Failure is an inevitable reality of every leader’s journey, but learning to make failure fruitful requires deliberate effort. In the previous issue, we looked at the first principle of “FAILS” from the life of David: Find a new definition of failure. Now, we’ll look at how to Accept responsibility for your failures. Consider David’s reflection on his failure:

3 For I know my transgressions, and my sin is always before me. 4 Against you, you only, have I sinned and done what is evil in your sight; so you are right in your verdict and justified when you judge. (Psalm 51:3-4, NIV).

David clearly accepted responsibility for his sin. While not every failure we experience is a moral failure like his, we can learn from his experience what it means to accept responsibility for where we failed.

Accepting responsibility for failure requires awareness.

David said, “I know my transgressions….” He named the failure as his own. He didn’t make excuses or blame others. Naming failure takes humility and courage. David moved beyond worrying about what others would think. He didn’t allow his position to keep him from confession. He was aware of his failure and honest enough to own it.

Some leaders look for excuses and scapegoats when they fail. They blame others, their past, or forces beyond their control. But serving leaders take an honest look at their failure and name it as their own.

Accepting responsibility for failure acknowledges impact.

David said to God, “Against you, you only, have I sinned and done what is evil in your sight…” This was after the prophet Nathan made it very clear to David that his sin was against Uriah and against Bathsheba (see 2 Samuel 12:7-9). Uriah died, Bathsheba lost a husband and their child would also die. David acknowledged his responsibility for bloodshed (see Psalm 51:14). Yet he recognized that ultimately his failure was a sin against a holy God. He acknowledged the full depth of the impact of his failure.

Some leaders focus on the impact of their failure in terms of tangible losses—finances, outputs or delays in accomplishing the mission. But serving leaders acknowledge the full impact of their failure on relationships, morale, trust and other intangibles. They take responsibility for their part in the failure and acknowledge its full impact.

Accepting responsibility for failure embraces consequences.

David embraced the consequences of his failure. He tells God, “…you are right in your verdict and justified when you judge.” He would lose the life of his young son as a result of his sin, and while he pleaded with God to spare him that loss, he accepted the outcome without accusing God of injustice (see 2 Samuel 12:14-23).

Some leaders take responsibility for their failure but resist accepting the consequences of their mistake. They expect that acknowledging the failure will release them from the consequences. But serving leaders humbly accept that failure has consequences. They are willing to have difficult conversations, make things right or take time to rebuild trust.

For further reflection and discussion:

• Reflect on a significant failure in your life and answer the following questions about it: Did I fully acknowledge my responsibility and the impact of that mistake in both tangible and intangible ways? Were there ways that I blamed others or resisted accepting the consequences? How did my response impact my leadership?
• What is the balance between accepting my own responsibility for failure and not beating myself up over it? Which direction do I most naturally lean? What do I need to change?
• Read again the account of David’s failure in 2 Samuel 11-12 (especially 12:11-23), and his psalm of repentance, Psalm 51. What additional insights do you learn about failure from this story?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how to investigate your failures.

All leaders fail, but not all leaders find ways to make failure fruitful. The fear of failure often keeps leaders from moving forward and the pain of failure keeps them from trying again. Effective leaders turn failures into opportunities to grow by changing their perception of and response to failure.

This series will look at failure through the lens of one of the most public failures of the Bible, David’s sin with Bathsheba, a failure that is still talked about thousands of years later! This well-known story is found in 2 Samuel 11-12 where we learn that David committed adultery with Uriah’s wife, Bathsheba, and then plotted Uriah’s death. We’ll focus not so much on the details of his failure but on Psalm 51, which is his cry for forgiveness and his reflection on his failure. We’ll use the word “FAILS” to learn five principles that helped David respond to his failure in ways that brought fruit from his failure. The first is to Find a new definition of failure. David acknowledged his sinfulness but refused to let that define him.

3 For I know my transgressions, and my sin is always before me.

5 Surely I was sinful at birth, sinful from the time my mother conceived me. 6 Yet you desired faithfulness even in the womb; you taught me wisdom in that secret place. 7 Cleanse me with hyssop, and I will be clean; wash me, and I will be whiter than snow.

