ECFA Built Trust Externally for Nearly 50 Years. Internally, They Never Stopped Asking Questions

For nearly five decades, Evangelical Council for Financial Accountability (ECFA) has helped Christian ministries strengthen trust through financial integrity, governance, and accountability. With nearly 2,700 accredited organizations, ECFA’s external mission is well known. Less visible—but equally remarkable—is the culture the organization has cultivated internally.

Based on annual Employee Engagement Surveys with Best Christian Workplaces, ECFA has repeatedly earned the highest overall score (100th percentile) in the Products & Services sector over multiple years. Their flourishing culture is the outcome of a long-term commitment to valuing their people and healthy workplace practices.

At the center of ECFA’s culture is a conviction voiced clearly by President & CEO Michael Martin: “Our people are our greatest stewardship.”

Consistent Annual Health Checks

One of the defining characteristics of ECFA’s culture is its systematic commitment to ongoing evaluation and listening.

Since partnering with Best Christian Workplaces in 2008, ECFA has consistently used employee engagement surveys as a strategic leadership tool rather than a one-time or occasional assessment. Survey feedback is reviewed carefully by their senior leaders, shared with their board, and integrated directly into future planning.

Michael explains, “Every year we’re looking at what are the ways we can improve? How can we continue to grow? I don’t know how we could skip a year. Because of the nature of seasons of ministry and people, things are always changing. The feedback from the survey gives us new insights every year that we’re able to incorporate.”

Rather than viewing strong survey results as a finish line, ECFA treats annual feedback as an invitation to deeper learning and refinement. Leaders actively engage with Best Christian Workplaces to identify strengths to protect, and opportunities or insights to improve upon that they may otherwise miss.

Jay Bransford, President & CEO of Best Christian Workplaces and consultant to ECFA, describes how even flourishing, top-performing organizations can learn and improve: “Healthy organizations who want to maintain their flourishing workplace culture take annual surveying seriously because they understand that their situation can change quickly. During debriefs with ECFA and other high-scoring organizations, we focus on opportunities for improvement within specific demographic subsets or on survey items that may still score relatively low. In addition, we focus on protecting the excellent culture they have created. I encourage leaders to identify one or two key organizational practices for each of the 8 FLOURISH Factors that contribute significantly to the health of their workplace culture. Those healthy practices are often distinctives that they want to emphasize, nurture, and champion as they continue to live out their mission.”

Importantly, culture itself is one of ECFA’s strategic priorities. Michael describes team culture as the organization’s “first pillar,” explaining that flourishing workplace health is foundational to every other organizational objective.

This approach demonstrates a critical leadership insight: having a healthy culture is indeed the most significant driver of organizational results and thus deserves ongoing attention. Continuous measurement and attention to engagement survey results enable leaders to adapt thoughtfully in response to ongoing change and growth.

Valuing People

ECFA leaders are laser-focused on ensuring everyone in their organization flourishes and experiences a positive workplace environment. They set their expectations and targets high. Just being average, or “certified,” or even in the top 75th or 90th percentile isn’t necessarily good enough for them.

Their organization’s commitment to listening also reflects a deeper theological conviction. Michael notes that many ministries unintentionally focus so heavily on external impact that they neglect the health of the people closest to them. “If we don’t care well for our own team, or we’re running through a string of people who are burnt out, how tragic is that?” he says. “It’s our own gospel witness that’s at stake. If we don’t care well for the people that God’s entrusted to us, what message is that sending the world?”

Michael’s perspective reframes employee engagement as more than a management concern. For ECFA, caring for staff is part of faithful Christian leadership and stewardship.

On the practical level, valuing their staff includes having a well-defined compensation policy. They use benchmark data to ensure their compensation is competitive and fair, demonstrating that they value each person's contributions on the team. In addition to financial compensation, leaders intentionally encourage sustainable work rhythms. ECFA’s benefits include birthday leave and dedicated soul care opportunities that allow employees time for spiritual renewal and personal recharge.

In addition, ECFA invests in relational connections with its staff. About one-third of their people work remotely around the country, but they all meet in person every quarter in addition to monthly virtual staff meetings. This investment in face-to-face time demonstrates the value of relationships, team building for mission and strategic alignment, and the importance of sharing fun experiences together.

Jay reflects on how ECFA values their people: “Michael and his leadership team are clearly passionate about the vision for enhancing trust in all Christ-centered ministries by demonstrating responsible financial stewardship, but they care even more about the vision of fulfilling the Great Commission. It’s not just about financial numbers and accountability; it’s about lives being transformed for Christ. They make sure that everything they do brings honor and glory to God—including the well-being of their people and their workplace culture. It reminds me of 1 Corinthians 13, where Paul says that all the great things we accomplish in life are meaningless if they aren’t done in love. Our God-given calling includes loving our staff well so that they can love others well in return.”

The mindset of ECFA’s leaders reflects a broader understanding of people stewardship—one that values emotional, relational, and spiritual health alongside operational effectiveness.

A Blueprint for Christian-Led Organizations

ECFA’s flourishing workplace culture offers an example for Christian organizations seeking to strengthen both mission impact and employee engagement. They demonstrate what happens when biblical values are translated into practical leadership behaviors, including listening consistently and prioritizing people.

For organizations striving to build healthier workplaces, ECFA provides a compelling reminder that culture is not separate from ministry—it is what drives effective ministry. When leaders care deeply for the people entrusted to them, they create environments where both employees and mission can thrive together.

Consider how your own organization can incorporate annual health checks and people stewardship into its rhythms. Michael affirms a simple but powerful principle that they live out: “If it’s a priority, it’s got to be on the calendar.”

Does your calendar reflect a commitment to assessing and cultivating organizational health and the well-being of your people?

Resources

• Best Christian Workplaces’ Employee Engagement Survey is research-based and provides actionable data.
• Listen to Michael Martin talk with Robert Wachter on the Called to Flourish Podcast: The Strongest Ministries Don’t Ignore the People Closest to Them
• Research Brief: Organizations That Survey Annually See Culture Improve Nearly Twice as Fast
• The Active Feedback Loop: Why Healthy Workplaces Never Stop Listening by Tara VanderSande