This study guide is full of in-depth notes and thought-provoking discussion questions that will lead you down a path to greater spiritual maturity and a deeper, more enriching relationship with your Heavenly Father.
Chip shares an ultra-practical message: how to develop great habits - ones that cultivate grace and produce a life of lasting impact, and deep personal satisfaction. Join Chip and learn how to begin developing great habits!
Chip continues this series with a topic that most of us rarely think about. And yet, it is one of the most important keys to cultivating an intimate walk with God. Join Chip as he shares how making great sacrifices is the gateway to greatness with God.
You were designed for greatness.Do you want to be a "good" Christian or a "great" Christian? Good Christians live the life. Great Christians leave a legacy. If you're ready to take your faith to the next level, this book is for you.Using Scripture, personal stories, and examples from Christians who left an indelible mark on the world, bestselling author Chip Ingram offers you practical steps for becoming great in all areas of life--in spiritual growth, family, relationships, and career. He shows how a believer can become great in God's eyes by applying the ten common characteristics of great Christians, who- think great thoughts - read great books - pursue great people - dream great dreams - pray great prayers - take great risks - make great sacrifices - enjoy great moments - empower great people - develop great habitsThis revised and updated edition includes helpful discussion questions to facilitate group or individual study as you strive to live a life of great faith and excellent work.Chip Ingram is the founder and CEO of Living on the Edge, an international teaching and discipleship ministry. A pastor for over thirty-five years, Chip is the author of many books, including Discover Your True Self, Marriage That Works, Culture Shock, The Real Heaven, The Real God, The Invisible War, and Love, Sex, and Lasting Relationships. Chip and his wife, Theresa, have four grown children and twelve grandchildren and live in California.
When it comes to marriage these days, anything goes. No wonder you can find a book on marriage from every perspective - or no perspective. How can you experience a great marriage that lasts? What works? This audiobook answers that question by shining a light on the biblical design for marriage. In a world of sexual and relational confusion, isn't it time to consult the One who created marriage?
Are you tired of the status quo Christian life? Do you long for a spiritual breakthrough? Are you looking to go to the next level or get a fresh infusion of faith and spiritual passion? Great Christians live out their faith with purpose. In Mark 10:43 Jesus says whoever wants to become great among you must - what? You'll explore the idea that there are certain practices available to every believer, at every maturity level, to move us from good to great in God's eyes.
I want to give you a lobotomy about change. I want you to forget everything you’ve ever learned about what it takes to create great results. I want you to realize that nearly all operating prescriptions for creating large-scale corporate change are nothing but myths. The Myth of the Change Program: This approach comes with the launch event, the tag line, and the cascading activities. The Myth of the Burning Platform: This one says that change starts only when there’s a crisis that persuades “unmotivated” employees to accept the need for change. The Myth of Stock Options: Stock options, high salaries, and bonuses are incentives that grease the wheels of change. The Myth of Fear-Driven Change: The fear of being left behind, the fear of watching others win, the fear of presiding over monumental failure—all are drivers of change, we’re told. The Myth of Acquisitions: You can buy your way to growth, so it figures that you can buy your way to greatness. The Myth of Technology-Driven Change: The breakthrough that you’re looking for can be achieved by using technology to leapfrog the competition. The Myth of Revolution: Big change has to be wrenching, extreme, painful—one big, discontinuous, shattering break. Wrong. Wrong. Wrong. Wrong. Wrong. Wrong. Totally wrong. Here are the facts of life about these and other change myths. Companies that make the change from good to great have no name for their transformation—and absolutely no program. They neither rant nor rave about a crisis—and they don't manufacture one where none exists. They don't “motivate” people—their people are self-motivated. There’s no evidence of a connection between money and change mastery. And fear doesn't drive change—but it does perpetuate mediocrity. Nor can acquisitions provide a stimulus for greatness: Two mediocrities never make one great company. Technology is certainly important—but it comes into play only after change has already begun. And as for the final myth, dramatic results do not come from dramatic process—not if you want them to last, anyway. A serious revolution, one that feels like a revolution to those going through it, is highly