12 Restore to me the joy of your salvation and grant me a willing spirit, to sustain me. 13 Then I will teach transgressors your ways, so that sinners will turn back to you (Psalm 51:3, 5-7, 12-13, NIV).

How did David define his failure and what can we learn from him?

Failure is an event, not an identity.

David clearly acknowledged that he had failed. “I know my transgressions…” At the same time, he cried out to God for cleansing in expectation that his sin could be forgiven and his joy restored. He saw his failure as an event, as something which had happened. But the failure was not his identity. His posture was essentially “I failed, but I’m not a failure.”

Some leaders allow failure to define them. They see themselves as failures and dwell on how badly they have done wrong. But serving leaders see failure as an event, not an identity. They can say with David, “Yes, I failed, but I’m not a failure.”

Failure is an opportunity for a new beginning.

David was in the depths of grief and sorrow as he reflected on his sin. Yet, he was able to see a glimpse of the future and declared that after his restoration, “I will teach transgressors your ways, so that sinners will turn back to you.” He refused to see his failure as the end of the road for his influence. By faith, he could see how God would allow him to use his failure to help others.

Some leaders acknowledge their sin and assume that it’s the end of their ability to influence. But serving leaders believe that God will even use their failures to advance His purposes through their lives.

Failure is a universal human experience.

David does not minimize or excuse his sin, but he recognizes that human failure is a universal experience. He sees that he is not the only sinner in the world; there are other “transgressors” who have also failed as he has. He would not allow his failure to distance him from others but would use it to strengthen his connection with others who have also failed.

Some leaders allow their failures to isolate them from others. But serving leaders use their failures to associate more deeply with others.

For further reflection and discussion:

How do I normally see my failures, as an event or an identity? How has this impacted my response to failure?

Are there times that I have failed and allowed that failure to keep me from dreaming of ways that God could use me in the future? What has been the impact of this view on my life and leadership? What would change if I saw the same failure as an opportunity for a new beginning?

When I fail, do I allow the failure to isolate me from others, or do I use it to associate more with others? What difference does this make in my leadership? How do I move towards using my failures to bring me closer to others?

Read again the account of David’s failure in 2 Samuel 11-12, and his psalm of repentance, Psalm 51. What additional insights do you learn about failure from this story?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how to accept responsibility for your failures.

Great leaders focus on the needs of others—but do not neglect caring for themselves. As we have already seen, they take care of their souls and their bodies. They also find ways to grow and develop their own gifts and calling. Paul calls Timothy to this aspect of self-care: 

¹⁴Do not neglect your gift, which was given you through prophecy when the body of elders laid their hands on you. ¹⁵Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress (1 Timothy 4:14-15, NIV).

⁶For this reason I remind you to fan into flame the gift of God, which is in you through the laying on of my hands. ⁷For the Spirit God gave us does not make us timid, but gives us power, love and self-discipline (2 Timothy 1:6-7).

In these verses, Paul calls Timothy to nurture and develop the gifts given to him by God. Timothy’s growth would impact his leadership, just as our growth impacts ours, in several ways.

Taking care of your growth enlarges your capacity.

Paul tells Timothy to “fan into flame” the gift God has given to him.  No leader begins with maturity; it requires growth and practice. Leaders need to invest time to grow and develop capacity. Paul was a great model for Timothy to follow but Timothy had to take care of his own growth and development. The Irish proverb reflects this truth: “You’ve got to do your own growing, no matter how tall your grandfather was.” When a leader grows, the people under them benefit. They will experience better leadership and be challenged to grow themselves. Some leaders are content to rely on their previous success and focus on maintaining their role. But serving leaders are passionate about growing themselves and developing their God-given gifts and roles. They invest time and money to enlarge their own capacity.

Taking care of your growth expands your impact.

