Issue #395, April 2, 2025

Successful leaders maintain a laser focus on the organization’s success and ensure everyone is aligned with accomplishing the mission. This is the third action of the Serving Leader Model®, Blaze the Trail™ (*see note). This action reflects what organizations do—their mission. Faith leaders, like Paul, see their organization as a part of God’s plan to make the world a better place so they have added reason to carry out the mission. Consider these verses reflecting Paul’s leadership:

¹⁵ Neither do we go beyond our limits by boasting of work done by others. Our hope is that, as your faith continues to grow, our sphere of activity among you will greatly expand, ¹⁶ so that we can preach the gospel in the regions beyond you. For we do not want to boast about work already done in someone else’s territory (2 Corinthians 10:15-16, NIV).

Therefore, since we are surrounded by such a great cloud of witnesses, let us throw off everything that hinders and the sin that so easily entangles. And let us run with perseverance the race marked out for us, (Hebrews 12:1. **see note).

Paul helped his team focus on the factors that were critical to the success of the mission.   

Paul clarified key success factors.

Paul’s mission was clear: to preach the gospel, especially in “the regions beyond” where there was no church. He defined both his objective and the geographical area in which he would focus. This was his unique contribution to the growth of the church. Every leader and every organization has a unique contribution to make to the world, a “special sauce” that makes their organization distinctive. Some leaders, especially founders, understand this intuitively but don’t know how to clarify this for their team. But serving leaders make these factors clear to everyone on their team. They are able to state with confidence, “These are the things that make us unique.”

Paul taught for success.

Paul calls his followers to “run with perseverance the race marked out for us…”  The markers along the way show the runners where to focus. Paul devoted his life to training others how to achieve the mission. Leaders who Blaze the Trail™ mark the path of success so that others can follow along behind them. They establish standard patterns of operation that can be taught to new team members.

Some leaders expect team members to figure out on their own how to succeed but serving leaders take time to teach what is needed. They are able to say with conviction, “These are the actions we take to succeed and this is how we do it.”

Paul removed obstacles to success.

Paul does not want anything to hinder the focus on the mission. He urges, “let us throw off everything that hinders and the sin that so easily entangles.”  Great leaders name the obstacles to success and do whatever it takes to remove them. They work hard to eliminate wasted time and energy. These obstacles may include lack of training, missing information or necessary equipment, distractions, unnecessary paperwork, wasted time and energy, etc. Some of these activities may be good things, but when they keep people from success, they need to be removed.  Some leaders press workers for success but do little to help them remove obstacles. But serving leaders aggressively look for and remove obstacles from their teams.  They are able to say with courage, “These things will keep us from success.”

 The world needs leaders who “blaze the trail” by showing their teams the way to success.

For further reflection and discussion:

-Do I clearly understand what makes my organization (department, team, etc.) uniquely special? If not, what will I do to clarify what brings us success? Who do I need to talk to? What questions will I ask them?

-How well does my team understand our mission? What can I do this week to remind them of the activities on which we need to focus? 

-How well do I teach my team what actions bring us success? How has this impacted my leadership capacity? In what ways can I strengthen the training processes with those I lead?  

-Take 10 minutes to reflect on waste in the organization you lead. What are the 3 main areas of waste? (See the short list of suggestions above for ideas). What will I do to remove them?  

-In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Blaze the Trail™:   Acts 20:20-24; 26:19-20, 2 Timothy 2:2, 22-23; 1 Thessalonians 4:1-11; Philippians 1:27, 3:7-14; 17; 1 Corinthians 4:14-17, 11:1, 15:58; Colossians 1:28-29, 3:2; Galatians 2:7-8; and Ephesians 5:8.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Paul build teams based on strengths. 

*Note: The Five Actions of Serving Leadership™ were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

**Note: It is not known if Paul was the writer of Hebrews although it was traditionally attributed to him. However, even if Paul was not the author, it was almost certainly written by a close disciple or associate of Paul and was in alignment with Paul’s leadership and teaching.

Issue #394, March 19, 2025

Effective leadership begins with a compelling purpose. But the vision will not be accomplished unless teams are built around shared values that align peoples’ actions with the vision. Values guide the actions of everyone on the team and shape the culture. Values are expressed when someone says, “That’s how we do things here!” Raise the Bar™ is the second of The Five Actions of Serving Leadership™ (*see note) and focuses on values.  Values are grounded in faith and great leaders, like Paul, make their values clear to the entire team.

