Blog

February 2, 2022

Serving leaders not only want to run well, but they want to finish well. They begin with the end in mind and lead with the end in mind. They ponder the meaning of Paul’s words written near the end of his life.   

⁶For I am already being poured out like a drink offering, and the time for my departure is near. ⁷I have fought the good fight, I have finished the race, I have kept the faith. ⁸Now there is in store for me the crown of righteousness, which the Lord, the righteous Judge, will award to me on that day—and not only to me, but also to all who have longed for his appearing (2 Timothy 4:6–8, NIV).

As Paul reflected on the end of his journey, he was able to list three accomplishments, “I have fought the good fight, I have finished the race, I have kept the faith.” Serving leaders reflect on these words of a great leader near the end of his life. They learn from Paul’s example to keep their focus by asking themselves, “What am I doing to finish well?”

Serving leaders ask “What am I doing to finish well?“ to keep their focus on calling.

“I have fought the good fight.”  Paul boldly confirms that he has completed the calling God gave to him. There were many battles along the way. But Paul focused on his calling and didn’t allow distractions to shift his life in other directions. At the end he could say with confidence that he had fulfilled the great purpose God had for his life and leadership. Serving leaders learn from Paul to keep their focus on what really matters. They discover their great purpose and then pursue that relentlessly. In the group or organization they lead, they invest significant energy in keeping that purpose a part of every activity. Serving leaders reflect on the end to keep their calling the focus of their daily activity.  

Serving leaders ask “What am I doing to finish well?“ to keep their focus on successors.

“I have finished the race.” Paul shifts his analogy from fighting to running and asserts that he has run to the end of the race. He was well aware that handing off the baton to the next runners was a key element in running. Paul, as he discipled Timothy and many others on his team, equipped them to run the race. So, he is able to say “not only to me, but also to all who have longed for his appearing.” Paul knew that there was no personal success without successors. He did not fear that the next generation would not be able to carry on, he had equipped them well. In the language of The Serving Leader Model*^TM, Paul was able to “upend the pyramid” by passing on power to others. Serving leaders think about finishing well to keep their focus on the next generation of leaders. Serving leaders reflect on the end to remind themselves that there is no success without successors.

Serving leaders ask “What am I doing to finish well?“  to keep their focus on values.  

“I have kept the faith.”  Paul was confident at the end of this life that he had not compromised his faith. He lived what he taught and was able to affirm that he had not taken the easy way out of difficult situations. He had not compromised his values in pursuit of success. Serving leaders reflect on Paul’s example and look at the end to keep their daily focus clear. They do not measure their success by the size their retirement accounts, but by the daily acts that live out their faith values. And as they live out these values, they “Raise the Bar” for those around them. Serving leaders reflect on the end to keep their daily focus on the things they value most.

For further reflection and discussion:

• Is my purpose in life clear to me and to those around me? If not, what do I need to do to clarify that purpose? If it is, how does this shape my daily activities and choices? What are the current ‘distractions’ that I am facing which would take me away from my purpose?
• Where am I in the process of handing off the baton to the next generation of leaders? Am I spending adequate time to equip and empower those around me to do the work after I will be gone? Who are the persons into whom I should be investing the most time and energy?
• Are my life values clearly defined? What about the values for the organization or group I lead? Where am I currently tempted to compromise on those values? How can focusing on the end help me avoid those temptations?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the final question serving leaders ask others: “What are you doing to finish well?”

*The Serving Leader Model includes five actions. Three are mentioned in this issue, Run to Great Purpose, Raise the Bar and Upend the Pyramid. The other two are: Blaze the Trail and Build on Strength. To learn more, read the book The Serving Leader or visit the Center for Serving Leadership’s website.

January 19, 2022

Serving leaders give conscious thought to who they follow. They also reflect on what the following verses mean for those they lead.

