By Rick Boxx

有一天，一個工廠的執行長凱文在帶領一群訪客參觀工廠的時候，他和訪客分享自己對打卡鐘的看法。很多公司會用打卡鐘來記錄員工工作的時間，每一分鐘都會記錄下來。凱文說，他的工廠已經不用打卡鐘了，因為他覺得打卡鐘是給懶惰的管理者使用的。

在凱文的公司裡不用打卡鐘來記錄員工何時上班，何時下班，他們選擇改變紀錄工時的方式。他們的經理努力去注意員工的日程表和面對的挑戰，以至於打卡鐘就不一定要存在了。

他們願意為了更大的目標：也就是去關心團隊裡面每個人真正的需要，去改變他們以前舊有的習慣。如同箴言27章23節告訴我們的：「你要詳細知道你羊群的景況，留心料理你的牛群。」如同一個好的牧羊人他們留心自己的羊群，一個聰明的領袖和經理人也關心並且去供應員工的需要，竭盡所能去了解他們員工所面臨的狀況。

你也許會想，在商場上不是這樣運作的。打卡鐘是一種標準以及傳統紀錄員工工時的方法，確保他們準時上下班。我想這是對的，但是有勇氣的領袖會願意為了更大的目標，去廢除舊有的習慣和規定。以下是聖經的原則：

為何不遵守商場的慣例？以神為優先的領袖首先必須願意去選擇不一樣的做法，是能夠服務團體成員需要的。「不要效法這個世界，只要心意更新而變化，叫你們察驗何為　神的善良、純全、可喜悅的旨意。」(羅馬書12章2節)

最好的領袖也是僕人 。僕人領導不只是一個空泛的理想，是實際有效能領導別人的方式，耶穌是我們最好的榜樣，祂曾說：「因為人子來，並不是要受人的服事，乃是要服事人，並且要捨命作多人的贖價。」(馬可福音10章45節)

表現出真實的關心。 一段時間就去檢驗平時的流程並且願意改變和調整，把人們的需要看為優先，讓人們知道你重視他們。「凡事不可結黨，不可貪圖虛浮的榮耀；只要存心謙卑，各人看別人比自己強。各人不要單顧自己的事，也要顧別人的事。」 (腓立比書2章3-4節)

有智慧去辨認和回應去改變 。失敗的組織總是有這樣的藉口：「我們以往都是這樣做的。」有分辨力的領導者能夠察覺環境的改變並且做出回應。在舊約裡面就提到有通達時務的以薩迦支派。「以薩迦支派，有二百族長都通達時務，知道以色列人所當行的；他們族弟兄都聽從他們的命令。」 (歷代志上12章32節)

版權所有2018 非傳統商業網路(前身為純全資源中心)。節錄自和Rick Boxx的純全時刻，這本刊物主要是從基督徒的角度來探討職場上正直這個主題。如果希望知道更多關於這個事工或是想訂閱每日純全時刻，請上這個網站: www.unconventionalbusiness.org. Rick Boxx最新出版的書提供用五個關鍵的神的方法來建立企業。

反省與問題討論

你的企業或是組織用打卡鐘嗎？也許給時薪人員使用？如果有，有沒有人曾經質疑過打卡鐘的價值或是效率？如果不使用打卡鐘了，你們會有甚麼反應？ 你可以想得出任何標準的或是經常使用的企業慣例，但是其實已經過時，效率需要重新被評估嗎？ 對於「打卡鐘是給懶惰的管理者」這句話，你的看法如何？你覺得文章中，工廠的執行長凱文為什麼要說這句話？ 你覺得發展出強調員工需求的工作規範和流程有甚麼優點和缺點嗎？