¹As a prisoner for the Lord, then, I urge you to live a life worthy of the calling you have received. ² Be completely humble and gentle; be patient, bearing with one another in love. ³ Make every effort to keep the unity of the Spirit through the bond of peace (Ephesians 4:1-3, NIV).

Paul’s life and leadership provide a model of how serving leaders build a culture of values.

Paul identified and defined core values. 

In this passage, and many others, Paul identifies five distinct values that he calls others to follow. Later in this chapter, he will explain what these values look like in real life. Again and again, in Paul’s writings, he calls people to live out the values that express their faith. There was no ambiguity in how he lived and how he called people to behave. (See additional references below.)

Some leaders ignore values and focus primarily on getting the work done. They do not realize that every organization has values even when they are not identified and explained. But serving leaders take time to identify values that best reflect their unique purpose. Then they make sure that everyone on the team understands what these values look like.

Paul embedded core values in his team.  

Repeatedly Paul talked about the values that he believed were essential for the church. He talked about them, preached about them and wrote about them. He “caught people in the act” of living out the values and shared their example with others. (See Philippians 2:19-30 for two examples.) These stories encouraged everyone to live up to the same values.

Some leaders put values on the wall. But serving leaders embed values into the hearts and lives of their people. They model the way and are not afraid to say, “That’s how we do things here.” They create a culture of shared values. 

Paul addressed values gaps.

Paul often faced situations where people did not live out the values he had defined for them. This is a huge challenge for all leaders. What will we do when someone does not live out the value we have identified? Paul was quick to address these gaps. (See Gal. 2:11-14 for one example and others below.)

Some leaders ignore values gaps in hopes that the misalignment will go away and not impact the team. But serving leaders address values gaps by coaching people towards change. If the person is unwilling or unable to change, the leader serves the team by removing that person rather than compromising the value!

Serving leaders take full responsibility to build a culture of values on their team.

For further reflection and discussion:

What happens when the values of a leader are not clear?

Have I clearly identified the values of my organization? If not, what will I do to begin this process?

Does everyone in my organization understand what these values look like in real life? If not, what can I do to guide my team to a better understanding?

What do I do this week to remind my team of our values? How can I embed this into the regular life of our team? What story can I tell of someone who demonstrated one of our values?

Do I currently have team members that are not living up to our values? If so, what do I need to do to “Raise the Bar™”?

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Raise the Bar™:   

Identifying values: (Galatians 5:19-26; Ephesians 5:1:15-20; Philippians 1:27; 2:1-11; Colossians 1:10; 3:12-14)

Embedding values: (Phil. 1:3-5; 4:15; 2:19-30; I Thessalonians 1:2-3; Rom. 16:1-4; Philemon 1:4-7)

Addressing values gaps: (1 Tim. 1:19-20; 1 Cor. 1:10-12; 3:1-4; 5:1-2; 6:1-8; 13:13; 2 Tim. 4:10; Titus 1:10-13; Gal. 2:11-14; 2 Thessalonians 3:11-15)

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Paul clarified his mission for the team. 

*Note: The Five Actions of Serving Leadership™ were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

Issue #393, March 5, 2025

The apostle Paul is a model leader in so many ways. In this series, we’ll examine how Paul’s leadership is an example of the Five Actions of Serving Leadership™ (*see note). The first of the five actions is Run to Great Purpose™ which calls every organization to pursue a great purpose (or vision) that makes a difference in the world. God created the world with purpose and every person intuitively seeks to find meaning and purpose in what they do.  Great leadership begins with a compelling purpose.

Paul’s great purpose was defined for him at the point of his first encounter with Jesus.

¹⁵ “Then I asked, ‘Who are you, Lord?’ “ ‘I am Jesus, whom you are persecuting,’ the Lord replied. ¹⁶ ‘Now get up and stand on your feet. I have appeared to you to appoint you as a servant and as a witness of what you have seen and will see of me. ¹⁷ I will rescue you from your own people and from the Gentiles. I am sending you to them ¹⁸ to open their eyes and turn them from darkness to light, and from the power of Satan to God, so that they may receive forgiveness of sins and a place among those who are sanctified by faith in me’ (Acts 26:15-18, NIV).

Paul’s life shows us that great leadership begins with a compelling purpose.  

Paul clarified his great purpose.  

