human resources
How to keep blind spots from derailing your leadership
By Jim Funk
As a leader, what you don’t know CAN hurt you. Especially when it comes to what you might be doing wrong, even unintentionally.
Take Stanley, who has been a member of the executive team for five years. He is reaching a high frustration level with the CEO, whom he reports to directly. Because the CEO is out of town a lot, he doesn’t make himself available for ongoing conversations once he has delegated a major assignment to his executives. When he returns to the office, however, he decides that projects are not usually done to his liking. He then blames his team for not asking enough questions ahead of time about what the end product should look like.
As another example, Jill is a member of the Human Resources leadership team in a large company. She is a star performer, takes her responsibility seriously, and is known as the “go-to person” for anything having to do with change management. But Jill is unhappy. She doesn’t feel appreciated, and her boss simply isn’t one to give much recognition to his direct reports. He believes that if you just do the job well, that is recognition enough. Jill doesn’t want to go asking for recognition, but her increasing dissatisfaction is getting to her.
Lastly, Kim is a highly productive member of a company’s sales team. After only three years of experience, peers think of Kim as a superstar. But in spite of the strong performance, Kim’s boss is highly critical of her and nitpicks every little thing. Lately, Kim has started to feel literally sick to her stomach when preparing for meetings with the boss. She wants to speak up about her feelings, but she’s seen her boss become irate when she feels offended.
What do these cases have in common? Well, several things that should be troubling to any leader. First, there is a reluctance to come to these bosses with feedback or concerns. Why? Because the employees don’t think their bosses will react well. If honest feedback has not been appreciated or welcomed in the past, employees may have felt cast aside or insecure in their jobs, and are now unwilling to bring up their concerns. Any leader who is not getting honest feedback because people are afraid to provide it is suffering not only from a lack of information, but also from a lack of trust. This can be hugely detrimental to both team and individual performance.
Second, these bosses are not aware of how they are impacting their employees, and have no idea that their leadership style is suppressing creativity and making even their best employees dissatisfied. They have not made an attempt to ask their direct reports specifically how they like to be rewarded, and how they, as their boss, can be more effective as a leader. Again, without the information about what they could do better, these bosses are in the dark, and their blind spots continue.
And finally, as a result of the lack of open communication, trust, and awareness of self and others, some of the best employees and leaders of these companies are nearly ready to walk away. Replacing them would be a great loss of talent and a large expense. Many times, bosses aren’t aware of how people really feel about them because they don’t ask. And a number of companies either don’t do exit interviews, or don’t get much information because the exiting employees understandably don’t want to burn any bridges.
If you are working in an Economy of Communion business, or are a leader in any organization that wants to follow person-centered principles, you would certainly want to address these kinds of issues. But blind spots are indeed blind—we often don’t even know we have them, or at least we don’t know what they are. Awareness of self and others is critical because it is required for emotional intelligence, which in turn is a good predictor of leadership success. As described by Daniel Goleman in his book, Emotional Intelligence: Why it can matter more than IQ, awareness is key to being able to manage one’s emotions and relationships. When leaders don’t genuinely and openly seek feedback, or don’t receive it well, they can be derailed by what they don’t know. It doesn’t mean that every bit of feedback leaders receive is accurate, but it is a perception—and perceptions are reality for people. They have real impact. And we can’t act on these perceptions unless we are aware of them.
What behaviors do we see in leaders who are more aware of themselves and others? My Holistic Leadership Competency Model (© 2016 by J L Funk & Associates) describes several key behaviors that are observable, and that can be further developed. Leaders who are more self-aware know how to:
- Learn from their experiences and mistakes
- Build and manage collaborative and positive relationships
- Effectively facilitate and mediate conflict resolution
- Communicate and listen effectively
- Seek and act on feedback from others
- Put others at ease through their presence and disposition
- Regulate their own emotions and make adjustments in their behavior as appropriate
- Respond appropriately to the emotions of others
Why are these skills important? If we think about what leaders need to be able to do to be effective, it boils down to creating a vision, getting others to follow and actualize the mission and vision, and produce results. People follow leaders they can trust, and who are able to inspire them to contribute to the mission and vision with their full engagement and passion—not just to do a job. But when self-awareness and the accompanying behaviors are missing, fear and negative stress are created in the workplace. Thinking back to our three examples, these leaders are not self-aware. Their inability to effectively communicate and ask for feedback has left them in the dark about their employees’ concerns. As a result, they aren’t getting the full engagement of their team members, who may quietly move on to other job opportunities.
