As you can see from this account, the basis of our development program is an apprentice-training system. This is not a new idea in itself, but one which we have embellished and expanded in two very significant ways. First, we have deliberately fostered a spirit of mutual affection and concern as we work together to acheive a goal beneficial to all of us. Second, we all share financially in the success of our efforts.

Years ago we established a profit-sharing plan for everyone who works in Teleklew. (Teleklew is the corporate name for all our enterproses.) We considered several different plans, but finally adopted the one we felt offered the most to our employees. At the end of every fiscal year, Ted Lennon, uncle of the Lennon Sisters and one of my chief business advisors, oversees the investment of up to 15 percent of our total yearly payroll. The money is turned over to financial experts who see that it is invested to the best possible advantage. The employees contribute no money at all, but they share in the distribution of the returns according to their length of employment and job status. They become, in effect, part owners of the company without any investment. This is a powerful incentive because the more successful the company, the more successful they each become.


It is the combination of these various factors which the key to success of this plan. First, the training which develops the talents and character of both trainee and teacher. Second, the team spirit which grows as employers and employees strive to reach a mutually rewarding goal. And third, the sharing of the profits as we successfully achieve each of our goals. This is a system which stresses the positive rather than the negative. It encourages and rewards excellence of acheivement. It had filled all of us with such dedication and spirit that it has literally changed our lives!


If you are an employer I cannot urge you to strongly enough to give our proven system a fair trail. You'll find your employees will work with you at their top potential. You will observe a new enthusiasm among your people. If you hesitate because you wonder about sharing profits, I can only tell you that our profits will increase. You will make far more from the efforts of a group of dedicated employees who care than you will from people who are working for a pay check only. You will find that not only will your profits rise, but your spirits and those of everyone else in your organization will rise, too.

If you are a prospective employee, profit sharing will be great for you, too. You'll get a share in the profits, I have noticed the self-confidence and quiet inner assurance which this plan develops in our people. You and your employer will both experience a wonderful feeling of cooperation and friendship which will replace the traditional gaps of antagonism and suspicion.

The consumer benefits, too. We feel that the quality of the service we produce by this method is higher. The consumer gets more for his money.

Most important of all, the entire nation benefits because our program tends to develop the highest potential, character, and sense of responsibility of every participant. The stronger each one of us becomes, the stronger, and better our nation becomes.


I believe in this plan with my heart, not only because I know from experiences what it can do, but because is it rooted in God's laws. After 47 years in the world of entertainment, I know that the moral truth revealed to us in the Bible are as true and valid today as they were centuries ago. They work just as well in business as they do in our personal life.

This is the real value of our teaching and sharing system. It springs from a spiritual source, and thus adds to the total quality of our lives. It brings a full measure of compensation and hope, feelings of usefulness and faith in the future, and the joy and serenity that come from building a soild character. It helps build worthwhile lives. And I know by now that earning enough is never enough. But enriching a life is.

Reprinted from Christian Economics, circa 1971