Paul’s vision was very clear, he was called to bring the message of Jesus to others, especially the Gentiles, allowing them to experience forgiveness and reconciliation with God. He devoted his life towards this great purpose—planting church movements throughout the Roman world, breaking down the barriers between Jews and Gentiles. Some leaders assume that the purpose of their organization is obvious or that it is nothing more than making money. But serving leaders take time to reflect deeply on the purpose of their organization and define it in clear and compelling language so that everyone will find meaning.

Paul raised his great purpose high.

Often during Paul’s missionary journeys and writings he referred to his great purpose or vision. As he trained and mentored other leaders like Timothy and Titus, he often reminded them of the vision. He lifted it high so that everyone would understand what they were doing and why. As a team, the vision was so compelling that they were able to endure persecutions, hardships, and many challenges without giving up. Some leaders focus on getting their team to produce results, but serving leaders focus on getting their team to recognize why their work matters. Their work matters because the vision matters.  

Paul embedded his great purpose throughout his team.

Paul ensured the great purpose was embedded in the lives and behaviors of everyone on his team. He trained and equipped church leaders who carried the same vision. He planted churches with the intent that they would carry out the vision in their own region. He wrote letters to them reminding them of the high calling that they had to be the representatives of Christ in their location. He was passionate about the vision enduring long after he was gone.

Some leaders put their vision in writing and post it on the wall or in corporate documents. But serving leaders don’t just post their vision on the wall, they embed it in the hearts of their people.

For further reflection and discussion:

Paul’s purpose was defined for him by God. What difference did this make in how he lived and led? Are there dangers in creating my own vision?

How clear and compelling is my own great purpose/vision? Have I worked to articulate the purpose of my organization in a way that captures the hearts of those who are on my team? If not, when will I work on this?

What have I done with my team to inspire passion for what they are doing? Why should they care about what they are doing? What can I do this week to strengthen our team in this area?

Have I embedded the great purpose so deeply in our organization that if I was no longer the leader, I am sure that the vision would continue? If not, what needs to change in my leadership? 

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Run to Great Purpose™:   Acts 9:15-16; 26:15-20; 2 Corinthians 10:16; Romans 15:18-21; Ephesians 3:2-11; 1 Timothy 3:14-16; 6:11-16; 2 Timothy 1:7-14; 2:8-10; Titus 2:11-15

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Paul used values to shape his team.

*Note: The Five Actions of Serving Leadership™ were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

#392, February 19, 2025

All leaders expect those under them to follow, but there is also a sense in which serving leaders follow those under them!  Paul’s exhortation lays the foundation for our reflections.

Follow my example, as I follow the example of Christ (1 Corinthians 11:1, NIV).

Paul was the leader, actively seeking to shape the faith community at Corinth. But he was also a follower and was shaped by the people he led. Serving leadership is not a one-directional exchange between the leader and the follower. It is a reciprocal relationship in which communication and learning happen in both directions. What are the ways that serving leaders follow those under them?

Serving leaders follow those under them by listening for connection.  

Paul had a personal relationship with the church at Corinth. He had spent time with them, he knew their stories, their hopes and dreams. He had strong connections with them. Some leaders see those under them simply as workers. But serving leaders see those under them as people, not machines or robots doing a task. The people who show up for work or attend the church service have needs, challenges, joys and concerns about their lives. They are unique individuals. Serving leaders want to connect with the heart of those they serve. So, they take time to listen, seeking to understand the people they are leading.  This may be in a formal one on one meeting in which the leader asks questions like, “How are you really doing?” “What brings you the greatest joy in life right now?” “Are there personal goals you have that you would like me to know about?” Or it might be a quick question at the beginning of the day like, “How was your son’s soccer game last night?” Serving leaders listen carefully to learn to know the people they serve so that they can connect with them. They follow by listening for understanding.

Serving leaders follow those under them by asking for feedback.   

Some leaders assume that since they are leading and others are following, everything must be alright! But serving leaders humbly acknowledge that they have blind spots. They are willing to ask for feedback from those they lead. They recognize that the only ones who know what it is like to be led by them are those under their leadership! They also realize that followers are not likely to offer feedback unless they feel it is safe to do so and that it is welcomed. So, serving leaders are willing to ask for feedback either formally or informally. They follow by asking for feedback.

Serving leaders follow those under them by adjusting for impact.   

