Sometimes we are asked, "Why can't a mission be more like a business?"

I have recently been reflecting upon missions, business, and missionary service. What is missionary service? What is a mission? Is it a business? Is it like a business? If so, in what ways is it like a business? In what ways is it different than a business? Is it even fair to compare missions and business? Can the one learn from the other? Or because the two entities are driven by diametrically opposing forces, is there nothing to be learned?

Today some are saying, "run missions like a business." "You missions must be more like a business." I have talked to people who have actually put a price tag on a soul. Sadly, this price tag has been determined by taking the costs of running the mission for the year and dividing it by the number of reported souls saved that year. Is this valid? Is this godly? I think most of us would agree that it is neither valid nor godly. At the same time, I believe that most of us would agree that we do have some things to learn from business. I would like to explore some ways that missions and business are alike, talk about ways in which we are different, and then to mention some cautions and thoughts in closing.

Motive

What is the motive in missions? What is the motive in business? The profit-making sector is learning that character is vital, but it is still not the highest standard for business. Short tenures, high salary (as compared with that of missions), stock options, perks and bennies make up the business picture today. Business recruitment is based on benefits and the promise of a comfortable future, often at the sacrifice of family and personal life. Frequently sensitivity to interpersonal relations and ethnic differences is more motivated by the avoidance of a lawsuit than the value of the individual. Success is measured by the invention of a "new mouse trap" requiring constant change with external and visible results. Marketing appeals to self-fulfillment, the flesh, and avarice.

Missions, on the other hand, is based on the foundation of personal character and biblical values. Motive is internal without financial gain. Salary levels are usually based on cost-of-living. Recruitment is based on character, experience and reputation, without the promise of a comfortable future. Success is measured on a long-term basis, with little visible change in mission activity except in the case of unusual events such as civil war, drought, earthquake or flood. In such cases, the activity may change, but the missionary usually remains; business usually pulls out in the face of these unusual events.

Reward

Let's look at rewards. In business, an employee who shows little is shown the door. Words like "hire" and "contract" are operative. Prizes, plaques, bonuses, salary increases, perks, and benefits are the rewards and recognition.

In missions, however, the missionary is given a long term in which to work. He or she learns language, acquires culture, and considers work a privilege. Recognition is indirect and any appreciation is generally shown equally.

In missions we are level. You could say that missions "levels" people. In missions few missionaries get recognized or rewarded for doing a good job here on earth. In fact, missionaries don't expect their reward here. By faith they leave home, choosing to endure whatever as ambassadors of God, considering the reproach of Christ greater riches than the treasures of Egypt, looking to the reward which God Himself will give them in heaven. (Paraphrased from Heb. 11:25-26).

Risk

Both business and missions accept risk. Business accepts risk as the way to make money. Missions accept risk, high risk to person and property, in order to reach men and women for Jesus Christ.

A business will spend much money and venture capital for return to investors. Physically there is low risk, if any at all. In places considered difficult, there is an additional benefit called "hardship pay." Unemployment insurance and separation benefits provide security. Focus is on the individual's performance. Risk is measured by objective standards and there is low tolerance for long-term return.

In missions, a project is not usually begun until funds are in hand or promised. There is often high physical risk to the individual and his family. These risks are caused by unseen factors found in the intangibles of culture and spiritual opposition. On the part of the individual and the mission, there is high tolerance for risk and a long-term return.

Profit & Loss

In both business and missions there is loss. In business, if an activity loses money, the business stops that activity. In missions, the activity uses money in order to reach men and women for Christ and in order to disciple the Body of Christ. Business worries about loss; missions worry about the lost.

Even if it is not obvious, the goal of a business is to make money. Business begins with profits from a previous fiscal year. Decisions and plans are made for potential profit. "Long-range" is still very measurable and of a much shorter definition. Although there may be some people service in the picture, the major focus is on the financial benefit to employees and investors.

On the other hand, the goal for a mission is to use money, based on the faith principle that funds will come in. In fact, if a given fiscal year's projects do receive funding at the end of a year, that in and of itself, is often a measure of success. Decisions are based on how to spend the money to reach men and women for Jesus Christ and to establish His church.

Business and missions have a bottom line. The bottom line of business is money. The bottom line of missions is the glory of God - to see men and women come to Christ bringing great glory to the Almighty.

I am reminded of a young woman helicopter pilot in the Coast Guard. After saving men from the icy waters of the Bering Sea, she said, "This is what we joined the Coast Guard to do. We do lots of other things - but there is nothing like the euphoria that we feel when we save a life. This is what we joined the Coast Guard to do." (TLC, Chicago, August 2000.)

This is the bottom line of missions - and while we do lots of other things, there is nothing like the euphoria that we feel when we see someone come to Christ - when we see the Almighty glorified through the transformation of a soul and a life. This is what we joined the mission to do!

Time

In a business, time is usually chargeable, billed and collected. If not, it is called "overhead" and comes off the bottom line. Delay can ruin a company. Business looks for who can solve a problem and who can act the quickest. Time takes priority over people. Time is money and its value is strictly related to its ability to produce money.

On many of our fields, days move slowly and time is not a chargeable commodity. However, time is the important God-given commodity for work that links with eternity. The "profit" may not immediately be seen, but mission history has shown us that there is a "profit" in souls, and ultimately the "profit" will be seen in glory.

Technology & Research

We are all scrambling to keep up with technological advances. We all use technology, but the purposes and goals for the use of technology in business are completely different and often diametrically opposed to the use of technology in missions.

For a business, research data and statistics analyze ventures and project profits. Human resource management and evaluation are based on profit and performance.

In missions, we use research data and statistics, but human resource management and evaluation also must take into consideration the field itself, the family, and the often limited financial resources.