What can leaders do to boost their awareness of themselves and others? Here are 10 ideas you can implement, whether you are in a leadership role or a member of a team:
- Ask for feedback regularly, and thank people for giving it (even if it isn’t what you wanted to hear)
- Engage in reflective practices, such as meditation and mindfulness to increase focus and concentration
- Make an explicit and public statement of your intention to be aware of your blind spots, your presence, and to place a high value on your relationships
- Practice stress management techniques and improve your work/life balance
- Acknowledge your emotions, learn your triggers for negative emotions, and develop ways to change your emotional reactions
- Walk around, be curious about what people are doing and notice their reactions to you
- Practice active listening and validate what you are hearing
- Practice humility, acknowledging mistakes and asking forgiveness
- Check your alignment by comparing what you say with what you do
- Take a formal assessment of your Emotional Intelligence with a validated test instrument. I recommend the EQ-i2.0 by MHS Assessments, which must be given by an authorized partner. (There is a cost. Contact me for more information.)
We also learn a lot through our experiences, and from the experiences and stories of others. I invite you to share stories about how you have uncovered your own blind spots, and how you have been able to increase your own awareness. Further, share how this awareness impacted your own effectiveness as a leader. You can reply to this post, or contact me directly by e-mailing me at jim@jlfunk.com.
Jim Funk is a consultant who helps leaders, teams and organizations discover and develop their full potential. He is passionate in believing that strong leadership competence combined with the leader’s personal characteristics, values and virtues are key to achieving goals and driving business results. In addition to his work at J L Funk & Associates, Jim has served on various boards and commissions, and is currently a member of the Economy of Communion in North America Commission. Learn more about Jim’s work at www.jlfunk.com and www.linkedin.com/in/jlfunk.
Are You an Ethical Leader? How Do You (Really) Know?
Most leaders consider themselves to be ethical, but some of the behaviors that underlie the core competency of Integrity may not be as easy as they sound. There are pressures in business to make financial, personnel, contracting and other decisions every day that carry ethical implications—everything from honesty in reporting travel expenses, hiring contractors in accordance with IRS regulations, following general accounting standards, accurately projecting and reporting earnings, paying all taxes that are owed, and so on. Unfortunately, we have all heard about the careers of individual leaders, as well as the viability of entire organizations, that have gone down the tubes due to ethical lapses.
There are many forces out there which make ethical leadership a challenge at times. There are pressures to make decisions quickly, produce reports that are favorable for stockholders and potential investors, make things look good to the boss, to the board, and to company employees. There is a very real temptation to spin things positively, in ways we may think others will like, or in some cases in order to be self-serving.
How can leaders be consistently ethical, and even agree on what it means to lead ethically? In describing the characteristics of my Holistic Leadership comp
etency model, I propose that “ethical” leaders effectively use critical thinking skills, as well as their acute sense of right and wrong, to make ethical choices and “test” them before moving forward. When it comes to making decisions that affect people, it is a matter of treating others the way we would like to be treated—known as the golden rule. By “testing” decisions, I mean validating decisions with other leaders who are looking through an ethical lens, and in some cases talking with key stakeholders who will be affected by the decision to learn what they would consider to be fair or unfair.
Doing the Right Thing
Let’s look at a couple of examples. I spoke with business owner John Mundell, President of Mundell & Associates environmental consulting firm, an Economy of Communion business. He tells a story about a time when his company was pressured to make a political contribution in order to keep a municipal contract. He decided to make a small contribution, but along with the check he sent a letter saying that the purpose of the contribution was to encourage participation of citizens in the electoral process, and not to gain preferential treatment in contracting with the agency. He asked that the only basis they should use to consider him for future work was his company’s ability to deliver high quality environmental services to those who need his services. Period.
What happened was not totally surprising to him, but it was disappointing. Five new contracts were awarded, and his company did not receive one. It turned out that officials of all five companies personally knew the high-ranking political decision makers, and they had given much larger contributions than Mundell’s company. His first thought was, “Should I have given more?” but his second thought was, “…and sell my soul?” He felt at peace that he had done the right thing, and he believed that in the end good things would eventually happen if he continued to act ethically.