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

Join together in following my example, brothers and sisters, and just as you have us as a model, keep your eyes on those who live as we do. (Philippians 3:17, NIV)

Paul is first a follower, but he quickly calls others to follow his example. He wants others to choose well those they follow. Serving leaders ask those they lead, “Who are you following?” so that their followers also grow in their ability to follow well.

Serving leaders ask, “Who are you following?” to elevate awareness.

Paul makes it clear that we will follow someone and encourages his readers to make good choices. He knows that many people give no conscious thought to who they follow. They may follow those they hear their friends talking about. They may look at social media, the music world or sports and assume that the most popular people are the best to follow. Without thinking they are being influenced by those they follow. Serving leaders ask those they lead to give conscious thought to this choice when they ask, “Who are you following?” With conscious awareness a follower can begin to make better choices about who they follow.  

Serving leaders ask, “Who are you following?” to encourage focus.

Paul encourages those who follow to “keep your eyes on those….” He desires for his followers to have clear focus. He understands that our thoughts follow our eyes, our actions follow our thoughts, and our habits follow our actions. Serving leaders encourage those who follow to keep a correct focus by asking, “Who are you following?” Serving leaders look for opportunities to elevate those who serve as good role models in the organizations they serve. They look for “those who live as we do” and when they find these people, they encourage others to focus on them. While a serving leader cannot determine where a follower will focus, they can share use meetings or other times to share examples of those who are good models.  

Serving leaders ask, “Who are you following?” to evaluate community.

Paul calls his followers to “Join together in following…” He sees a clear link between our ability to follow well and those who are around us. He believes in the power of community to shape our focus. Every leader needs a community of those who will encourage and challenge them to live well. There is power in following together, not in a clique or an elitist circle, but in groups of others who share similar values and vision. Followers need the same community and serving leaders are willing to ask them not only who they are following but to help them think about who they choose around them as they follow.

The serving leader listens well to the responses to these questions to better understand the person and better know how to serve them. And like Paul, the serving leader is not uncomfortable to call others to follow them since they also follow well!

For further reflection and discussion:

• What person(s) should I ask, “Who are you following?” and when will I do this?
• After talking with them reflect on the following questions to evaluate what you heard.
  • What did I learn about those I lead?
  • What surprised me in these conversations?
  • How should their responses change the way I lead them? When will I take this action?
  • What steps can I take to encourage them to follow well?
  • Am I comfortable to offer myself as a model to others? What impact does this have on my leadership?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a question serving leaders ask themselves: “What am I doing to finish well?”

Christmas greetings 2021

Dear Friend,

In place of the next issue in our series, “Questions Serving Leaders Ask,” I want to pause and send my personal Christmas greetings to each of you.

Around the world, people pause to reflect on and celebrate the birth of Jesus who, in my opinion, is the greatest leader the world has ever known. At His birth, through His life and then His death and resurrection, He models for all people and nations a radically different way of leading. He starts in the humblest of circumstances and with no pretense or prestige. And He models serving to His disciples as He stooped to wash their feet. He was willing to suffer a painful death rather than defend His position. In all He did Jesus modeled patience, humility, giving away His power to His followers, and focusing on others rather than Himself. He was a serving leader long before that phrase became popular.

Whether or not you call yourself a follower of Jesus, this Christmas season I hope you take a serious look at how Jesus led and seek to model your leadership after His. Our world would flourish if each of us would lead like Him and wise men (and women) still seek Him!

Today, I sincerely want to wish you a blessed Christmas and a Happy New Year! It’s a privilege for me to connect with you through this email every two weeks as we reflect together on how to strengthen our leadership. I appreciate those who provide feedback and welcome any thoughts you have on what would be more helpful to you. It’s my desire to serve you well!

Thanks for sharing this journey with me!

