THE 366-DAY DISCIPLE-MAKING JOURNEY
BOOK 2 — LISTENING
Hearing God. Loving People. Responding in Obedience.
See Like an Eagle. Lead Like a Lion. Serve Like Christ.
Profession of the Day: CEO
Country of the Day: Singapore
Region: Asia
Prayer Focus: Business leaders, workers, families affected by workplace decisions, integrity in enterprise, and the witness of believers in the marketplace.
What happens when leaders listen to numbers but stop listening to people?
The board meeting should have ended in thirty minutes. Two hours later, nobody had touched the coffee that had long since grown cold. On the screen at the front of the room, revenue figures glowed in neat columns, showing growth across nearly every division of MeridianLink Technologies, one of Singapore’s fastest-growing logistics software companies. Investors were pleased, clients were renewing contracts, and market analysts had recently described the company as “disciplined, scalable, and regionally positioned for expansion.” By every public measure, the company was succeeding.
Yet the room felt strangely uneasy. The Chief Financial Officer had just finished presenting the quarterly results, and while the numbers looked strong, the human indicators told a different story. Staff turnover had increased for the third consecutive quarter. Sick leave had risen across the product and customer support teams. Exit interviews contained repeated references to exhaustion, ignored concerns, unrealistic timelines, and a culture where people felt expected to perform like machines while being thanked like family.
At the head of the table sat Adrian Lim, the company’s founder and CEO. He was forty-six, sharp-minded, disciplined, and widely respected in Singapore’s technology sector. He had built MeridianLink from a small team of six engineers working in a cramped office into a regional business serving clients across Southeast Asia. He knew what sacrifice meant. He had slept on office floors, missed family holidays, negotiated with impossible clients, and carried payroll stress when no one else knew how close the company had come to collapse. In his mind, resilience was not cruelty. It was the price of building something meaningful.
That was why the staff complaints irritated him more than he wanted to admit. He did not see himself as a careless leader. Salaries were competitive. The office was modern. Employees had medical benefits, flexible workdays, team lunches, professional development budgets, and quarterly appreciation events. Compared with many companies, MeridianLink treated people well. So when the Head of People Operations raised concerns about burnout, Adrian listened politely but inwardly prepared his defence.
“We are growing fast,” he said, folding his hands on the table. “Growth creates pressure. Everyone wants opportunity until opportunity requires discipline.”
Mei Tan, the Head of People Operations, did not respond immediately. She had worked with Adrian for seven years and knew the difference between his listening face and his receiving heart. He was hearing her, but he had already placed her concern inside a category he understood: employees resisting pressure. She opened a folder and slid several printed pages across the table.
“These are not complaints about hard work,” she said carefully. “They are patterns. People are saying the same things across teams that do not normally speak to one another. They are not asking for an easy company. They are asking whether leadership still sees them as people.”
Adrian looked at the pages but did not pick them up. The first sheet contained excerpts from anonymous staff feedback. One sentence near the top caught his eye: “Management celebrates speed, but nobody listens when we warn that something is breaking.” Another read, “We are praised in public and ignored in private.” A third said, “The company says people are our greatest asset, but assets are maintained; people here are consumed.”
The words were uncomfortable, not because they were loud, but because they were too clear to dismiss. Still, Adrian tried. He reminded the room that anonymous feedback often exaggerated problems. He asked whether dissatisfied employees were influencing others. He pointed to client satisfaction, revenue growth, and product delivery success. The board listened, but Mei remained quiet, waiting until he had finished defending the company against the people who worked inside it.
Then she said, “Adrian, may I ask you something directly?”
He nodded.
“When was the last time you sat with a junior employee without an agenda, without a presentation, and without their manager in the room?”
The question was simple enough that he should have answered quickly. Instead, he looked toward the glass wall overlooking the city and realised he could not remember. He spoke often to senior leaders. He attended town halls. He sent company-wide messages. He answered selected questions during quarterly updates. He believed he was accessible because employees saw him often, but visibility was not the same as availability. A leader could be seen by everyone and still be known by almost no one.
That evening, Adrian took the staff feedback folder home. His apartment overlooked the Singapore skyline, the kind of view he once imagined would make success feel complete. He ate dinner late, answered several emails, and opened the folder after midnight. At first he read like a CEO searching for explanations. Then, slowly, he began reading like a man being confronted by people whose names he did not know but whose labour had built his company.
One customer support officer wrote about crying in the restroom after being blamed for delays caused by software bugs she had reported weeks earlier. A product engineer described working through his father’s hospitalisation because he feared his team would miss a release deadline. A finance assistant wrote that she loved the company but had stopped recommending friends for openings because she could not honestly promise they would be cared for. A young developer wrote only one sentence: “I used to believe this company was building the future; now I wonder whose future we are building.”