As it turned out, the next day Mundell was awarded a contract by another private party based on the quality of their work, and it was double the value of the municipal contract. As he reflected on this experience, Mundell said he was reminded that we are often put face-to-face with some darker realities in the world, and we would do well to step back and view our options in the light of ethical practices and an understanding of what is right.
The Golden Rule at Work
My second example comes from the Vice President of Human Resources for Cameron Mitchell Restaurants, Chuck Davis. The restaurant chain is known for their core philosophy of putting associates first. I asked Davis how they put this philosophy into practice day to day, and whether that ever leads to ethical dilemmas. His answer was that they try and give associates the benefit of the doubt; they seek to understand before making assumptions, and yes indeed, that can lead to ethical dilemmas.
In one situation, an associate had been caught stealing $60 from the cash register. Davis’ first thought, a very normal HR posture, was to simply fire the associate based on his dishonest act. The owner, Cameron Mitchell, encouraged Davis to ask a few more questions. Why did he steal the money? What was his situation at the time? Investigating further, Davis discovered the associate had stolen the money to support a drug habit, which in Davis’ view was another reason to let the associate go. But as he discussed the matter further with Mitchell, when considering the associate as a person—and not simply as the bad behavior he exhibited—the question that arose was, “How can we help?”
They decided not to give up on the associate. If he would agree to get the help he needed they would give him a second chance and let him keep his job. It turned out the associate was able to make the necessary personal changes and correct his problem. According to Davis, the ethical dilemma was weighing the value of honesty with compassion for the associate’s situation. Looking at the associate as a person first, they gave him a second chance if he would do his part. And he did. They treated him the way they would like to be treated—the golden rule.
This story made me pause. In my past role as an HR executive, had I ever asked these questions when I was about to let someone go: “Why did he/she do this?” and “How can we help?”
Putting Ethical Leadership into Practice
In closing, let’s go back to the question in the title of this article. How do you (really) know you are an ethical leader? This question invites you to be brutally honest with yourself: What are your real motivations and drivers? What are your assumptions? What are your blind spots? How are you rationalizing a certain decision? Are you testing decisions with others?
In addition to this type of self-reflection, another test is to ask the question that one of my previous CEOs taught me: “If my family knew the decision I am about to make, and why, would they be proud of me?” Give this question a try—it’s a powerful way to ask yourself if you’re doing the right thing. Ethical leaders are not afraid to ask, and they are not afraid to act based on the answer.
Jim Funk is a consultant who helps leaders, teams and organizations discover and develop their full potential. He is passionate in believing that strong leadership competence combined with the leader’s personal characteristics, values and virtues are key to achieving goals and driving business results. In addition to his work at J L Funk & Associates, Jim has served on various boards and commissions, and is currently a member of the Economy of Communion in North America Commission. Learn more about Jim’s work at www.jlfunk.com and www.linkedin.com/in/jlfunk or e-mail him at jim@jlfunk.com.
Humanizing Human Resources
Years ago, when Personnel Departments around the country were beginning to change their name to Human Resources, I proudly told a friend that my job title at the time was changing from Personnel Director to Director of HR—we were coming into the modern business age. I was taken aback when he retorted, “How dehumanizing to refer to people as resources!” I thought a lot about his reaction, and in many ways he was absolutely right. At least “personnel” had a connotation that the work is about the people. By definition, “resources” means “money, or any property that can be converted into money.” In other words, resources are things we own and/or use. This is not typically the way people like to think of themselves.
Before I go any further, I want to clarify that the purpose of this article is not to criticize Human Resources departments, or the moniker. Companies can call their HR departments whatever they want, but it isn’t the name that’s going to make the difference. It’s how they treat employees. That’s why this blog post raises the big picture question of how companies think about their employees: as usable resources or as people?
I had another friend who told me why he left a good job at a company he originally thought was a great place to work. As a consultant he worked hard and put in lots of time, churned out many billable hours, and did excellent work for his company and their clients. One time his boss said something quite chilling to him, something to the effect of: “You know, you are like inventory to me. When I need you, I take you down from the shelf and put you in service. When I don’t, I put you back and you stay there until I need you again.” It was at that moment when my friend realized he was not in a place that respected him as a person, and so with his highly sought-after skills he quickly found another position elsewhere.