Yours on the journey,

Jon Byler

December 8, 2021

Leaders lead! They influence others as they think, dream and plan. But they also follow and are influenced by others. They are influenced by the books they read, the conversations they have, the mentors they choose, the seminars they attend, and the podcasts to which they listen. Serving leaders consider carefully who they are following. They reflect on the wisdom found in these verses:

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

Walk with the wise and become wise, for a companion of fools suffers harm. (Proverbs 13:20, NIV)

It matters who leaders follow! Serving leaders ask themselves the question, “Who am I following?” to ensure that they are in a healthy position to ask others to follow them.

Serving leaders ask, “Who am I following?” to ensure continued humility.

Paul calls others to follow him “as I follow…Christ.” He is able to call others to follow him because he is also a good follower. He demonstrates that followership comes before leadership. Leaders who assume that they are not following anyone may say, “I’m a self-made man” or a similar phrase. They talk about those who follow them as a measure of their leadership significance. These leaders are arrogant and foolish! Serving leaders lead, but they also acknowledge that they follow. They humbly acknowledge that many of their thoughts, ideas and behaviors are borrowed from others. They recognize that they even if they launch a new organization or business, they are building on the shoulders of others who have gone before them and are learning from those around them. They understand that if they don’t learn to follow well, they cannot call others to follow well. Serving leaders ask themselves who they are following to ensure that they remain teachable and humble. They are more focused on who they follow than who follows them.

Serving leaders ask, “Who am I following?” to ensure continued growth.

Serving leaders are passionate about growth and personal development. They read books, listen to podcasts, find mentors, and attend seminars.  They understand that their growth impacts the growth of those who follow them. They identify areas in which they need to grow and seek out people they can follow that will help them in that area. But serving leaders are also concerned that they are growing in the right direction. Proverbs highlights that those who we associate with will impact who we become. “Walk with the wise and become wise.” Serving leaders seek out leaders above them who not only demonstrate competence in the areas in which they want to grow but demonstrate the character they wish to attain as well. They want to follow those who are wise not just those who are viewed as successful. Serving leaders shape their growth by choosing who they follow. 

Serving leaders ask, “Who am I following?” to ensure continued impact.

Paul boldly calls others, “Follow my example as I follow…” He recognizes that when he follows well, he will impact the lives of others well. When he humbly acknowledges that he is also a follower, he has the courage to call others to follow. Serving leaders understand that they cannot call others to follow well until they follow well. They want to have an impact and change the lives of others, so they ask themselves who they are following before they call others to follow.

For further reflection and discussion:

• Who are currently the most influential persons that impact the way I think, behave, and lead? Have I selected these persons deliberately or did this just happen without thought? How satisfied am I with my current list of who I follow? What changes do I need to make?
• In what ways, if any, does my leadership reflect to others that I am not a “self-made” leader? Do I openly acknowledge to others those who influence my life? Do I quickly give credit for ideas I gain from reading, attending a seminar, etc.?
• In what areas do I most need to grow? Who are persons that I could learn from in this area? Is their life and character exemplary to me? What step(s) will I take to follow them?    
• Do I ask others to follow me before I ask myself who I follow? How does that impact my leadership? Do I need to make any changes after my reflection on this issue?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a question serving leaders ask others: “Who are you following?”

 November 24, 2021

Serving leaders take time to think, but they also reflect on how Paul’s instructions apply to those who follow.

⁸ Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things (Philippians 4:8, NIV).

Serving leaders acknowledge their own responsibility to think well and then turn their attention to those who follow. They ask them, “What are you thinking?” for several reasons.

Serving leaders ask, “What are you thinking?” to encourage thinking.  

Some leaders expect that they are the only ones who think; followers simply do what they are told. But serving leaders are not satisfied with followers who do what they are told without thinking. They want to develop the thinking capacity of those they lead. Their goal is not to develop many followers, but to raise up many leaders who think! Serving leaders encourage those who follow to think. They inquire about what they are thinking to make sure they are thinking! It’s empowering for a follower to hear their leader ask them what they are thinking. The question encourages more thinking. More thinkers in any organization is a win for all!