Some leaders seek to treat everyone in the same way and expect those who follow to adjust to their style of leadership. But serving leaders recognize that they are in a position of authority to serve those who follow so they pay attention to the needs of the followers and adjust their leadership accordingly. They allow the feedback of those who follow to help them become better leaders. Because they listen well, they realize that individuals have different needs. Some need more time to adjust to change than others. Some need grace because of a personal challenge they are facing while others need firmness. Some need the details while others want the big picture. Paul rebuked Peter openly; but quietly wrote letters to Timothy. He adjusted his leadership to meet the needs of those under him. Serving leaders follow those under them by adjusting their leadership style to best serve them.  

Serving leaders follow those above them, those over them, those ahead of them, those around them and those under them. Serving leaders lead well…by following well!

For further reflection and discussion:

• How do I take time to listen to those under my leadership? How well do I know their dreams and their fears? What steps can I take this week to listen more carefully?    
• In what ways do I welcome feedback from those who follow me? How will I respond to the feedback?
• Reflect on the needs of 4 or 5 people who follow you. What are the unique leadership needs of each one? How will I adjust my leadership to meet these needs?  
• Read 1 Corinthians 9:19-23. Reflect on how these verses demonstrate the way that Paul followed well and adapted his leadership to serve those he wanted to reach. What do I learn from Paul’s example that I can apply in my own leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll begin a new series on how Paul lived out the Five Actions of Serving Leadership™.  

#391, Feb. 5, 2025

Leaders lead—but they also follow! We have examined how serving leaders follow those in authority over them and how they follow those ahead of them. In this issue, we’ll continue to look at Paul’s instructions to the church in Corinth and reflect on how leaders follow those around them, their peers.   

Follow my example, as I follow the example of Christ (1 Corinthians 11:1, NIV).

We can easily overlook the fact that when Paul says “follow my example” he was not writing to an individual but to the entire church. He expected the Corinthians to be followers as a group, not as individuals. Paul assumed they would learn from each other and help each other on this journey. Serving leaders reflect on what it means to lead not in isolation but with others who are on the same journey.  Just as serving leaders follow those who are over them and ahead of them, they also humbly learn to follow those around them. 

Serving leaders follow those around them by noticing.   

As Paul encouraged this group to follow his leadership, he expected them to look around at the others in the group and notice what they were doing. A serving leader can also learn by simply noticing what others around them are doing. In some cases, a leader will be able to see positive examples from which to learn. In the Corinthian church, there were lots of examples of people not doing well! All peers offer learning opportunities to leaders who simply notice.

Some leaders are so focused on what they are doing that they don’t notice what others are doing. But serving leaders look around. They observe their peers and learn from them. Where they see their peers making mistakes, they make corrections in their own leadership to avoid the same mistakes. Where they notice success, they are secure enough to affirm that success and reflect on what they can learn from it. They follow their peers by noticing.  

Serving leaders follow those around them by adapting.   

Some leaders see success in another place and rush to imitate what is being done with no discernment of how it will work in the context of their own gifting, vision, and mission. But as serving leaders notice what their peers are doing that is working well, they reflect on what they can learn and apply to their own leadership context. They do not rush to imitate exactly what another person is doing but ask themselves how the success of their peers could best be adapted to their own situation. They may seek counsel from someone ahead of them to help discern what adaptations would be most helpful.  They follow their peers by adapting.

Serving leaders follow those around them by collaborating.

As Paul encouraged the group at Corinth to follow him, he taught them a lot about the unique gifts each person brought to the team. He was encouraging interdependence among them. Serving leaders learn to collaborate with their peers. They acknowledge that they do not have strengths in every area and that there is someone else on the team who can complement their weaknesses.

Some leaders see everyone around them as a potential threat, a competitor. But serving leaders see people around them as opportunities to become stronger. They follow their peers by collaborating.

Following peers requires much thought and discernment and serving leaders should not follow them alone but as they follow those over them and ahead of them. Following only peers is short-sighted; not following them is equally blind! Serving leaders see those who are around them as a valuable gift and gladly follow.

For further reflection and discussion:

• How has my leadership been shaped, or not shaped, by those around me? How has this helped or hindered my own growth as a leader?
• Who do I consider my peers in leadership? (List at least 5 other leaders.) Have I seen this group as competitors or people that I can learn from? In what ways can I learn from their lives? What could I adopt from their leadership that would be effective in my own context?   
• What are specific ways that I could collaborate with my peers? What one step will I take this week to begin this process?
• Read the account of Paul’s interaction with the church leaders in Acts 15. Reflect on how Paul related to them as they grappled with a very contentious issue. Are there ways in which he showed respect for them as authorities in the church? Are there ways he acknowledged that the group of leaders at Jerusalem were ahead of him? In what ways might he have considered this as a group of his peers? What do you learn from his example that can be applied in your own leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how leaders follow those under them.