My friend’s story is the perfect example of an inhuman approach to management. His boss treated him as a resource to use up and wear out. And soon enough, he did just that.
Wouldn’t it be better to value your employees, work to develop and engage them, and keep them around? I sure think so. Far too many organizations today need to put the “human” back in human resources.
There is a quote attributed to four sisters of the Daughters of Charity who came to Indianapolis in 1881 to open a new hospital at the request of Francis Silas Chatard, Bishop of the Catholic Diocese of Vincennes. In speaking of their mission, the sisters said, “We have a mission, a reason for being here. To keep health care human, human for our patients, human for our families, human for our doctors and human for all associates. The poor will come and the rich will come, if they know they are going to be treated as people.” Their philosophy worked, as that was the beginning of what is now St.Vincent, a thriving, successful, mission-focused health system of hospitals and care providers in Indiana.
When you treat employees as people, you acknowledge that they are more than just their job title. They have a mind, body, and spirit that make them a human being; a person with dreams, goals, and a life outside of work. I believe that whether we can successfully treat employees as people in the workplace depends on the leader.
I was speaking with an executive at one of St.Vincent’s facilities recently, Blake Dye, President of St.Vincent Heart Center. He told me how important it is to have a balanced, holistic view of work, self and others, and to model and encourage work-life balance. When every new leader comes on board, Blake talks with him or her about his belief that we bring our whole selves with us to work, and that who we are is not just made up of our skillsets. He points out that being successful is first about being capable, but it is also about balance. He stresses that he doesn’t want his leaders to just have the appearance of being busy and working hard, but to do excellent work and achieve results within a reasonable workweek. He tells leaders that if they have to work excessive hours to get the job done, then they aren’t doing something right. He acknowledges that leading healthcare is hard work, so he takes an interest in making sure their work doesn’t overtake and exhaust them, knowing they cannot be at their best in any aspect of their life if that happens.
What Can Leaders Do?
Meaningful change comes from the top. As a leader, what can you do to make your workplace more human?
- Speak to your employees at the time of their orientation and acknowledge the importance of work-life balance, and share some practices that encourage it. Model what you say, and ask yourself if you are also allowing yourself to be human and practice work-life balance.
- Integrate your messages to employees so that excellence and respect for our human nature are balanced. Emphasize that excellence includes learning from mistakes, and if we are too afraid of failure we may not be bold enough to create new solutions and find better ways of doing things.
- Create policies and practices that encourage new skill development within your workforce. Plan and budget for employee training and development.
- Assess your workplace culture. I have done this with clients using a Cultural Health Indicator (CHI) tool, and have found it to be very revealing about what makes for a flourishing workplace.
- Add a “People Report” to the Board agenda—before the Financial Report—to emphasize the important work people are doing to help meet organizational goals and to discuss what could be improved.
Making a workplace human is not only the right thing to do, it engages people because they are able to flourish and be at their best. The sisters who came to Indianapolis to start St.Vincent 135 years ago knew that, and they also knew that patients, families, doctors, associates, and people of all types and socioeconomic levels served by the hospital would be attracted to that kind of place. They were right.
My next blog post will explore what it means to attend to the body, mind and spirit of people at work, and how spirituality in the workplace is not limited to faith-based organizations.
Jim Funk is a consultant who helps leaders, teams and organizations discover and develop their full potential. He is passionate in believing that strong leadership competence combined with the leader’s personal characteristics, values and virtues are key to achieving goals and driving business results. In addition to his work at J L Funk & Associates, Jim has served on various boards and commissions, and is currently a member of the Economy of Communion in North America Commission. Learn more about Jim’s work at www.jlfunk.com and www.linkedin.com/in/jlfunk or e-mail him at jim@jlfunk.com.
Business Results Can Soar When People Are Treated As People
By Jim Funk
Why do you do business with particular companies, stores or individuals? They certainly must have the product, quality and service you want; but what else beyond that? Being treated as a whole person is what makes the difference. It’s good for people—and good for business. Let’s look at two real-life examples.
- Treating Customers Right…is good for business
John Mundell knows a thing or two about taking care of customers. As President of Mundell & Associates, an Economy of Communion (EoC) business in the field of environmental consulting, he takes pride in exceeding clients’ expectations and bringing a sensitivity to all stakeholders in every project. In fact, the company website describes their innovative solutions as a combination of “scientific knowledge and a person-centered approach,” and highlights one of the Economy of Communion’s top values: Considering the Human Person in business.