Serving leaders ask, “What are you thinking?” to expose thinking.

Serving leaders want to know what those who follow are thinking. And as they hear the responses, they learn from them and they learn about them. The ideas from a follower can give new perspective to a leader who often views a situation from a very different vantage point. A serving leader may have good intentions, but not understand how their actions impact those on the front lines of implementation. Learning what a follower thinks can also help a serving leader understand what next steps of growth and development are needed for that person. Most people don’t freely share their thoughts unless they know the leader sincerely wants to know what they think. Serving leaders make it clear that they want to know what others are thinking. They listen carefully to those who follow and reflect on the significance of what they are thinking.

Serving leaders ask, “What are you thinking?” to expand thinking.

Serving leaders are not threatened by others who think! Instead, they are intentionally seeking to develop the thinking capacity of others. They ask followers, “What are you thinking?” to help them grow. They deliberately pull developing leaders into the room with others leaders who are thinking together. Followers learn to think as they observe others grappling with leadership issues. They hear leaders discussing issues they have not yet considered. As they listen their thinking capacity expands.  This is a win for the serving leader and the one who follows, both grow when the right questions are asked!

Take a moment today to ask someone who follows your leadership, “What are you thinking?” Then listen well and grow in your capacity to serve them well.

For further reflection and discussion:

• How do I encourage thinking in those I lead? Have I been deliberate in asking them what they are thinking? How has this impacted my leadership?
• How well do I know what those I lead are thinking? Do I regularly invite them to share their thoughts with me? Have I reflected on what next steps are to help them develop greater thinking capacity?
• Do I have a plan to bring developing leaders into the room where leaders are thinking and wrestling with leadership challenges? Who could I involve in this process and when will I do it?             

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a question serving leaders ask themselves: Who am I following?

November 10, 2021

Leaders work hard and they make things happen. They are people of action! But effective leaders also recognize that thinking about their work is a part of their work. They realize that what they think impacts what they do. Paul challenges leaders to pay attention to the focus of their thinking.

⁸ Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things (Philippians 4:8, NIV).

 Paul instructs us to “think about such things.” Serving leaders ask themselves “What am I thinking?” for several reasons.

Serving leaders ask, “What am I thinking?” to ensure thinking time.

Paul calls for thinking about our thinking! He wants to make sure that we take some time to think. While thinking does not look like an active exercise, serving leaders recognize that thinking time is not unproductive, wasted time. Leaders need to stop and think. They need to step back and gain perspective. They need to reflect on the past, evaluate the present and envision the future. They ask themselves first, “Am I thinking?” “Do I have time scheduled that allows me to focus on thinking?” Serving leaders recognize that serving does not always mean engaging in the work. They step away from the work to think about the work.

Serving leaders ask, “What am I thinking?” to focus thinking time.

Paul calls us to think on “these things.” He provides a list of things that are “excellent and praiseworthy” to think about. Thinking time is helpful, but if the focus of the time is in the wrong direction, it will not be profitable. Not all thinking time is equal. There are some areas in which the serving leader can focus his/her thoughts that will bring greater return to the organization. These may involve planning for the future, reflecting on ways to more effectively delegate tasks and responsibilities, reflecting on the context in which he/she leads and how changes in the context impact the direction of the organization, thinking about ways to greater leverage strengths, etc. Serving leaders focus their thinking on things that bring positive results.

Serving leaders ask, “What am I thinking?” to explain their thinking time.

Serving leaders think about their thinking so that they can explain to others what they are thinking. They serve those they lead by sharing with them the things about which they are thinking. They deliberately share what they are thinking and why they are thinking. All who hear what the leader is thinking benefit from better understanding the heart and mind of the leader and the direction he/she is moving.  They also learn how leaders think which raises their own thinking capacity. Some who listen will sharpen the leaders’ thinking and bring additional ideas that improve the thinking process. Others in the organization need to know what the leader is thinking so that they can help carry out the needed actions. Serving leaders not only think; they serve their teams by sharing what they are thinking.