備註：如果你手上有聖經希望知道更多和這個主題相關的經文，請參考：

羅馬書12章9-13節

12:9 愛人不可虛假。惡，要厭惡；善，要親近。

12:10 愛弟兄，要彼此親熱；恭敬人，要彼此推讓。

12:11 殷勤，不可懶惰；要心裏火熱，常常服事主。

12:12 在指望中要喜樂；在患難中要忍耐；禱告要恆切。

12:13 聖徒缺乏，要幫補；客，要一味地款待。

加拉太書5章22-26節

5:22 聖靈所結的果子，就是仁愛、喜樂、和平、忍耐、恩慈、良善、信實、

5:23 溫柔、節制。這樣的事沒有律法禁止。

5:24 凡屬基督耶穌的人，是已經把肉體連肉體的邪情私慾同釘在十字架上了。

5:25 我們若是靠聖靈得生，就當靠聖靈行事。

5:26 不要貪圖虛名，彼此惹氣，互相嫉妒。

以弗所書 5章15-16節、21節

5:15 你們要謹慎行事，不要像愚昧人，當像智慧人。

5:16 要愛惜光陰，因為現今的世代邪惡。

5:21 又當存敬畏基督的心，彼此順服。

歌羅西書3章12節

3:12 所以，你們既是　神的選民，聖潔蒙愛的人，就要存（原文是穿；下同）憐憫、恩慈、謙虛、溫柔、忍耐的心。

彼得前書3章8節

3:8 總而言之，你們都要同心，彼此體恤，相愛如弟兄，存慈憐謙卑的心。

TAKING TIME TO MAKE A TIMELY CHANGE

By Rick Boxx

One day, while giving visitors a tour of his manufacturing plant, Kevin, the plant CFO, shared with us his views on timeclocks, which many companies use to track the time workers spend on the job, sometimes to the exact minute. He explained at his plant, timeclocks are no longer used, observing that in his opinion, “timeclocks can make for lazy managers.”

Instead of having workers “clock in” when they start the day and “clock out” when they leave, Kevin’s company chose to change the procedure to emphasize that people matter more than the process. Their managers strive to be aware of their people’s timeliness, schedules and challenges well enough that timeclocks are not necessary.

They were willing to change their established routine for the sake of a bigger purpose, that being to demonstrate genuine care for every member of their team. As Proverbs 27:23 tells us, “Be sure you know the condition of your flocks, give careful attention to your herds.” Just as good shepherds keep a watchful eye on their flocks and are ever-vigilant to make certain their needs are met, wise leaders and managers also make every effort to address the unique circumstances their employees are facing.

You might think, “But that’s not the way it is done in business. Timeclocks are a standard, traditional way of keeping record of the workers’ hours, and also for ensuring they arrive and depart on time.” That may be true. But I would respond, sometimes courageous leaders must be willing to dismantle routines and patterns for a greater cause. Here are some other principles from the Bible:

Why not follow the usual practices of business? Sometimes leaders that put God and their people first must be willing to choose a different course, one that best serves the needs of their team members. “Do not conform to the pattern of this world, but be transformed by the renewing of your mind. Then you will be able to test and approve what God’s will is” (Romans 12:2).

The best leaders are also servants. Servant leadership is not just some lofty ideal, but a practical, effective way for leading others. We find no better example than Jesus Christ, who said, “For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many” (Mark 10:45).

Demonstrating genuine care and concern. Periodically re-examining usual practices and being willing to change or adjust them to put the interests of people first shows your people that you value them. “Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves. Each of you should look not only to your own interest, but also to the interests of others” (Philippians 2:3-4).

Having wisdom to recognize and respond to change. It could be said that the “eight last words” of failing organizations are, “But we have always done it that way!” Discerning leaders perceive a changing environment and adapt accordingly. Such adaptability is mentioned in the Old Testament, concerning a group known as “the men of Issachar,” one of the Israelite clans: “Of the sons of Issachar, men who understood the times, with knowledge of what Israel should do…” (1 Chronicles 12:32). When circumstances change, sometimes that calls for a change in strategy or methodology.

Copyright 2018, Unconventional Business Network (formerly Integrity Resource Center, Inc.) Adapted with permission from “Integrity Moments with Rick Boxx,” a commentary on issues of integrity in the workplace from a Christian perspective. To learn more about their ministry or to sign up for Rick’s daily Integrity Moments emails, visit www.unconventionalbusiness.org.  His latest book and inspiration for their new ministry name, Unconventional Business, provides “Five Keys to Growing a Business God’s Way.”

Reflection/Discussion Questions

1. Does your business or organization utilize timeclocks, at least for hourly employees? If so, has anyone ever questioned their value or effectiveness? What would be the reaction, do you think, if timeclocks were suddenly eliminated?
2. Can you think of any other standard, commonly accepted business practices that may have become outdated or might deserve being re-evaluated in terms of their effectiveness?
3. How do you react to the statement, ”Timeclocks can make for lazy managers”? What do you think the plant executive meant when he said that?
4. What are some of the pros and cons of developing organizational practices and procedures that place a strong emphasis on the needs and desires of the employees? 

NOTE: If you have a Bible and would like to read more about this subject, consider the following passages: Romans 12:9-13; Galatians 5:22-26; Ephesians 5:15-16,21; Colossians 3:12; 1 Peter 3:8

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