#390, January 22, 2025

  In the last issue, we examined how serving leaders follow those in authority over them as Paul followed Christ. In this issue, we’ll focus on how leaders follow those ahead of them. Serving leaders today have the privilege not only of following those in authority over them, but also following other leaders who are ahead of them on the journey. Again, Paul provides the challenge in his short statement to the church in Corinth:

Follow my example, as I follow the example of Christ (1 Corinthians 11:1, NIV).

As a pioneer and apostle, Paul did not have many contemporaries who were ahead of him in the work he was doing. But he offered himself as an example to the Corinthians of someone they could follow because he was ahead of them on the leadership journey. In doing so he reminds all serving leaders to look for people that are ahead of them and take deliberate steps to follow them. How can serving leaders follow those ahead of them?

Serving leaders follow those ahead of them by observing.  

Paul tells these leaders to follow “my example.” Paul first needed to live a life worth imitating which is a challenge to all serving leaders! Then he invites them to observe his life and to imitate him. For them to do this they needed to stop and reflect on how Paul lived his life, how he led and what his habits were. He recognized that they could learn a lot from his own life if they were only willing to follow.

Some leaders focus on their own journey and see those ahead of them as competitors. But serving leaders realize that those who have gone ahead of them have a wealth of experience and wisdom so they carefully observe their leadership. They are eager to read their stories, listen to their podcasts or simply to observe what they do in order to learn.  

Serving leaders follow those ahead of them by asking.  

Another way leaders can learn from those ahead of them is by asking great questions. In Paul’s situation, he is writing to them and their questions would need to come in a written response. But if he was in person, he would certainly have invited them to ask questions.

Some leaders believe that asking for help is a sign of weakness. They are afraid to acknowledge the things they do not know about leadership. But serving leaders readily acknowledge they don’t have all the answers. They are eager to ask those who are ahead of them for counsel and advice. They reflect on the challenges they face and develop questions they can ask those ahead of them that would most help them in their own journey.

Serving leaders follow those ahead of them by imitating.  

As Paul invites these leaders to “follow my example” he is expecting that they will do more than observe and ask good questions. He expects them to put into practice what they see him doing. Of course, he does not expect them to become just like him in terms of their unique personalities, giftings, and callings. But he does call them to ask questions and then carefully and prayerfully apply in their own context what they see in him.  

Some leaders view any form of imitation as a sign of their own defeat. But serving leaders humbly acknowledge that they can grow by imitating those who are ahead of them in leadership. They maintain their own unique calling, position and personality, but find ways to move ahead more quickly by imitating those who are ahead of them.   

Serving leaders see those who are ahead of them as a valuable resource and gladly follow!

For further reflection and discussion:

• In my realm of leadership who are 3 leaders who are ahead of me? In what ways have I already learned from their example? How can I be more deliberate about following them in a healthy way?   
• What are five questions that I could ask of one of the leaders I listed above? (Take some time to reflect on what leadership issues you most need help with and what questions would help you gain insight from a leader that is ahead of you.)
• How and when will I ask the questions above? (Consider your proximity to that leader. Are you able to ask for a 1 hour meeting with them? Can you send an email or letter with your questions or schedule a call?)
• How can I best imitate those ahead of me in my current role? What dangers must I guard against as I follow their lead?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how leaders follow those around them.

#389, January 8, 2025

Leaders call others to follow, but leaders also follow! Paul was an amazing leader in so many ways. He was an apostle, a pioneer in the early church, a church planter, an author, and a developer of other leaders. Yet consider his call to the believers in Corinth:

Follow my example, as I follow the example of Christ (1 Corinthians 11:1, NIV).

Paul packs a lot of leadership principles in this short sentence! He calls the Corinthians to follow his example, a basic leadership action. But he calls them to follow “as I follow…Christ”. Paul was a leader and a follower. Paul was stating a reality that many leaders overlook, leaders also follow. In this exhortation Paul acknowledged that he was first a follower, then a leader. Because he followed, he called others to follow.  In this series, we’ll look at four categories of people that good leaders follow. In this issue, we’ll examine how serving leaders follow those in authority over them. 