Take a minute to think about these things!

For further reflection and discussion:

• Do I have time to think? What do I need to do to ensure that there is some thinking time in my calendar? What time of the day do I do my best thinking?   What location is most conducive to productive thinking?
• When I think, where is the focus of my thoughts? Do I tend to think about positive or negative things? Do I focus on strengths or weaknesses? What impact does this have on my leadership? What do I need to strengthen and when will I do it?
• How well and how often do I explain to others what I am thinking? Do I encourage others to sharpen my thoughts and bring their own ideas to the process?  Do those I expect to implement my ideas fully understand what I’m thinking and why it matters? Am I helping those around me grow in their own thinking capacity?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the related question serving leaders ask others: “What are you thinking?”

October 27, 2021

As we saw in the last issue serving leaders examine their own lives to see where they need to start doing new things. But they also look at Paul’s instructions with their followers in mind.  

²² You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³ to be made new in the attitude of your minds; ²⁴ and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV). Paul calls everyone to “put on the new self” as the final step in becoming who we are created to be. There are new skills that need to be developed, new habits to be formed and new practices that need to be adopted. Serving leaders are continually looking for ways to develop their people. They have already looked at areas which should be “put off” or stopped. When they find things that a follower can stop doing, there is a corresponding freedom to ask what can begin. They desire growth and continued development for those they lead! With this in mind, serving leaders ask those they lead, “What should you start doing?” to encourage this process to happen.  

Serving leaders ask, “What should you start doing?” to develop strengths.   

Serving leaders continually evaluate their teams to maximize the strengths of everyone. They ask each one, “Are there things which you could start doing that are in the areas of your greatest strength?” This may begin with a small step of spending 30 minutes a day in a new area of responsibility that is aligned with the strengths of the individual. Or it may be the assignment of a completely new task or role to maximize those strengths. This new focus brings greater passion and energy to the work and results in greater productivity for the whole team. Serving leaders focus on developing strengths not correcting weaknesses.

Serving leaders ask, “What should you start doing?” to increase leadership.

Serving leaders also look for ways to move those they lead into greater and greater levels of leadership responsibility. Their focus is not on simply moving people up the ‘ladder’ of success for that organization, but increasing the maturity and capacity of those who follow. They sincerely want those they are leading to continue to develop their “new self”. Therefore, serving leaders ask questions like “Are there roles in this organization that you would like to be in someday? What steps can you take that will help prepare you for that role? What new responsibilities could you do in your current role that would prepare you for the next? Are there ways I can help?” By simply asking these questions, the leader challenges the follower to think and reflect, all a part of the growth process. Serving leaders don’t measure their own success by their own leadership capacity, but by the increasing capacity of those they lead.

Serving leaders ask, “What should you start doing?” to accomplish the vision.  

Serving leaders continually connect the role of each person in the organization to the vision for which it exists. And they often ask followers, “What should you start doing that would help us accomplish our great purpose?” By asking the question, new ideas will be produced and the follower will become even more deeply passionate about the vision and the role they play in carrying it out. Serving leaders draw others into the implementation of the vision in ways that increase passion and ownership for the vision.   

For further reflection and discussion:

Focus your answers to these questions – on one or two key persons that you currently lead. Reflect on your answers and then plan for a time to meet with that person (or persons) and ask them questions that will encourage them to begin doing new things.

• How can I encourage this person to start doing new things that are more closely aligned with his/her strengths? Are there any remaining tasks they are responsible to do which are not in their areas of strength? If so, what will I do to bring better strengths alignment for this person?  
• In what ways has this person demonstrated leadership capacity? Have I communicated this to them? What potential do I see in this person as a leader? How can I encourage them to start doing new things in their current role that will help them to increase their capacity as a leader?
• How does this person’s current role align with our vision? Have I communicated this adequately to him/her? Do I believe that this person has fully embraced our vision and will bring helpful new ideas when I ask “What should you start doing that would help us accomplish our vision?” If not, what can I do to help them more fully embrace the vision?             

