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"It was the most rewarding project I've had the chance to be a part of," Zahn says. "We are not limited by our job description. When a company believes in their employees and gives them ownership over their work, that's when you start to see people come alive."

When workplaces possess a strong community and an atmosphere of trust, their employees are more inclined to accept the material sacrifices that often come with working for Christian non-profits (which constitute a large number of this year's survey participants). But even so, issues of compensation weighed more heavily on the minds of survey respondents this year, in part due to the combination of a sluggish economy and rising health care costs.

This year's finalists took a variety of approaches to handle compensation dilemmas, but the common thread was a concern for how to treat their people. Lawrence Swicegood, director of communications at finalist Fellowship Church, says, "Fellowship Church pays its employees market rate or close to it. We don't want our employees to have to have three jobs on the side. The mentality in ministry is, 'if you're in ministry, you should work for less.' But you can get so much more out of an employee if you pay them what they're worth. That's why we have 25 to 30 percent fewer employees than other churches our size."

Often, Christian organizations are not able to provide materially for their employees to the extent that they would like. But those characterized by community and trust are better able to weather the economic and financial challenges. In 2002, repeat top finalist Medical Ambassadors International (MAI) faced losing 25 percent of its annual budget due to a business downturn of its largest donor. The administration shared this information with the staff, and the company devoted itself to prayer about the shortfall. Instead of receiving a miraculous replacement in funding, they received another answer to prayer: to continue to grow, trust God for the funds, and sacrifice personally in the areas of compensation and benefits. By the end of 2003, MAI had actually exceeded its budget. "The willingness of staff to sacrifice their material welfare to keep the field growing was a reflection of how staff had bought into the vision," says Paul Calhoun, MAI executive director.

Although the administration feared that the situation would result in a loss of morale, what happened was just the opposite: the employees came together, shared what they had, and became an even stronger community due to their mutual dependence and faith in God.

In the end, it is this humble attitude of reliance on God that guides the leaders of the Best Christian Places to Work. They have faith that God has provided them with competent and trustworthy employees and treat them accordingly. It is reminiscent of the attitude of a certain Christian leader who sent his disciples out into the world and prayerfully entrusted them to do his work. Would Jesus approve of the way our finalists are trying to emulate his model? We believe so.

Helen Lee is associate director of the Best Christian Workplaces Institute.

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May 2004, Vol. 48, No. 5