All legitimate leaders are under some authority. All leaders are subject to the laws imposed by their governments. Many leaders have a direct boss or supervisor. Other leaders have a board or governing body that provides directions. Church leaders have overseers, bishops or others to which they are accountable. In democratic nations, presidents are accountable to the citizens who elect them. Business owners are accountable to their customers, employees, investors and the laws under which they operate.

How do serving leaders follow those who are in authority over them?

Serving leaders follow those over them by respecting their authority.  

Paul clearly recognized the authority Christ had over him. His following was a willing acknowledgment that Christ had the authority to tell him what to do. He did not resist that authority; instead, he showed respect and followed willingly.  

Some leaders drag their feet or become annoyed at any suggestion from authority. They might show outward agreement with the authority but quietly let everyone around know that they do not like what is happening. They don’t fully respect the right of the boss or the board to tell them what to do.

But serving leaders acknowledge and respect those over them. They talk respectfully about those over them. Even when they disagree with a direction or decision, they voice their view respectfully and respect the right of their authority to make a final decision.

Serving leaders follow those over them by supporting their priorities.      

Paul said that he followed “the example” of Christ. He understood the priorities of Christ and he sought to live those out in his daily practice.

Some leaders don’t even care about the priorities of those over them. They simply pursue their own dream. Others pay lip service to the priorities of those above them but don’t act on them in their daily leadership. But serving leaders seek to understand and implement the priorities of those over them.

Serving leaders follow those over them by seeking their success.

Paul didn’t measure his success by what he wanted. Instead, he was focused on carrying out the mission that was given to him by Jesus. Before he encountered Jesus, he was focused on his own goals; now, he simply wanted to see the mission of Jesus succeed.

Some leaders focus their leadership energy on their own success. They make decisions based on how they will benefit and how that action will make their dream happen. But serving leaders seek the success of those in authority over them. Ultimately, they lead to hear the words, “Well done, good and faithful servant” (see Mt. 25:23).   

Serving leaders see those who are in authority over them as a blessing and gladly follow!

For further reflection and discussion:

• What is my heart attitude towards those in authority over me? How do I reflect this in my leadership? What is the impact of my attitude on those who follow me?    
• How clearly do I understand the priorities of those in authority over me? What have I done to clarify my understanding of these priorities? Are my leadership actions aligned with those priorities or do I quietly implement what I believe is most important?  
• Do I measure success by my own metrics or by the goals of those in authority over me? How does this impact the way those under me measure success?       

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how leaders follow those ahead of them.  

December 11, 2024

One of the profound mysteries of the Christian faith is that God came to be with us in the person of Jesus! One of the many names of Jesus is Emmanuel which means “God with us.” (See Mt. 1:23). Theologians call this the incarnation which means that in Jesus the divine spirit of God and human flesh were united. John calls Jesus the Word and summarizes it in this way:

“The Word became flesh and made his dwelling among us. We have seen his glory, the glory of the one and only Son, who came from the Father, full of grace and truth (John 1:14, NIV).   

The incarnation, when God came to be with us, changes everything! And in the incarnation, Jesus models the way for serving leader to be with those they serve.

Incarnational leaders identify with those they serve.  

“The Word become flesh…” Jesus became one of us so that He could fully understand us. He was born as a helpless child and went through the normal process of growing up. He experienced pain, exhaustion, temptation, hunger, betrayal, etc. so that He would understand what those He served experienced in life. The writer of Hebrews says that Jesus is able to sympathize with our weaknesses because He was tempted as we are. (Hebrews 4:15)

Some leaders rise in power and authority and forget what it was like to be on the other side of leadership. They forget the growing process they went through and the many mistakes they made along the way. They fail to identify with those they serve. But serving leaders see themselves as human and recognize that those they serve are also humans. They call for growth, but they also sympathize with failures. Serving leaders identify with those they serve.  

Incarnational leaders relate with those they serve.   

“The Word became flesh and made his dwelling among us.” Jesus came to live with us! A paraphrase (The Message) says that Jesus “moved into the neighborhood.” Jesus spent most of His time with the people He came to serve. He ate with them, walked with them, worked with them, laughed with them and cried with them. He built strong relationships with them.  Jesus laid aside His rights and privileges as the King of Kings and related with others in a natural winsome way. He came to be with them, not over them.