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another question serving leaders ask themselves: “What am I thinking?”  

October 13, 2021 

Leaders often develop plans and strategies for what they could accomplish and they start running towards the goal.  But serving leaders don’t ask what they could start doing, but what they should start doing. They again carefully observe Paul’s instructions.  

²²You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³to be made new in the attitude of your minds; ²⁴and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV). Paul talks first about what needs to be “put off” or stopped. We looked at this with the question, “What should I stop doing?” When progress is made in this area, serving leaders now have some margin in their time and can move to Paul’s instruction to “put on the new self” by asking another question of themselves, “What should I start doing?” Serving leaders should start (or do more in) at least three areas.   

It is always right to ask…and to do more in three areas..  

Serving leaders ask “What should I start doing?“ to focus on leading instead of doing.    

All leaders rise to leadership positions because they are effective at accomplishing tasks, they know how to get the work done! But as serving leaders rise in leadership, they recognize that they need to start focusing on leading others instead of doing these tasks. A mental shift is required for them to put down the ‘tools’ they have learned to use so well and focus on leading others well. Paul talks about changing the “attitude of your minds” before he talks about what needs to be “put on”. As serving leaders stop doing the work themselves, they start doing more and more leadership. They spend more time working on the company than in the company. Serving leaders look at their calendar to evaluate how much time they spend leading vs. doing tasks. Then they adjust their calendar until the focus is on leading well.  

Serving leaders ask “What should I start doing?“  to do what brings greatest return.  

Effective leaders recognize that not all their leadership actions bring equal results to their organization. When they stop doing some things that bring less return, they are able to start doing more of the things that bring maximum impact. A serving leader may recognize that strategic thinking is one of the best things she can do for the organization, so she begins setting aside blocks of time for thinking. Another may determine that their greatest impact is keeping their vision clearly focused and widely understood. As a result, he starts allocating more time to work at communicating the vision to the organization. Serving leaders work hard to determine their priorities and start doing more of what matters most.  

Serving leaders ask “What should I start doing?“ to better develop their gifts.  

As leaders learn to say ‘no’ to the areas in which they are not gifted or which should be delegated to others, they find that they are able to focus more clearly on the areas of their strengths. This means that they will do more of what they are best at doing. Serving leaders also start deliberately developing their gift. This happens as they set aside time, not to exercise their strength, but to sharpen it. They start spending time reading about areas of their strength, talking with a trusted mentor, and learning from others who have excelled in that area. They take time to develop their gift.  

For further reflection and discussion: 

• Before I look at what I should start, have I stopped the things that I should not be doing so that I have some space for new areas of growth? (If not, review the previous issues!)  
• What percentage of my current time is spent on leadership actions and what percentage is spent doing the work? What would be ideal for me right now in my position? What will I do to move towards that goal?  
• Of all the things I do as a leader, what three or four things brings the greatest return to my organization? What can I do to start doing more of these things?  
• What area of personal strength can I focus on to develop? What steps can I take to develop this strength? When will I begin?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at the related question serving leaders ask others: “What should you start doing?”  

September 29, 2021

All leaders delegate tasks to others in their quest to accomplish the vision, adding items to their “to do” lists.  But serving leaders stop the delegation process long enough to ask a different question of their followers: “What should you stop doing?” They learn from Jethro, the father-in-law of Moses.

¹³ The next day Moses took his seat to serve as judge for the people, and they stood around him from morning till evening. ¹⁴ When his father-in-law saw all that Moses was doing for the people, he said, “What is this you are doing for the people? Why do you alone sit as judge, while all these people stand around you from morning till evening?” (Exodus 18:13-14, NIV, read 13-27, below, for a fuller context.) Jethro was kindly asking Moses to think about what he was doing that he needed to stop. Moses was doing a great thing; he was serving the nation! He was busy from “morning to evening” doing what he thought his job description called him to do. Everyone around looked at him with admiration and respect as a great leader. But Jethro steps forward and asks some hard questions that quickly shape Moses’ leadership journey. Serving leaders do the same for those they lead.

