Get Off the Treadmill ©

P.E.A.R.sPeriodic Encouragement And Reminders
Get Off the Treadmill ©
Robert E. Alderman, Jr.

Last night, I was re-reading a book by Larry Julian (“God is My CEO”) on business planning and development. (Larry is a consultant who specializes in leadership development and has worked with both small and large companies, including: 3M, AT&T, and General Mills.)

In the introduction, Larry shared the following story:

I was recently asked to conduct a leadership program for a group of San Francisco sales executives.  As part of my preparation, the leader asked me to weave in a module on stress management.  During the program, I discovered that the entire group was on the brink of a collective nervous breakdown.  They were under relentless pressure to produce results.  All felt as if they were strapped to a treadmill whose speed kept increasing.

I wanted to help them find the root cause of their situation.  The group however, wanted me only to equip them with skills so I could help them run their treadmill faster and better.  In essence they wanted me to teach them how to go down the wrong path more efficiently.

The bottom-line had become their god.  It was insatiable.  No matter how hard they worked, it was never enough, nor could it ever be enough.  These executives were talented, intelligent, capable people who somewhere along the way, lost focus on what is truly meaningful and important.  They had become slaves to bottom-line pressure and, as a result, become professionally ineffective and personally burnt out.

* * * * *

I, for one, know it’s easy to get caught up in the fast pace and demands of life and feel the tug to seek out a quick-fix or some magic process that’s promised to produce more clients and more money.

There are, in fact, many organizations in the business and professional world that offer seminars and coaching programs each of which promise to teach systems and methods aimed at creating financial success.  Some are based on marketing techniques; some emphasize internal restructuring of the business or professional practice; some suggest personal testing for employees, and some recommend special customer or client interview processes.

Though each of them can serve as useful tools, they often become just another parallel target point (or as Larry Julian says, another god) used as a stepping stone toward what still remains their ultimate god – of bottom-line financial success.

These “solutions” don’t solve the underlying problem, however.  They may help us continue down the wrong path more efficiently, but…, it’s still with the wrong bottom-line focus on a treadmill that keeps right on turning.

The Bible, (as usual) sums it up best with these words: “A man is a slave to whatever has mastered him.”  2 Peter 2:19b

Thus, whether it’s financial “success” and/or the systems and processes to pursue more of “it” at greater speed and “efficiency”, it will not remove our anxiety or stress if we stay enslaved to them as our gods.

Another good reminder is Psalms 46:10 – “Cease striving (be still) and know that I am God.”

Charles Stanley says in his book, “Success God’s Way”.

Friend, I wouldn’t swap places with anybody in the world who has money, notoriety, or power but doesn’t have God.  What he has won’t matter in the least five hundred years from now.

For I have never met a financially wealthy person who wasn’t a little fearful at the prospect of losing his wealth, or who didn’t desire to amass even more wealth [or to keep running on whatever treadmill he had placed himself] ‘just in case’.

[On the other hand] the God focused and spiritually mature person is freed from striving.  He lives in a state of steady confidence [off the treadmill] born of a relationship with God – while at the same time living in the hope of greater and greater things that God will unfold, reveal and bestow.”

Have a great week!

Bob Alderman

(and to my family, Love Dad)

original writing 4/13/04 – republished 2017/01/11

PERMISSIONS:  You are permitted to reproduce and distribute electronic or hardcopies of this article in its entirety provided you do not alter it in any way, do not charge a fee to others to receive it beyond your cost of reproduction, and do not make more than fifty physical copies without prior written permission from Robert E. Alderman, Jr..  All republications of the article in full or in part, whether in a hardcopy or electronic format, must include this statement:  Reproduced with permission from Robert E. Alderman, Jr., 661.904.7751,,

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