Paul urges Timothy to grow his gift “so that everyone may see your progress.”  He connects Timothy’s development with a life characterized not by timidity but “power, love and self-discipline.” His growth would expand the impact he would have on the lives of others. As he developed greater leadership capacity, his impact would expand, enabling him to lead people more effectively and to serve more people.  Investing time and resources in your own growth is not selfish—it prepares you to serve with greater impact. 

Some leaders seek to grow only to benefit themselves and advance their own power and authority. But serving leaders want to bless others—so they grow themselves.  

Taking care of your growth expresses appreciation to God.

Paul makes it clear to Timothy that the gift he has is not for himself; it is the “gift of God” which came through the “laying on of my hands.” He wants Timothy to be clear that he is a steward of his leadership capacity and that the best way he can express his appreciation to God is to fan the gift into flame! Gifts are not given to us as mature and fully developed; we are called to develop them. God provides the flicker, then invites us to fan it into a flame.

Some leaders grow themselves because they want to achieve greatness for themselves. But serving leaders grow themselves because they want God to be glorified in their leadership. Their commitment to personal growth is an act of worship and it makes them better leaders.   

For further reflection and discussion:

Do I see my leadership as a gift from God that He expects me to nurture and develop? How does this impact the way I invest in my own growth?

In what ways do I invest time and resources in my own growth as a leader? Are there changes I need to make in this area?

In what specific ways am I currently growing and developing my leadership gift? Are positive changes in my leadership evident to those around me?  If not, what do I need to change? 

What additional insights about the need for growing myself do I gain from the following passages? Matthew 25:14-30; Ephesians 4:15-16; Hebrews 5:12-14; Philippians 3:12-14; Romans 12:6-8; 1 Peter 4:10-11; 1 Timothy 4:7-8.

Until next time, yours on the journey,

Jon Byler

Do you want this series in one document? Click here to download.

In the next issue, we’ll begin a new series. 

Leaders often focus on the task at hand and the mission they hope to accomplish, but pay little regard to their own bodies. Paul cautioned Timothy that his leadership was not only a matter of taking care of his soul but also taking care of his body. Consider these verses:  

For physical training is of some value, but godliness has value for all things, holding promise for both the present life and the life to come (1 Timothy 4:8, NIV).

Stop drinking only water, and use a little wine because of your stomach and your frequent illnesses (1 Timothy 5:23).

Watch your life and doctrine closely. Persevere in them, because if you do, you will save both yourself and your hearers (1 Timothy 4:16).

“Do you not know that your bodies are temples of the Holy Spirit, who is in you, whom you have received from God? You are not your own; you were bought at a price. Therefore honor God with your bodies” (1 Corinthians 6:19–20).

Taken together, these verses remind us that our physical bodies matter to God and should not be neglected as we seek to lead well.  

Taking care of your body is spiritual.   

Paul calls Timothy to “Watch your life,” a broad call to pay attention to himself. Elsewhere, Paul makes it clear that this includes paying attention to the physical. We are each tempted to separate our lives into the physical realm and the spiritual realm with the spiritual being the most significant and worthy of all our focus. But Paul brings them together for Timothy and in his instructions to the church in Corinth.  It is possible to “honor God” with our bodies!

Some leaders see their care of their bodies as unrelated to their spiritual pursuits. But serving leaders recognize that God cares about how they treat their bodies—so they also care!

Taking care of your body is valuable.

Paul says “physical training is of some value…” Yes, godliness has more eternal implications than our physical health, but Paul concludes that both are valuable. He recognizes that Timothy’s “frequent illnesses” are worthy of attention as a leader. He urged Timothy to pay attention to his body! Years later, Robert Murray M’Cheyne, a Scottish minister, reportedly said, “God gave me a message to deliver and a horse to ride. Alas, I have killed the horse and now I cannot deliver the message.” He died at 29.

Some leaders prioritize their leadership growth around books, seminars, podcasts, and mental training with little regard to their bodies. But serving leaders seek to balance their physical and intellectual growth.

Taking care of your body is practical.   