Some leaders seek to distance themselves from those they serve. They insist on special privileges and titles that distinguish themselves from followers. But serving leaders follow the example of Jesus. They lay down their rights and bridge the gap between leaders and followers. They do not seek to dominate or dictate but build genuine relationships with the ones they serve. Serving leaders relate with those they serve. 

Incarnational leaders share with those they serve.  

“We have seen his glory….full of grace and truth.” Jesus was incarnational and human but He was also a leader. He had a mission to accomplish and part of that was to reveal His plan to His disciples. He shared with them a different way to live and a different way to lead. He shared truth with them that was perfectly balanced with grace.  

Some leaders share plenty of truth but with very little grace! Others show so much grace they never get around to the truth. Serving leaders share both grace and truth.  

Some leaders start by sharing truth and see their only function as getting people to do what is expected and produce the desired results. But serving leaders follow the example of Jesus. They don’t share truth until they identify with and build relationships with those they serve. From that foundation, they share both truth and grace. Serving leaders share with those they serve. 

For further reflection and discussion:

• Take a moment to identify with one person that you lead. Imagine what life is like for them. What challenges are they facing at home, physically, financially, emotionally, spiritually? What difference will this make in the way you lead them?
• Reflect on the level of your relationship with those you lead, especially those at the lowest level in your organization. Do I enjoy being with them? When is the last time we have eaten together? Do we ever do things together that are not related to my role or because of being in the same organization?  
• Leadership is about being with those you serve. In what ways this season can you be with those you serve? Find ways to give more of your presence which is more precious than presents.     
• Have I shared truth with those I serve before I identified with them and build a relationship with them? What was the result in my leadership?
• Do I most often share more truth or more grace? How does that impact my leadership?
• Consider the following verses and reflect more on what it means to be an incarnational leader from the example of Jesus and instructions of scripture: John 4:6; 8:1-11; 11:35; Hebrews 4:15-16; 5:2; Ephesians 4:15; Philippians 2:1-11, Galatians 6:1-3.  In what way can I more closely reflect Jesus’ incarnational leadership?

Until next time, yours on the journey,

Jon Byler

#387, November 27, 2024

A shepherd is the most common biblical image of leadership. Shepherds are tasked with the responsibility to guide and protect the flock under their care which is a great picture of leadership. Yet, not all shepherds (leaders) lead as true shepherds. Consider Ezekiel’s words:

¹The word of the LORD came to me: ²“Son of man, prophesy against the shepherds of Israel; prophesy and say to them: ‘This is what the Sovereign LORD says: Woe to you shepherds of Israel who only take care of yourselves! Should not shepherds take care of the flock? ³You eat the curds, clothe yourselves with the wool and slaughter the choice animals, but you do not take care of the flock. ⁴You have not strengthened the weak or healed the sick or bound up the injured. You have not brought back the strays or searched for the lost. You have ruled them harshly and brutally. ⁵So they were scattered because there was no shepherd, and when they were scattered they became food for all the wild animals. ⁶My sheep wandered over all the mountains and on every high hill. They were scattered over the whole earth, and no one searched or looked for them (Ezekiel 34:1-6, NIV).

Ezekiel spoke for God and delivered His rebuke to the leaders of the nation. In doing so he revealed different ways shepherds can lead.

Shepherds see leadership either to benefit self or others.  

The accusation against these leaders was that they were using the flock to care for their own needs. “Woe to you shepherds of Israel who only take care of yourselves! Should not shepherds take care of the flock?” The leaders were enjoying the meat, the wool, and the milk from the flock. God does not say that these things should not be enjoyed, but when the focus of the leaders was only on themselves it was wrong. Instead, they should have been focused on strengthening the weak and taking care of the sick and injured. God rebukes them because they “have not strengthened the weak or healed the sick or bound up the injured. You have not brought back the strays or searched for the lost.”  If they would have strengthened the flock, they could have enjoyed a good lamb dinner. But when they focused on the dinner, they destroyed the flock.  

Some leaders are continually focused on how they will benefit from their position but serving leaders use their position for the benefit of others.  Some leaders ask “What’s in it for me?” but serving leaders say, “I’m in it for you!”

Shepherds use leadership either to display their own power or empower others.

Another accusation God makes is, “You have ruled them harshly and brutally.”  These shepherds abused their power and used it to rule harshly. They showed no concern for the well-being of the sheep. Many leaders use their leadership role to let everyone know who’s the boss! They see care and compassion as signs of weakness instead of strength. But serving leaders are in power to empower. They use their authority to give authority to others. They show genuine care for those they lead.

