem. The same insights which were revealed while researching Kingdom Companies are applicable for the non-employer tentmaker who is an employee within a non-Kingdom Company. Global Opportunities’ experience walking along side hundreds of tentmakers is that these same principles can be adapted and work well for those who are employees in non-believing companies.

• Take a wholistic approach. Realize all that you do should be a reflection of Christ in you, an example and hope to those around you in the place where God has put you. Your presence and actions should bring a piece of heaven into their life.
• You do not have to hide your faith. People assume you are a Christian. 
  While not “getting in their face” about it, they need to know that you are approachable. Ruth Siemens would say to discreetly reveal, “I know about God and I am willing to talk.” Then wait for them to come to you with the questions.
• Participate in community activities. Show your interest and contribute to the common good. Affirm what is wholesome in the culture and help to heal the wounds caused by sin.
• Adapt. Be flexible. Learn the culture, including the language.