I spoke with Mundell about their philosophy and he explained how it’s actually helped them build and retain a loyal client base. One example that he felt was particularly impactful was a time when they were able to solve a client’s engineering problem quickly and inexpensively, considering the situation, but their $3,000 fee was still more than the client wanted to pay. Even though Mundell thought it was a fair price, rather than insist on the full payment he said the client could pay what they thought the service was worth. They paid $1,000. But it wasn’t a loss for Mundell & Associates. The client wanted to continue the relationship and over the next three years brought them over $1 million worth of new business. The client let Mundell know he earned their loyalty when they felt they were treated fairly in that very first decision regarding the invoice and the client’s concern was put ahead of the company’s.
Mundell is convinced that when businesses consciously put people and relationships ahead of profits, value team interests over self-interests and intentionally serve the other person, clients want to work with that kind of company. For Mundell & Associates, besides being the right thing to do, they believe treating customers right has translated into millions of dollars in revenue that the company would not have otherwise received.
- Put Employees First…and they will in turn put customers first
Cameron Mitchell Restaurants is a privately held company that is not affiliated with the
Economy of Communion, but they have adopted many of the same principles and business practices as the EoC. Mitchell began with one small restaurant in Columbus, Ohio in 1993, which has now grown to 25 units and 12 different restaurant concepts with locations in 11 states. Their website explains that they use the term “associates” instead of employees in order to recognize and respect their importance. Putting people first is core to Cameron Mitchell’s way of doing business, which he believes is their differentiating strategy. Mitchell says they don’t just hire great people; they make sure to treat them great once they’re on board. That, in turn, inspires a genuine hospitality that guests, vendors and even members of the community sense and appreciate. Mitchell is convinced that the spark for their growth and success is the “people first” culture they have deeply embedded in their restaurants.
I asked Chuck Davis, the Vice President of Human Resources for Cameron Mitchell, what they do to create and sustain their “people first” culture and what difference it makes. He told me how they treat associates well from the time they are recruited, through their orientation and throughout their employment. Specifically, they have practices like closing their restaurants for seven major holidays, plus Super Bowl Sunday—unheard of in the restaurant business—so associates can enjoy those events with their families. They emphasize reward and recognition that associates appreciate. One small example is they hand out delicious milkshakes to reward associates regularly. To Mitchell’s associates, a milkshake is much better than a handshake! And as a “topping” they pay competitive wages and benefits that attract and retain their valuable associates. They also emphasize their development and give associates opportunities to learn, grow and build skills. They promote from within more than 75% of the time.
The result?
- Mitchell’s employee engagement survey had 99.57% participation.
- Employee satisfaction registers in the mid to high 90th percentiles.
- Associates receive better tips than the industry average.
- Turnover is lower than it usually is in the restaurant business.
- And when it comes to business results, they have financial outcomes that exceed industry standards.
These results support the company’s belief that treating associates as whole persons translates to customer satisfaction, which in turn improves the bottom line.
Why is a Person-Centered Philosophy Good for Business?
From these examples we can see that customers want to do business with companies that treat them well, and employees want to work for an employer that respects and appreciates them. Further, this effect isn’t limited to only customers and employees. It’s true for the board room, company leadership, suppliers, partners, communities where they are located, and for anyone who interacts in some way with a company. Not only is it the right thing to do, but good reputations spread—which leads to customer and employee loyalty. It becomes a cycle that translates into higher volumes, increased revenues, lower costs and higher margins.
Person Centered Practices
How does an organization become person-centered? Like for Mundell and Mitchell, focusing on people must become embedded in the culture: leadership, policies and practices, and how everything plays out day-to-day in real situations. Here are some of the suggestions I make to my clients who want to build a person-centered culture.
- Empower employees (or better yet, “associates”) at all levels to be able to address customer concerns.
- Take quick “pulse” surveys (not long and arduous opinion surveys) to check in quickly and regularly with people about how they’re doing, what they need to be at their best, and how to get those needs met.
- Describe the desired culture, and then hire for fit to that culture, especially in leadership positions where being person-centered is modeled and held up as “how we do things.”
- Give employees opportunities to reward and recognize each other, ask what makes them feel appreciated, and encourage it at all levels.
