(See special offer below!), May 11, 2021
We have already seen that Boaz was a man of great character. His heart to serve directed his actions as he treated others well, honored the weak, gave generously and kept his word. In this final issue we’ll reflect on how Boaz served by making things happen.
1 Meanwhile Boaz went up to the town gate and sat down there just as the guardian-redeemer he had mentioned came along. Boaz said, “Come over here, my friend, and sit down.” So, he went over and sat down. 2 Boaz took ten of the elders of the town and said, “Sit here,” and they did so. 3 Then he said to the guardian-redeemer, “Naomi, who has come back from Moab, is selling the piece of land that belonged to our relative Elimelek (Ruth 4:1-3, NIV Read the whole chapter to get the whole story).
All leaders are people of action; they make things happen. Boaz illustrates how serving leaders make things happen in ways that focus on others.
Serving leaders make things happen by taking initiative.
After Ruth’s late-night visit to Boaz her mother-in-law told her, “Wait, my daughter, until you find out what happens. For the man will not rest until the matter is settled today” (Ruth 3:18). Just as Naomi suspected Boaz took initiative right away. Boaz went to the town gate where business was transacted. He arrived at the right time and was ready to act as soon as his relative arrived. He called for the meeting and set the agenda clearly. Boaz was doing what leaders do well, taking initiative to make things happen. But why was he doing this? He was responding to a request from Ruth, a widow. As a relative he had a cultural responsibility to help Ruth who was in need. Although he would ultimately gain a wife from his initiative his actions were not selfish. Serving leaders take initiative to make things happen but they do it from a heart that focuses on others more than themselves.
Serving leaders make things happen by taking risks.
The role of the redeemer was risky. The relative was expected to acquire the property of the person who had died, but also to marry the widow. The children from this relationship would be considered as belonging to the deceased man which potentially divides the redeemer’s estate. Boaz presented the situation to his relative knowing that this man was first in line to redeem Naomi’s property. If the relative took the offer, Ruth and the property would go to him instead of Boaz. Boaz was willing to take the risk while the relative was not. Again, he was willing to do what leaders do, take risks to move forward. But serving leaders, like Boaz, take risks that benefit not only themselves but also those they serve.
Serving leaders make things happen by taking responsibility.
When the relative declined to act, Boaz was ready to assume responsibility. 9 Then Boaz announced to the elders and all the people, “Today you are witnesses that I have bought from Naomi all the property of Elimelek, Kilion and Mahlon. 10 I have also acquired Ruth the Moabite, Mahlon’s widow, as my wife, in order to maintain the name of the dead with his property, so that his name will not disappear from among his family or from his hometown. Today you are witnesses!” (Ruth 4:9-10). All leaders make things happen by taking responsibility. Boaz, as a serving leader, took responsibility that was focused on others, not himself. Serving leaders step up and take responsibility that benefits others.
The life of Boaz serves as a model to all serving leaders. He was a man of “standing” whose leadership actions flowed out of his heart to serve. Follow his example with those you serve today!
- Skim the four chapters of Ruth looking for other indications of how Boaz made things happen. What do you observe? In what way can you learn from his example?
- What was one of the last significant initiatives I took to make things happen? Was it primarily focused on my interest and benefit or on others? What does this say about my heart condition and how does this impact my leadership?
- In what way can I take risks that benefit others in my current role? Am I inclined to take too much or too little risk? How does this impact my leadership?
- Is there an area of my leadership in which I have declined to take responsibility, perhaps fearing what it would cost me? How does the example of Boaz invite me to move forward?
Until next time, yours on the journey,
In the next issue, we’ll begin a series on questions serving leaders ask!
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