Paul tells Timothy to take a little wine for his stomach.  He is not here addressing the broader question of the ethical use of alcohol; he’s giving Timothy practical medical advice. He wants Timothy to pay attention to what he puts in his stomach! When a stomach is growling, upset, or bulging, leaders should take practical steps to make needed changes. For other leaders, it may not be a food issue, but one of getting enough rest or getting sufficient exercise.

Some leaders focus on their vision and mission and the practical steps they will take to accomplish them. But serving leaders also get practical about taking care of their bodies and implement practical steps toward maintaining physical health. They are better leaders because of it!

For further reflection and discussion:

Are there ways I have seen my physical health as somehow less important or less spiritual than the care of my soul? How has this impacted my leadership?

What priorities have I established—or will establish—in my own life in the following areas:

• Adequate rest
• Healthy diet
• Sufficient exercise
• Appropriate medical attention
• Establishing Sabbath rest in my rhythms       

 What additional insights about the need for care of my body do I gain from the following passages? (Exodus 20:8-11; 1 Kings 19:4-8; Psalm 127:2; Matthew 11:28-30; Mark 6:31; Luke 5:15-16; Ephesians 5:28-29; and Romans 12:1).

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how we care for our own growth.  

Self-care is not selfish, it’s essential for healthy leadership.  But what does it look like in practice? We’ll examine three specific areas in which we need to care for ourselves: our souls, our bodies and our gift. First, in this issue, how we take care of our inner life, our relationship with Jesus—the matters of our soul. Consider Paul’s instruction to Timothy:

  ⁷Have nothing to do with godless myths and old wives’ tales; rather, train yourself to be godly. ⁸For physical training is of some value, but godliness has value for all things, holding promise for both the present life and the life to come (1 Timothy 4:7–8, NIV).

Paul challenges Timothy to train himself to “be godly.”  This training has great value both now and in the future. Physical training, which we will examine in the next issue, has value but is not as significant as issues of the soul. Paul’s instruction provides several starting points for the kind of training that will help us care for our soul.

Taking care of your soul requires avoiding distractions.

Paul begins his exhortation to godliness by telling Timothy to avoid “godless myths and old wives’ tales.” It is easy to dismiss Paul’s instruction as advice for a different generation. He is specifically warning Timothy about spiritually unprofitable teaching, but the principle applies more broadly: some things consume our attention but do not nourish our souls. Perhaps if he were writing today he might say, “Have nothing to do with endless scrolling on social media, political debates on Facebook, and schedules packed with activity—but train yourself to be godly.” Soul care requires saying ‘no’ to some things that others may practice habitually. This kind of saying “no” is at the heart of the spiritual discipline of fasting which addresses our need to say ‘no’ to things we crave in order to focus more fully on the our soul’s craving for God. 

Some leaders measure their health by outputs: how much they produce and how full their schedule is. But serving leaders feed their souls by avoiding distractions.

 Taking care of your soul requires intentionality.

Paul tells Timothy, “train yourself.” He calls Timothy to actively focus on the care of his soul. The care of our souls requires intentionality; it will not happen simply because we keep living and leading. For centuries, spiritual disciplines have helped leaders take the time and energy needed to care for their souls. Disciplines such as meditation, prayer, fasting, Bible reading and solitude are a part of the training needed for godliness. Intentionality may require a long walk, blocking out time to be alone for reflection and listening or simply slowing down.  

Some leaders assume that if they are leading and goals are being met, all is well in their inner world. But serving leaders make their goal to walk with Jesus and cultivate a healthy soul. They intentionally structure their lives in ways that tend the garden of their heart. 

Taking care of your soul requires consistency.

The training Paul instructed Timothy to do is not a one time event. Building a life of godliness is a long-term objective, not a short-term accomplishment. Paul tells Timothy that godliness impacts both “the present life and the life to come.” It requires consistency over a long period of time. 

Some leaders are content to think of being godly in the future and neglect the daily habits that will take them there. They hope that an occasional seminar or book on prayer will take care of their soul and develop godliness. But serving leaders build regular rhythms of life that over time nourish and strengthen their souls. As they do, they become leaders better equipped to serve those they lead.