Adrian closed the folder and leaned back in his chair. For years he had listened to dashboards, forecasts, client calls, investor expectations, board questions, and market signals. He had listened to everything required to scale a business. What he had not realised was that people had also been speaking through resignation letters, quiet exhaustion, reduced creativity, delayed responses, and the disappearance of joy from meetings. The company had not become cruel in one decision. It had become deaf through many small failures to listen.
The next morning, Adrian cancelled two meetings and asked Mei to arrange five confidential conversations with employees from different levels of the company. No senior managers. No slides. No performance reports. Just people. Mei studied his face for a moment before agreeing. By afternoon, the first employee entered the small meeting room expecting a disciplinary conversation because CEOs rarely invited junior staff members to speak without consequences.
Her name was Priya Nair, a customer support team lead whose performance reports described her as calm, reliable, and effective under pressure. Adrian thanked her for coming and asked one question: “What do you wish leadership understood but has not been willing to hear?”
Priya looked at him for a long time before answering. “We are not afraid of hard work,” she said. “Most of us are proud of what we do. But when we warn that a deadline is unrealistic, leadership hears resistance. When we say a client is suffering because the system has a flaw, leadership hears negativity. When people leave, leadership says they were not a good fit. Sir, sometimes they were a good fit. They were just tired of being unheard.”
Adrian took notes, but after a few minutes he stopped writing and simply listened. Priya spoke about the pressure of apologising to clients for problems the support team had not created. She described engineers who wanted to build better products but were pushed into rushed releases. She spoke of managers afraid to escalate concerns because bad news was often treated as disloyalty. None of it sounded rebellious. It sounded weary. It sounded like truth that had been waiting for a door.
The other conversations confirmed the same pattern. A young developer explained that deadlines were announced before technical teams were consulted. A project coordinator said departments were rewarded for speed even when speed created hidden damage elsewhere. A senior designer admitted she had stopped offering suggestions because she felt decisions had already been made before meetings began. By the end of the day, Adrian understood that the company’s real crisis was not declining morale. It was broken trust.
The hardest conversation came with a warehouse integration specialist named Hafiz, who had joined the company in its early years. He remembered the old office, the cheap chairs, the late nights, and the sense that everyone mattered because everyone was close enough to be heard. “Back then,” Hafiz said, “you knew when someone’s mother was sick. You knew when a team was overloaded. You knew when a client request was impossible because someone could walk to your desk and say so. Now everything travels through systems, dashboards, and managers. We became bigger, but our ears became smaller.”
That sentence stayed with Adrian long after the meeting ended. We became bigger, but our ears became smaller. It named something he had felt but never admitted. Growth had given the company reach, influence, and revenue, but it had also created distance. Distance was not always wrong; every organisation needed structure. But when structure prevented truth from travelling upward, leadership began making decisions with partial hearing.
Three weeks later, Adrian stood before the entire company during a town hall meeting. Employees expected polished reassurance. Instead, he began with an apology. He did not blame market pressure, middle managers, rapid growth, or communication gaps. He said plainly that leadership had rewarded speed without sufficiently listening to strain, celebrated results without recognising hidden costs, and assumed that good intentions were enough to protect people from bad systems.
Then he announced changes. Product deadlines would require direct sign-off from engineering, support, and implementation teams before being promised to clients. Anonymous feedback would no longer be summarised away by layers of management. Quarterly listening sessions would include employees from every level, and senior leaders would be assessed not only by performance metrics but by the health of the teams they led. The company would still pursue excellence, but not by consuming the people responsible for producing it.
Not everyone trusted the change immediately. Some employees had heard promises before. Some managers quietly resisted because listening slowed decisions and exposed weaknesses. But over time, something shifted. People began speaking earlier rather than waiting until problems became crises. Teams became more honest about capacity. Clients received more realistic timelines. Staff turnover slowed. Creativity returned in places where fear had once made people cautious.
Months later, Adrian found the original feedback folder in his drawer. He opened it again, not with defensiveness this time, but with gratitude. Those complaints had not been enemies of the company. They had been warnings. They had been invitations. They had been voices asking leadership to love people enough to listen before damage became destruction.
On the inside cover, he wrote one sentence: “Profit can reveal growth, but listening reveals health.” He kept the folder on his shelf, visible enough to remind him that leadership was not merely the art of moving people toward goals. It was the responsibility of seeing, hearing, and serving the people entrusted to one’s care.
Perhaps God is asking us the same question today: Are you listening only to the results people produce, or are you also listening to the condition of the people producing them?