- Check out important decisions with some key stakeholders before you proceed, and ask questions about how will they be impacted, what pitfalls have you not thought of, and how the decision could best be communicated.
In my next blog we will look at what makes a workplace human. You might be surprised at my ideas, especially coming from a person who has spent most of his career in Human Resources!
Jim Funk is a consultant who helps leaders, teams and organizations discover and develop their full potential. He is passionate in believing that strong leadership competence combined with the leader’s personal characteristics, values and virtues are key to achieving goals and driving business results. In addition to his work at J L Funk & Associates, Jim has served on various boards and commissions, and is currently a member of the Economy of Communion in North America Commission. Learn more about Jim’s work at www.jlfunk.com and www.linkedin.com/in/jlfunk or e-mail him at jim@jlfunk.com.
5 Things Employees Need to be at Their Best
By Jim Funk
People love hearing the words, “You did a great job on that project!” Most people want to do a good job, and are willing to work hard to do their best. But in the world of work, the reality is that it doesn’t always happen. Why? Certain circumstances play a role in how engaged employees are in their jobs, and these factors impact performance.
I believe that enabling employees to do their best boils down to the ability to meet 5 important needs:
- To be treated as a whole person – body, mind and spirit. People want to be recognized for who they are, and not simply a set of skills or productivity numbers. They bring their whole selves to work, and need some degree of nurturing and expression in each of the dimensions of the human person: physical, intellectual, spiritual, social, and leisure.
- To be treated fairly. Policies and practices provide clarity regarding expectations, and they help ensure that people will be treated fairly. But as everyone knows, a policy manual doesn’t provide answers to every situation. Leaders must be able to make decisions that are just. Don’t get me wrong, everyone won’t always agree with every decision a leader makes, but all decisions should be supported by a rational explanation.
- To have safety, security and trust. The workplace must be one that feels safe and secure, with ready access to assistance if a safety or security issue arises. But more than physical safety and security, employees in this day and age seek job security. People need to feel the organization’s leaders can be trusted to keep their word, and communicate with honesty and transparency, especially as it relates to job security. When layoffs are expected or people are let go, they should be told the truth and assisted in making the transition.
- To have a thriving community at work. By definition we could say that any work group is a community of people. But a thriving community is one in which people are individually and collectively at their best because the work culture recognizes the importance of relationships and teamwork. Competition between teams can also be healthy, and fun!
- To have meaning in their work. While work is certainly a means to making a living, people need to feel that their work makes a difference in the world. Further, there is an inherent dignity in work because it allows the person to become more fully who he or she is. People need to feel that their talents and skills are being used, and want to be given the opportunity to grow and develop so that they can reach their full potential.
When these 5 needs are met, people feel more fulfilled and more committed to doing their best work for the organization. It might seem obvious, but what does it really take to meet these needs? First of all, organizations whose values include statements like, “a great place to work,” or “people are our most valuable asset,” must be able to live up to those and not just give lip service. Leaders who understand these needs and intentionally work to meet them are what make the difference. I would call this “holistic leadership,” because the holistic leader treats people as people and not just a skillset or a “human resource.”
What Can Leaders Do?
When I consult with organizations, I recommended that leaders ask each of their employees to write down answers to three questions:
- What do you need in order to do your job well and be at your best?
- What will it take for you to ask for and get what you need?
- What types of rewards motivate you and make you feel appreciated?
I suggest that they keep this sheet of paper in all of their employees’ folders, so when they meet with them or want to reward them they can be more personal and specific in addressing their needs. It works!
Please share any comments, reactions or questions you have about these ideas. If you believe you are working or have worked in an organization with leaders like those I am describing, I invite you to write about it in a reply to this blog or contact me directly. I would like to talk with you. In my next blog post we will look at the business case for holistic leadership, and what difference it can make in terms of actual outcomes.
Jim Funk is a consultant who helps leaders, teams and organizations discover and develop their full potential. He is passionate in believing that strong leadership competence combined with the leader’s personal characteristics, values and virtues are key to achieving goals and driving business results. In addition to his work at J L Funk & Associates, Jim has served on various boards and commissions, and is currently a member of the Economy of Communion in North America Commission. Learn more about Jim’s work at www.jlfunk.com and www.linkedin.com/in/jlfunk or e-mail him at jim@jlfunk.com.
Economy of Communion 