For further reflection and discussion:

What are things in my daily life that are distractions to my soul care? What is God inviting me to change so that I can avoid these distractions?

How well am I doing with these disciplines: fasting, Bible reading, meditation, prayer, solitude? What do I need to change?

What habits do I cultivate in my life that help me care for my soul? What are my daily, weekly, monthly and yearly rhythms that help me keep my soul strong? Are there changes I need to make?

What additional insights about the need for soul care do I gain from the following passages? (1 Samuel 30:6; Matthew 14:13, 23; Mark 1:35-38, 4:19; Luke 5:15-16; John 15:1-5; Acts 13:2-3; 1 Timothy 4:12-16, 6:11-12, 20; 2 Timothy 2:15-16)

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine care of our bodies.

Much of serving leadership is about others. It’s about meeting their needs, serving them, developing them, equipping them, encouraging them.  But before leaders can take care of others, they must take care of themselves! In this series we’ll reflect on the advice Paul gave to Timothy about the need to take care of himself. 

Watch your life and doctrine closely. Persevere in them, because if you do, you will save both yourself and your hearers (1 Timothy 4:16, NIV). 

Paul challenges Timothy to watch his life and doctrine closely. It is a call to pay close attention to himself.  Self-care is not selfish! Selfishness makes the leader’s needs the goal; self-care attends to the needs of the leader so they can fulfill their calling. What does self-care have to do with our leadership?      

Taking care of yourself is an initial act of leadership.

Long before airplanes instructed passengers to put on their own oxygen mask before assisting others Paul told Timothy to “watch your life…” Before watching others, leaders need to watch themselves. Before caring for others, leaders need to take care of themselves. Before teaching others, they need to take a close look at their own doctrine. This is not a selfish act; it is a necessary part of ensuring that we are ready and able to help others.

Some leaders feel guilty when they focus on themselves or take time to attend to their own needs. But serving leaders recognize that the first act of service is being ready and able to serve. They take care of themselves first.

Taking care of yourself is an intentional act of leadership. 

Both “watch” and “closely” imply focused intentionality. Perhaps Paul recognized that the demands of leadership could quickly become the focus of Timothy’s actions and he warned him to be intentional about caring for himself. This act of leadership will not happen by accident. The needs of others are often more apparent to us than our own needs.

Some leaders become so engrossed in calling for action, producing outcomes, and reaching goals that they fail to stop and look at how they are doing. But serving leaders intentionally make sure they take good care of themselves so that they are able to care for others.    

Taking care of yourself is an impactful act of leadership.   

Paul concludes this exhortation by observing that if Timothy will take care of himself, it would “save both yourself and your hearers.” His point goes beyond what we are calling self-care, but the principle is clear: how leaders care for their own lives impacts those they lead. The attention to caring for self would impact Timothy and those he was leading. Effective self-care is impactful leadership. Leaders who are action-oriented and focused on a mission can easily assume that some shortcuts here and there on how they care for themselves won’t impact their leadership effectiveness. They neglect their own physical, emotional and spiritual needs. And for a time, they may appear to succeed. But in the long term, they—and those who follow—will pay for their neglect. 

Some leaders assume that they can care for others even when there are gaps in how they care for themselves. But serving leaders recognize that the best gift they can give those they serve is a strong, healthy leader. They recognize that they cannot continue drawing from an empty well. They are better leaders because they care for themselves.

For further reflection and discussion:

As I focus on the needs of others, how well do I pay attention to my own needs? How does this impact my leadership?

In what way(s) am I intentional about ensuring that I am taking care of myself? What am I doing about my physical condition? My emotional health? My spiritual depth? My own growth?

Are there ways that I have been neglecting self-care, believing that it would not impact those who follow me?   What steps do I need to take to change?   

What additional insights about the need for self-care do I gain from the following passages? 1 Samuel 30:6, Matthew 7:3-5, Luke 5:15–16, Acts 20:28, Galatians 6:1

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the need to care for our soul. 