Scripture: 1 Corinthians 9
Personal Journey — Full Bible Track:
Exodus 23
Psalm 73
In Exodus 23, God gives instructions about justice, honesty, rest, and care for others. He warns His people not to follow the crowd in doing wrong, not to deny justice to the poor, and not to oppress the stranger. These commands remind us that righteousness is not only personal morality; it is also reflected in the way systems treat people.
In 1 Corinthians 9, Paul speaks about rights, sacrifice, discipline, and the responsibility to serve others for the sake of the Gospel. He had legitimate rights, but he was willing to surrender them in order to remove obstacles and serve people more effectively. True maturity does not ask only, “What am I entitled to?” It also asks, “How can I serve others faithfully?”
Psalm 73 shows the honest struggle of someone who nearly stumbled while watching the prosperity of the wicked. His understanding changed when he entered the sanctuary of God and saw life from God’s perspective. The Psalm reminds us that visible success is not always spiritual health, and outward prosperity can hide inward danger.
Adrian Lim’s company was growing, but growth was hiding strain. The numbers were strong, yet the people behind the numbers were weary. His turning point came when he stopped defending the organisation and began listening to the people who carried its daily burdens.
Scripture helps us understand why this matters. Exodus 23 reveals God’s concern for fairness, justice, rest, and the vulnerable. Paul shows us in 1 Corinthians 9 that leadership requires sacrifice, not self-protection. Psalm 73 reminds us that outward success can be misleading until God gives us deeper understanding.
Many families, churches, companies, and nations celebrate growth while ignoring hidden pain. But love listens beneath performance. Wisdom asks not only whether the work is being done, but whether the people doing the work are being cared for, strengthened, and treated with dignity.
Today’s Connecting Question:
Where is God asking you to stop defending results and start listening to the people affected by your decisions?
Identify one person affected by your decisions at home, work, ministry, business, or community. Ask them honestly, “Is there anything I am not seeing that I need to understand?”
Listen without defending yourself. Then ask God what one practical change you should make in response.
Personal
Heavenly Father, teach me to listen beneath the surface. Forgive me for the times I have measured success by results while ignoring the condition of people. Give me wisdom to see what numbers cannot reveal, humility to receive correction, and courage to change what does not reflect Your love and righteousness.
Family
Lord, help our families not to value achievement above love. Teach parents, children, spouses, and siblings to listen with patience and compassion. Heal homes where people feel useful but unseen, present but unheard, or successful but empty.
Asia
Father, we pray for business leaders, entrepreneurs, workers, investors, and marketplace professionals across Asia. Raise leaders who build with integrity, treat workers with dignity, and use business as a platform for service, justice, innovation, and Kingdom witness.
Prayer for Singapore
Lord, we lift Singapore before You today. Bless its leaders, families, churches, schools, businesses, and communities. Give wisdom to those shaping its economy and integrity to those entrusted with influence. May believers in Singapore shine brightly in the marketplace, serve faithfully, and point many people to Jesus Christ.
Prayer for the Unreached
Father, we pray for unreached peoples across Singapore, Asia, Oceania, and the Middle East. Send faithful witnesses into homes, workplaces, campuses, and communities. Open hearts to the Gospel, strengthen disciples, and establish multiplying communities that reflect the love and truth of Jesus Christ.
Today I choose people over performance.
I will listen beneath the surface.
I will not ignore hidden pain because visible results look successful.
I will lead with humility.
I will serve with integrity.
I will seek God’s perspective before measuring success.
I will use influence to build people, not consume them.
I will see like an eagle.
I will lead like a lion.
I will serve like Christ.
In Jesus’ name.
Amen.
Share today’s lesson with someone who leads a family, team, business, ministry, organisation, or community.
Profit can reveal growth, but listening reveals health.
Continue growing as a disciple and become part of God’s global movement.
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See Like an Eagle. Lead Like a Lion. Serve Like Christ. BOOK 1 — AWAKENING Learning to See 🌍 DAY 15 — The Passenger Who Missed the Train By the time Daniel reached the platform, the train was already moving. Not quickly. Not dramatically. Just steadily enough to make pursuit impossible. He stood there breathing […]
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See Like an Eagle. Lead Like a Lion. Serve Like Christ. BOOK 1 — AWAKENING Learning to See 🌍 DAY 14 — The Key Inside the Clock Nobody knew it was there. The clock had hung on the wall of the farmhouse for so long that most people no longer noticed it. Visitors saw it, […]
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See Like an Eagle. Lead Like a Lion. Serve Like Christ. BOOK 1 — AWAKENING Learning to See 🌍 DAY 13 — The Photograph No One Could Explain The photograph appeared on a Tuesday afternoon. That was what made the entire thing so strange. The family had owned the album for decades. It sat on […]
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