unlikely to bring about a sustainable leap from being good to being great. These myths became clear as my research team and I completed a five-year project to determine what it takes to change a good company into a great one. We systematically scoured a list of 1,435 established companies to find every extraordinary case that made a leap from no-better-than-average results to great results. How great? After the leap, a company had to generate cumulative stock returns that exceeded the general stock market by at least three times over 15 years—and it had to be a leap independent of its industry. In fact, the 11 good-to-great companies that we found averaged returns 6.9 times greater than the market’s—more than twice the performance rate of General Electric under the legendary Jack Welch. The surprising good-to-great list included such unheralded companies as Abbott Laboratories (3.98 times the market), Fannie Mae (7.56 times the market), Kimberly-Clark Corp.(3.42 times the market), Nucor Corp. (5.16 times the market), and Wells Fargo (3.99 times the market). One such surprise, the Kroger Co.—a grocery chain—bumped along as a totally average performer for 80 years and then somehow broke free of its mediocrity to beat the stock market by 4.16 times over the next 15 years. And it didn't stop there. From 1973 to 1998, Kroger outperformed the market by 10 times. In each of these dramatic, remarkable, good-to-great corporate transformations, we found the same thing: There was no miracle moment. Instead, a down-to-earth, pragmatic, committed-to-excellence process—a framework—kept each company, its leaders, and its people on track for the long haul. In each case, it was the triumph of the Flywheel Effect over the Doom Loop, the victory of steadfast discipline over the quick fix. And the real kicker: The comparison companies in our study—firms with virtually identical opportunities during the pivotal years—did buy into the change myths described above—and failed to make the leap from good to great. How change doesn't happen Picture an egg. Day after day, it sits there. No one pays attention to it. No one notices it. Certainly no one takes a picture of it or puts it on the cover of a celebrity-focused business magazine. Then one day, the shell cracks and out jumps a chicken. All of a sudden, the major magazines and newspapers jump on the story: “Stunning Turnaround at Egg!” and “The Chick Who Led the Breakthrough at Egg!” From the outside, the story always reads like an overnight sensation—as if the egg had suddenly and radically altered itself into a chicken. Now picture the egg from the chicken's point of view. While the outside world was ignoring this seemingly dormant egg, the chicken within was evolving, growing, developing—changing. From the chicken’s point of view, the moment of breakthrough, of cracking the egg, was simply one more step in a long chain of steps that had led to that moment. Granted, it was a big step—but it was hardly the radical transformation that it looked like from the outside. It’s a silly analogy, but then our conventional way of looking at change is no less silly. Everyone looks for the “miracle moment” when “change happens.” But ask the good-to-great executives when change happened. They cannot pinpoint a single key event that exemplified their successful transition. Take Walgreens. For more than 40 years, Walgreens was no more than an average company, tracking the general market. Then in 1975 (out of the blue!) Walgreens began to climb. And climb. And climb. It just kept climbing. From December 31, 1975, to January 1, 2000, $1 invested in Walgreens beat $1 invested in Intel by nearly two times, General Electric by nearly five times, and Coca-Cola by nearly eight times. It beat the general stock market by more than 15 times. I asked a key Walgreens executive to pinpoint when the good-to-great transformation happened. His answer: “Sometime between 1971 and 1980.” (Well, that certainly narrows it down!) Walgreens’s experience is the norm for good-to-great performers. Leaders at Abbott said, “It wasn't a blinding flash or sudden revelation from above.” From Kimberly-Clark: “These things don't happen overnight. They grow.” From Wells Fargo: “It wasn't a single switch that was thrown at one time.” We keep looking for change in the wrong places, asking the wrong questions, and making the wrong assumptions. There’s even a tendency to blame Wall Street for the “instant results” approach to change. But the companies that made the jump from good to great did so using Wall Street's own tough metric of success: a sustained leap in their stock-market performance. Wall Street turns out to be just another myth—an excuse for not doing what really works. The data doesn’t lie. How change does happen Now picture a huge, heavy flywheel. It’s a massive, metal disk mounted horizontally on an axle. It's about 100 feet in diameter, 10 feet thick, and it weighs about 25 tons. That flywheel is your company. Your job is to get that flywheel to move as fast as possible, because momentum—mass times velocity—is what will generate superior economic results over time. 2b1af7f3a8