 We’ve answered several questions about delegation from the story of the apostles in the early church. We looked at why we don’t delegate, why we should delegate, how we determine what to delegate and to whom we should delegate. Now, how do we delegate?

  ¹ In those days when the number of disciples was increasing, the Hellenistic Jews among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.” ⁵ This proposal pleased the whole group. They chose Stephen, a man full of faith and of the Holy Spirit; also Philip, Procorus, Nicanor, Timon, Parmenas, and Nicolas from Antioch, a convert to Judaism. ⁶ They presented these men to the apostles, who prayed and laid their hands on them. (Acts 6:1-6, NIV).  

This passage doesn’t give many details of how to delegate but it does provide guidelines that can help us learn how to effectively delegate tasks to others.   

Delegate by clarifying the task.

“We will turn this responsibility over to them.” The apostles made it clear that the task they were handing over was the work of the distribution of food to the widows. The desired outcome was also clear—to solve the complaints about inequitable distribution. The limits of the task were also identified. The apostles were not turning over the “ministry of the word” to these new leaders.

Some leaders delegate a task without being crystal clear about the expected outcomes and limits of authority being granted. But serving leaders take time to clarify exactly what is being delegated, what outcomes are expected, and what levels of authority are being granted. 

Delegate by releasing responsibility for the task.  

The apostles said they would “turn this…over to them.” They deliberately released responsibility to the new leaders who would now be fully responsible for the distribution of food. Since the men chosen were “full of the spirit and wisdom” they were released to do the task. I love the African proverb about delegation, “If you give someone a goat, let go of the rope!”

Many leaders assign tasks to others but don’t actually release them to do the work. They constantly check on the progress or micromanage the way the work is being done—or even step back in and do it themselves. But once serving leaders have clarified the task and the level of authority granted, they release the person to do the work! 

Delegate by establishing accountability for the task.

“They presented these men to the apostles, who prayed and laid their hands on them.” This was a public act that demonstrated the trust and authority granted by the apostles. At the same time, it showed that while the new leaders were trusted and released to work, they were still accountable to the apostles. Releasing responsibility does not eliminate accountability.

Some leaders release tasks to others and then don’t establish clear accountability for the work. But serving leaders clarify accountability when they release authority. They proactively establish appropriate methods of reporting and assessment from the beginning.

Delegation is a powerful tool to multiply leaders in your organization. It’s not easy to do well, and every leader makes mistakes along the way. But you can learn to do it and the results will be worth the effort! (See below for a free resource that can help.)

For further reflection and discussion:

Identify a task that you should delegate to someone you lead. Then work through the questions below to develop a plan of how you will delegate the task.

Clarify the task.

• What is the task?
• What is the goal of delegating the task?
• What level of authority am I granting with the task? (Do I expect the person to follow my instructions, recommend a plan of action for my approval, or use their own judgment to complete the task?)

Release responsibility.

• When will I release the responsibility for the task to this person?
• Who else needs to know about this change of responsibility?  
• What will I do to resist the urge to step in and take the work back?           

Establish accountability.

• When will I plan to meet with the leader and review progress on the new task?
• What will I do if corrections need to be made?
• Have I clearly communicated this plan to the person you want to take on the new task?

Until next time, yours on the journey,

Jon Byler

*For a framework to help you delegate tasks and provide the needed training and accountability for the assignment, you may find the LeadersServe DELEGATE Tool helpful. Download it here.

**If you want the entire series on delegation in one document, download a PDF here.

When you’re ready to delegate, how do you decide who should receive delegate tasks? That’s the focus of this issue and again, we look to the example of the apostles.  

 ¹In those days when the number of disciples was increasing, the Hellenistic Jews among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.”  (Acts 6:1-4, NIV).

In this situation the apostles were ready to delegate the task of distributing the food and asked the group to choose 7 men for the work. But in verse three they specified criteria for the selection process that can help us choose the right people for any delegated task.

Delegate to people that you know.   