Serving leaders ask “What should you stop doing?” to avoid burnout.

Jethro explains to Moses that if he would stop doing some of the things he was doing, he would be “able to stand the strain” (Exodus 18:23). Moses was working hard but would not be able to sustain the pace of his leadership. Jethro was concerned that Moses would not be able to sustain the pace at which he was working. Serving leaders want the best for those they lead. They see those who follow not as machines for continuous production but as individuals who are gifted but with very human limitations! Serving leaders don’t push people beyond healthy capacity. Instead, they learn to also ask those they lead, “What should you stop doing so that you will avoid burnout?”  

Serving leaders ask “What should you stop doing?“ to focus on strengths.

Jethro advises Moses that when he distributes the load, he will be able to focus on the difficult cases only. He would be able to use his strengths in the best way to serve the nation. Leaders who are busy from morning to evening are most likely not serving in the areas of their greatest strengths. Instead, they are doing lots of good things on their “to do” list but not focused on key things that only they can do. Serving leaders repeat Jethro’s question to those they lead to help them think critically about their greatest strengths. They ask, “What should you stop doing that is not your greatest strength?” Their question provokes thinking and perhaps even a change in job description that frees a person to serve in the areas for which they are best suited.  

Serving leaders ask “What should you stop doing?“ to develop others.

Jethro asked Moses why he was working alone “while all these people stand around.” He recognized that as long as Moses did all the work, the others would not be developed. They had gifts and abilities which were not being used. Jethro asks Moses to give up some work so that others could grow up! Serving leaders not only consider what things they should stop doing, but they turn to those who follow and ask them, “Who else could do what you are doing now? When will you stop doing that so that others will grow?”

They ask instead of telling because they want the person, they lead to think for themselves and grow in their own ability to lead themselves. They may also ask because, unlike Jethro, it may not be as clear what things on the to do list are causing burnout.

For further reflection and discussion:

Choose one of the highest achievers on your team to think about. Who is that person? Choose specific questions from the list below to prepare for your time with that person. Then meet with them and serve them by asking what you have on your list.

• What things are you doing which wear you out?
• What do you need to stop doing to have a healthy balance in your life?
• Is your present pace sustainable long term? If not, what do you need to stop doing?
• Of all you do for this organization, what do you do that best uses your strengths?
• Of the tasks you do on a regular basis, which ones are not in the areas of your greatest strength? How can you stop doing them?
• Which of your current tasks could be done by someone else? What is needed for you to pass that task on to them?
• What happens to those under you when you continue doing the same tasks over time? Are you allowing their potential to be realized?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the next question serving leaders ask themselves: “What should I start doing?”

Here is the full story of Jethro’s advice to Moses.

¹³ The next day Moses took his seat to serve as judge for the people, and they stood around him from morning till evening. ¹⁴ When his father-in-law saw all that Moses was doing for the people, he said, “What is this you are doing for the people? Why do you alone sit as judge, while all these people stand around you from morning till evening?”

¹⁵ Moses answered him, “Because the people come to me to seek God’s will. ¹⁶ Whenever they have a dispute, it is brought to me, and I decide between the parties and inform them of God’s decrees and instructions.”

¹⁷ Moses’ father-in-law replied, “What you are doing is not good. ¹⁸ You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. ¹⁹ Listen now to me and I will give you some advice, and may God be with you. You must be the people’s representative before God and bring their disputes to him. ²⁰ Teach them his decrees and instructions, and show them the way they are to live and how they are to behave. ²¹ But select capable men from all the people—men who fear God, trustworthy men who hate dishonest gain—and appoint them as officials over thousands, hundreds, fifties and tens. ²² Have them serve as judges for the people at all times, but have them bring every difficult case to you; the simple cases they can decide themselves. That will make your load lighter, because they will share it with you. ²³ If you do this and God so commands, you will be able to stand the strain, and all these people will go home satisfied.”

