Peter had worked hard to create a successful business. His company provided local restaurants with all the non-food items that they require to do daily business. Peter had built up a committed clientele and he had been able to hire a dozen workers from the impoverished community on the outskirts of his city to work in his warehouse and man his delivery trucks. Peter’s intention was to see his business provide for his workers’ families and to be a positive influence in their lives. He felt close to his workers, believed that they trusted him, and that he had their best interests at heart.

The last year began quite strongly. All was going well and then... The Coronavirus struck the city. Almost overnight, Peter’s business dried up. Peter knew he would have to act quickly to save his business.

Within a few days he put all but three of his workers on furlough and began to search out new clients for his goods among hospitals, schools, and other institutions that were still operating their food services. Having nine fewer people to pay (along with cutting some other expenses and stretching out payments to his suppliers) helped Peter preserve enough cash to survive long enough to find some new clients and stabilize his business.

Within three months Peter was able to call back his other nine workers, but once they returned to the company, he quickly noticed that something had changed. The three workers that Peter had kept on were the three that had regularly attended a weekly lunch time discussion group that Peter held in his office.

All but one of the other nine had attended at least time or two, but the discussion centered around what the Bible had to say and they frankly weren’t interested. And because Peter had clearly communicated that attending was voluntary, they felt free to do other things with their lunch hour. Peter quickly understood what had caused the relational rift, but he’s not sure that he would do anything differently if he had it to do over again. He saw the three that he had kept on as his best and most loyal people – and they were making steps toward real faith. He saw some justification in the fact that the Scriptures say “To do good to all men and especially those of the household of faith.” He could have taken seniority into account but all twelve had basically joined the company around the same time.

Peter thought that his workers should be thankful that they even had a job to return to. Many had not been so fortunate. Instead, they were distant, even cold. And while the work was getting done the atmosphere that they had once enjoyed was no more. Even the three that had remained employed through the furlough period were beginning to retreat as they seemed more interested in regaining a good relationship with their co-workers rather than being warm to their boss.While Peter was glad, even proud, that he had managed successfully through such a difficult time, he was deeply disturbed to see his relationships with his workers in such a bad place. In his worst moments he just wanted to stop caring, but in his better moments he somehow hoped to repair things.

Consider the following:

1. What obvious choices did Peter make that contributed to the rift that developed in his company? What alternative (and perhaps less obvious) choices could Peter have made?

2. What suggestions do you have for Peter as he now seeks to rebuild relationship with his workers?

3. Do you see an applicable lesson in this case that resonates with your own experience or situation?

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