The apostles requested the group to choose people “who are known.” They wanted people who were not strangers but were well known by everyone involved. Some attributes, especially skills that are obvious might be known quickly. But deeper issues of the heart like integrity, motives, attitude towards authority, response to conflict, etc. will only be known over time.  Before you delegate, ask, “How well do I know this person?” The level that you know them can help determine the level of delegation. The less you know them, the more cautious you should be about giving them responsibilities.

Some leaders quickly give significant responsibilities to people that seem capable but whom they don’t really know well. But serving leaders take time to get to know people especially before they delegate significant tasks to them.

Delegate to people that are aligned.

The second criterion the apostles mentioned was that they be “full of the Spirit.”  This was critical because they would need the guidance and power of the Spirit in their new role. But it was also important because it meant that they were aligned with the vision and mission of the apostles and moving in the same direction or in the same ‘spirit’. Before delegating to someone ask how closely they are aligned with you. Are they aligned with the vision, mission, values of your organization? Do they understand the way you do what you do? This is especially important when people have come to you from another organization. Don’t delegate to misaligned people, no matter how gifted they are!

Some leaders delegate to people who are qualified to do the task with little assessment of their alignment with the organization. But serving leaders look for alignment of vision, mission and values before selecting someone for the task.  

Delegate to people that are experienced.

The apostles wanted people who were “full of the Spirit and wisdom.” This role required wisdom, knowing what to do in a challenging situation. These leaders would be stepping into a situation already marked by dissatisfied members who were complaining. The people selected would need wisdom to navigate complaints, cultural expectations, communication, logistics, and the opposition they would soon face. This was not a place for people with no leadership experience. The principle here is to delegate tasks in proportion to the experience that someone has. The new task may stretch their capacity and help them grow to the next level but should not be completely out of their realm of experience.

Some leaders delegate tasks far above a person’s experience and capacity. But serving leaders match the person’s capacity to the task at hand.  

For further reflection and discussion:

Reflect on your experience with delegation, especially a time when you chose the wrong person for a task. What can I learn from that experience from this story of the apostles?

Consider three or four people on your team. Evaluate each one by asking these questions: How well do I know them? How aligned are they with our direction? What level of experience do they have?   After you evaluate them, identify a task that you should delegate to that person. If your assessment reveals that you should not yet delegate a task to them, what will you do to help them move in the right direction?

What can I do with someone who has potential for growth but has little experience?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how to delegate effectively.

Of the many things I’m doing, what should I delegate? Effective leaders learn which responsibilities they need to strategically move from their plate to others on their team. Again, we can learn important lessons by observing the actions of the apostles in the early church.

 ¹In those days when the number of disciples was increasing, the Hellenistic Jewsamong them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.”  (Acts 6:1-4, NIV).

The passage indicates that the apostles delegated the task of distributing food. What can we learn about why they decided to delegate this work instead of something else?

Delegate tasks that are not priorities.   

The apostles said they would delegate the work of food distribution so they would not “neglect the ministry of the word.” Both tasks were good, but they recognized that if they continued doing both, the ‘ministry of the word’ would suffer. Others, at this point, could do the food distribution, but they were the only ones who could faithfully carry out the ministry of the word. And it was the ministry of the word that brought the greatest impact for the church. Every leader benefits from identifying what tasks bring the greatest return.

Some leaders delegate items they don’t enjoy doing so that others will do them. But serving leaders delegate tasks that are not priorities so they can focus on things which bring the greatest impact to their organization.

Delegate tasks that are not strengths.  

The scripture passage doesn’t say what each apostle’s strengths were, but in a group of 12 they surely were not all gifted in the administration required for providing food to the widows. The result was that the job was not done well, and the complaints revealed the need for a change. The apostles found persons who were better suited for this work and delegated it to them. Like many leaders, when the work began, they needed to do it all themselves, but as the work grew, they needed to identify the strengths of others and focus on the things they did best—in this case, teaching the word.

