Ross, Alan M. 1951-

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ROSS, Alan M. 1951-

PERSONAL: Born July 29, 1951, in Edinburgh, Scotland; son of William J. and Elsie M. Ross; married, August 7, 1976; wife's name Sara T. (an institutional executive); children: Patrick T., Michael O. Ethnicity: "Caucasian." Education: Attended Georgia Institute of Technology; Georgia State University, B.B.A. (summa cum laude), M.B.A. (summa cum laude). Politics: "Republican/Independent." Religion: "Evangelical." Hobbies and other interests: Travel, gardening, coaching basketball.

ADDRESSES: Home—11210 West Rd., Roswell, GA 30075. Offıce—570 Colonial Park Dr., Suite 303, Roswell, GA 30075; fax: 770-641-1856. Agent— Knight Agency, P.O. Box 550648, Atlanta, GA 30355. E-mail—[email protected]

CAREER: Corporate Development Institute, Roswell, GA, chief executive officer and president, 1993—. Fellowship of Companies for Christ, chief executive officer and president, 1996—, chair of Fellowship of Companies for Christ Southeast; Fellowship of Christian Schools, president and chair. Executive officer of Canadian furniture manufacturer, beginning 1990.

MEMBER: American Society for Training and Development.


(With Cecil Murphey) Beyond World Class: Building Character, Relationships, and Profits, Dearborn Trade Publishing (Chicago, IL), 2002.

Unconditional Excellence: Bright Lights in Dark Places, Adams Media, in press.

SIDELIGHTS: Alan M. Ross told CA: "As a young business leader in the seventies and eighties, I was impressed by the work of Tom Peters and Bob Waterman in their pursuit of excellence. Philip Crosby, who redefined quality, also had a major impact on the way I led and how I viewed the business. As I grew professionally, I realized that the success principles they taught me were fleeting, failing to meet a deeper need to make a difference for people.

"In 1990 I had the opportunity to do two things that impacted me forever. The first was taking over the largest and oldest furniture manufacturer in Canada. At the same time I purchased my own company in Atlanta, Georgia. I made a commitment at both to live in the tension of valuing people while we created value financially. It was the hardest and most gratifying work of my career. I have been teaching these principles ever since.

"As founder of Corporate Development Institute and chief executive officer of the Fellowship of Companies for Christ, I have been able to help hundreds of executive officers and business owners experience what I experienced. I have spoken to thousands of business leaders, challenging them to integrate their faith into the business, using the company as a platform for serving, as opposed to a platform for financial gain alone.

"My first book, Beyond World Class, was written as a model for what and how a business leader can do, not only to increase financial value, but also to bring a new perspective to valuing people. The principles work, and the results have been incredible. The book was a way to build a larger platform from which I might expand the message.

"My second book, Unconditional Excellence: Bright Lights in Dark Places, came about as a result of a request from several client companies to create a development program for all employees, challenging them to live the 'Beyond World Class' principles. The results were astonishing, so the book is another way to spread the message far and wide.

"There seem to be two extremes when it comes to the integration of people and profit. On the one hand is the 'creating value' craze, which is the buzzword for making more money and creating more wealth. In the richest society in the history of the world, it is not more wealth that will satisfy. At the other extreme stands the 'value of people' craze made popular by Steven Covey and John Maxwell. The problem is that most of this teaching is thrown out the window the minute profits are threatened. I am convinced that we have developed a better, longer-lasting, and enduring mousetrap for business leaders, one that creates high financial value while it highly values people.

"I believe I am to spend the remainder of my career challenging both the profit and nonprofit world to meet this new challenge, building strong companies, strong communities, strong families, and ultimately strong leaders. What makes the message unique is that it has been proven over time, using principles that are best described as 'golden rules.' In a society desperately seeking to find its place amidst the tyranny of the urgent, I believe this message is timely and life-changing."



New York Times, March 28, 1991, Michael Lev, "Alan M. Ross," p. C5.