²⁴ Moses listened to his father-in-law and did everything he said. ²⁵ He chose capable men from all Israel and made them leaders of the people, officials over thousands, hundreds, fifties and tens. ²⁶ They served as judges for the people at all times. The difficult cases they brought to Moses, but the simple ones they decided themselves.

²⁷ Then Moses sent his father-in-law on his way, and Jethro returned to his own country.  (Exodus 18: 13-27, NIV)

September 15, 2021 

Leaders are people of action and most have a long list of things they plan to do to change their world. But serving leaders also stop and ask themselves what they are doing which they should stop!  

Paul provides these instructions to all Christians, ²²You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³to be made new in the attitude of your minds; ²⁴and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV).  Paul’s instructions tell us that a part of our Christian growth is to stop doing some things and begin doing other things. He provides several examples in the following verses (25-32)—stop lying, start speaking truth; stop stealing, start working to bless others; stop unwholesome talk, start meeting the needs of others with your tongue. While these actions relate to spiritual growth serving leaders learn to look at their actions to see what needs to be “put off” or stopped. They do this for three reasons.  

Serving leaders ask “What should I stop doing?“ to clarify priorities.  

Paul’s command to “put off” relates to things which are always wrong to do. Wrong actions clearly should be stopped! Leaders, however, often face an additional dilemma. Of several good things which could be done, which one should I do? Serving leaders learn to stop doing some things so that they can focus on things which are a higher priority. They say ‘no’ to the less important to say ‘yes’ to the most important. They recognize that serving others often means saying “no.”  

Serving leaders ask “What should I stop doing?“ to increase productivity.  

Serving leaders recognize that they have limitations with their time. They cannot physically continue to do more and more. As activity and responsibilities increase it becomes harder to focus on the task at hand and productivity decreases. Leaders who continually accept new responsibilities without a corresponding end to others find themselves in a frantic struggle to do more and more. They are soon fatigued physically and mentally and are not able to bring their best selves to the task at hand. Serving leaders learn to look at their tasks on a regular basis and ask what they should stop doing. If the tasks do not actually need to be done, they simply stop. If they need to be done but should be done by someone else, they delegate to others. As serving leaders stop doing the things they should not do, they are able to productively do the things they should be doing.  

Serving leaders ask “What should I stop doing?“ to empower others.  

Leaders often do many things that could be effectively done by others. They justify their actions with convincing arguments that they do them well, they are working hard and that the activities are a part of their job description. But serving leaders recognize that when they continue doing things that others on their team could do, they not only diminish their own effectiveness but they stunt the growth and development of others. When they deny others the opportunity to grow, leaders place themselves in a vicious cycle of unending responsibility. Serving leaders learn to ask themselves what they should stop doing to identify areas that could be passed on to others. They slow down enough to ask the question, and then make a plan of how effective delegation can be done. If training is needed, they put that on their ‘to do’ list. Serving leaders learn to keep a “not to do list” next to their “to do list.”  

For further reflection and discussion: 

• What is on my “to do” list that are not high priorities for my role as a leader? (Begin a “not to do list.”) 
• What things am I currently doing, that keep me from being fully productive? (Add them to the list you started above.)  
• What things am I currently doing which others on my team could do either immediately or with proper training and empowerment? (Add them to your list.)  

• Now look at your list and decide what needs to be done for each item. If it is not essential to accomplish your vision, simply stop doing it! If it is something that someone else should be doing, put their name next to the item. Then indicate whether they are ready for the task or need training to be ready. Where training is needed, indicate when you will do that and add that time to your “to do” list. Use the chart below if helpful.  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine the related question serving leaders ask others:  ‘What should you stop doing?”