Some leaders hesitate to delegate to others things they don’t do well assuming that others will also do it poorly or not enjoy it. But serving leaders humbly acknowledge that they are not gifted in every area and that God has designed others to do well in these areas. They identify those strengths and delegate tasks that fit the giftings on their team.

Delegate tasks that strengthen the team.  

The seven leaders who were chosen had undeveloped potential that was not being used to the benefit of the church. They were ready and willing to do more, they just needed to be empowered by the leaders! This is true in many churches, businesses and non-profits.

Some leaders look for tasks that need to be done and find people to do them. But serving leaders look for people to develop and delegate tasks that will grow them.

For further reflection and discussion:

In the past, how have I decided what to delegate? How well did it work? What can I learn from the early church leaders about how they chose what should be delegated?

What tasks are highest priority for my leadership? (List at least 10 tasks that you do regularly and reflect on which ones bring the greatest return to your organization.  Rank them in order of what impact they bring the organization. The ones on the bottom of your list are key items to delegate.)

What tasks am I currently doing that someone else on my team could do better than I can? For each task, identify the person(s) who would do that task well. 

Reflect on two or three key members of my team. For each one, identify a task that would take them to the next level of growth and development. Develop a plan to delegate that task to them as soon as it is practical.     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how we decide to whom we delegate tasks.

If delegation is hard work and doing the work myself is easier, why should I delegate tasks to others? Consider the story from the early church:  

  ¹ In those days when the number of disciples was increasing, the Hellenistic Jews among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.” ⁵ This proposal pleased the whole group. They chose Stephen, a man full of faith and of the Holy Spirit; also Philip, Procorus, Nicanor, Timon, Parmenas, and Nicolas from Antioch, a convert to Judaism. ⁶ They presented these men to the apostles, who prayed and laid their hands on them. ⁷ So the word of God spread. The number of disciples in Jerusalem increased rapidly, and a large number of priests became obedient to the faith (Acts 6:1-7, NIV).

We can learn several things about delegation as we reflect on this story. 

Delegation strengthens people.  

As the seven men who were selected picked up additional responsibility, they developed greater administrative skills, sharpened their communication ability and grew in their thinking and problem-solving capacity. Their leadership potential was developed because the apostles believed in them and were willing to delegate responsibilities that brought growth.

Some leaders delegate simply to get the work done and help the organization succeed. But serving leaders delegate because it helps people grow. They look for tasks that will help that person grow into their full potential.  

Delegation strengthens the organization.

“So the word of God spread. The number of disciples in Jerusalem increased rapidly…” The work that was delegated by the apostles allowed strengths to function more effectively and improved the quality of the work. At the same time, it increased the impact of the early church in terms of quantity. When leaders are developed, organizations are strengthened.   

Some leaders seek to strengthen their organization by adding more people to the team. But serving leaders strengthen their organization by investing in their team. They recognize that God’s design is not for only one person to excel but for teams to function effectively as tasks are delegated to the right individuals.

Delegation strengthens the leadership pipeline.   

When the apostles added seven people to their leadership team, they now had a team of nineteen instead of twelve! Several became leaders that took the gospel out to new locations, especially when persecution broke out later. They were developing a strong leadership pipeline that would meet the current needs but also ensure that there were leaders ready to succeed them in the future.

Some leaders focus only on present needs and delegate work that needs to be done. But serving leaders delegate work to prepare others to take up leadership in the future. They recognize that there is no success without a successor.

For further reflection and discussion:

When I have delegated tasks in the past, was it primarily to get the work done or to develop people? What would change on my team if I focused more on developing people?

On my team, who is ready for an opportunity to take on more responsibility? What can I delegate to them to help them grow and develop their potential?  When will I do it?

Is there a current role I have been considering filling by finding someone outside of my organization? If so, is there anyone already in my organization who could be developed to take that role? What would be required for that to happen?

What is the current strength of my leadership pipeline? Do I have leaders ready to step into any role in my organization? Are there changes that should be made to strengthen my team in this area? What does my pipeline strength indicate about my leadership?   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine what we should delegate.