Shepherds demonstrate leadership that scatters or unites others.

 God describes the impact of the poor leadership on His people, “So they were scattered because there was no shepherd,…”  Without adequate leadership, the sheep were lost and started wandering to other places. They looked elsewhere for direction and guidance and ultimately scattered. Some leaders use their power to “divide and conquer” people.  They allow and encourage mistrust, petty gossip and division, believing that they will be more powerful when others are divided. But serving leaders use power to bring people together in ways that unite them. They believe strength comes from strong teams united around a common vision and goal.

As a leader, you are like a shepherd. What kind of shepherd will you choose to be?

For further reflection and discussion:

• What benefits do I enjoy as a leader? (List everything you think about, tangible and intangible items.) Then reflect on these questions:
  • Do I lead because of these benefits or do I lead because of what I can do for others?
  • Do the benefits I receive cause me to focus more on my own needs and desires than on those of the people I lead?
• How do I use the power I have? How quickly do I share power with others? What is the result in my leadership? (Reflect on a leadership action you took in the past week as you answer these questions.)
• Do I lead most naturally with the mentality of “divide and conquer” or “our unity is our strength”? What have I done in the past week to demonstrate this?  
• Read the rest of this chapter (34) in Ezekiel and look for additional insights into the impact poor leaders have on others.         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how leaders follow.

November 13, 2024

Paul’s description of a thriving body that grows and becomes stronger and stronger is a powerful image for any organization and a healthy model for any leader to follow.

¹¹ So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, ¹² to equip his people for works of service, so that the body of Christ may be built up ¹³ until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ. ¹⁴ Then we will no longer be infants, tossed back and forth by the waves, and blown here and there by every wind of teaching and by the cunning and craftiness of people in their deceitful scheming. ¹⁵ Instead, speaking the truth in love, we will grow to become in every respect the mature body of him who is the head, that is, Christ. ¹⁶ From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work (Ephesians 4:11-16). 

In this scripture, Paul describes a thriving world. We have already looked at the actions of clarifying and embedding the vision, values and mission and building teams on strengths. In this final issue, we focus on how serving leaders share their power with others. The Serving Leader Model® calls this “Upend the Pyramid™” as this concept turns the traditional model of leadership upside down! Serving leaders spread their power.

Serving leaders spread the power by delegating.

Paul says that the work of the leaders is to “equip his [God’s] people for works of service.” Many leaders see their work as doing the work. They work hard and demonstrate how much they can do. They insist on doing the work themselves and want to keep all the power. But serving leaders realize that the work of leadership is to delegate power to others who are called to do the work. They recognize that they are in power to empower others. Their work is to serve those doing the work. They reflect on what tasks they are doing that others could do. Then they delegate that work to others and give them the corresponding authority.   

Serving leaders spread the power by equipping others.

Delegating releases power to others; equipping trains them to do the work well. Some leaders assign tasks to others but assume that they’ll learn how to do it on their own. But serving leaders spend more and more of their time equipping others. They recognize that as they grow others, they are developing other leaders not simply followers. As they do so they are also growing an organization where people thrive.

Serving leaders spread the power by preparing for succession.  

When leaders are spreading the power, growing and developing others around them, they are effectively preparing the organization for the time that they will no longer be in the leadership role. Some leaders work hard with little thought to what will happen after they are gone. But serving leaders prepare for the long-term success of their organization by delegating responsibility, sharing their power and equipping others to do the work. Little by little the organization becomes mature and able to thrive even in their absence. Where leaders spread the power people thrive!

For further reflection and discussion:

-Reflect on your own leadership in the areas of delegation and empowering others. How effectively does my leadership release power? How does my leadership in this area impact the thriving of our team?

-When is the last time I delegated something to others? Was it primarily to develop them or to avoid doing the work myself? Did I clearly articulate what I expected from them and what level of authority I was giving them? What was the result and what can I learn from it?

-How much of my time is spent doing the work and how much time is spent equipping others to work? What can I do to increase the time I spend on equipping others?  

-What would happen in my organization if I was suddenly gone? Would it survive? Thrive? What does this say about my leadership and what can I do to better prepare for the time I will be gone?

-Read again the scripture above (Ephesians 4:11-16) considering your organization in the area of empowering others. What is one step you can take this week to improve?            

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a new series!

Click here for a resource from Center for Serving Leadership to help you in this area: UTP Empowerment Planner Complete A4 v.17