Issue #397, April 30, 2025

Effective leaders grow the people around them and continually delegate more and more responsibility to their teams. This builds leadership depth and prepares the organization for the time that they will no longer be the leader. Faith leaders take a long-term perspective to their work believing that God’s design is for one generation to build on the foundation of the previous.  The Serving Leader Model® (*see note) calls this action Upend the Pyramid™, to reflect the way serving leaders turn the traditional leadership model upside down. Paul demonstrated this action in so many ways. Consider these examples:

He [Paul] was accompanied by Sopater son of Pyrrhus from Berea, Aristarchus and Secundus from Thessalonica, Gaius from Derbe, Timothy also, and Tychicus and Trophimus from the province of Asia (Acts 20:4, NIV). 

The reason I left you in Crete was that you might put in order what was left unfinished and appoint elders in every town, as I directed you. (Titus 1:5)

¹⁴ I thank God that I did not baptize any of you except Crispus and Gaius, ¹⁵ so no one can say that you were baptized in my name (1 Corinthians 1:14-15)

And the things you have heard me say in the presence of many witnesses entrust to reliable people who will also be qualified to teach others (2 Timothy 2:2).

Paul grew his people. 

Paul was hardly ever alone in his work; he always traveled with a team, sometimes as many as 8 others (Acts 20:4 mentions 7 plus Luke who was writing). What was his goal? He was deliberately growing people and strengthening his team. He selected people in whom he saw potential and then grew them into strong leaders.  He poured significant time and energy into writing detailed instructions to Timothy and Titus to help them grow as leaders.

Some leaders prefer to work alone and take pride in their personal achievements. Serving leaders, like Paul, grow others around them and boast that others are doing the work! 

Paul delegated authority and responsibility.

Paul continually delegated authority and responsibility to his team as fast as they were capable. He first baptized 2 or 3 in Corinth; then others did the rest. He first appointed elders in the churches; but later sent Titus to do the same in Crete. He sent Timothy to Ephesus, Corinth and Thessalonica. He empowered Titus to handle a significant financial contribution for the church in Jerusalem.

Some leaders believe that the only way to get something done right is to do it themselves. But serving leaders see the potential in others. They delegate power and authority and rejoice to see the work expand far beyond what they are able to do alone.

Paul prepared for sustainability and scalability.  

Paul’s vision was huge; he wanted to reach the world. He knew that he could not accomplish this alone and needed strong leaders to help him. He knew it would take much longer than his own lifetime to accomplish. So he grew others and delegated authority and responsibility. He challenged Timothy to pass it on to the next generation of leaders. By these actions Paul ensured that his vision would expand exponentially and continue on long after he was gone. We are a testimony to the success of his model.

Some leaders fail to reflect on what will happen after they are gone. But serving leaders turn the pyramid upside down and prepare their team to not only survive but to thrive for generations to come. 

For further reflection and discussion:

Am I willing to invest the time and energy that Paul did to model the way, encourage and train others to do the work I now do? How will this impact my leadership legacy?

What is my plan to grow the people I lead? Who on my team is ready for greater responsibility and authority? What is needed from me to make this happen?

What would happen today to my team if I was gone? Are they ready to thrive without me? If not, what is needed to prepare them for that time? Reflect on what happened when Paul was imprisoned for years and how his leadership model laid a foundation for continued growth without his presence. How can I prepare my team in the same way?

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Upend the Pyramid™: Acts 14:23, 18:18-26, 19:21-22;  1 Corinthians 16:10-11; 2 Cor. 8:16-24; Ephesians 4:11-13, 6:21-22; Philippians 2:19-30; Colossians 4:7-9; 1 Thessalonians 3:1-2, 6; 1 Timothy 1:3, Titus 1:5. 

Until next time, yours on the journey,

Jon Byler

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

*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.

If you would like all five issues of this series on Paul, click here for a PDF copy.

Issue #396, April 16, 2025

Great leaders build teams around them to help accomplish the vision. They understand that there is no such thing as a well-rounded leader, but there are well-rounded teams. Build on Strength™ is the fourth action in the Serving Leader Model® (*see note). It means leveraging the strengths of each individual to build a high-performing team. Faith leaders acknowledge the need for teams and their power as something God put into the DNA of the universe. Paul was a great leader and relied heavily on his team. Consider these verses:

⁵ What, after all, is Apollos? And what is Paul? Only servants, through whom you came to believe—as the Lord has assigned to each his task. ⁶ I planted the seed, Apollos watered it, but God has been making it grow….¹⁰ By the grace God has given me, I laid a foundation as a wise builder, and someone else is building on it. (1 Corinthians 3:5-6, 10, NIV). 

³ For by the grace given me I say to every one of you: Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the faith God has distributed to each of you. ⁴ For just as each of us has one body with many members, and these members do not all have the same function, ⁵ so in Christ we, though many, form one body, and each member belongs to all the others. ⁶ We have different gifts, according to the grace given to each of us (Romans 12:3-6a).

Paul built teams based on strengths that greatly expanded his work.

Paul was aware of his team member’s strengths. 

Paul was aware that he was not good at everything, his work was to lay “a foundation” and allow others to build on what he established. He also recognized the gifts of those on his team. He taught them about the different parts of the body and how each part is needed to accomplish all that needs to be done.

Some leaders think they should be great at everything, but serving leaders humbly acknowledge that they need others. They look at themselves “with sober judgment” to assess their own strengths and to see areas in which they need others. They have conversations with their team to understand where each one is strong.  

Paul aligned each person’s work to their strengths. 

Paul carefully aligned his team members to their own individual strengths. He allowed Luke to use his strengths as a doctor and historian. When a church needed strong leadership to straighten out problems Paul sent Titus to Crete. When the need was for nurturing and strengthening relationships he sent Timothy to Ephesus. (See references below).   

Some leaders focus on the task that needs to be done and assign a worker to do the task. But serving leaders focus on the person and align the task to their strengths. 

Paul used strengths to develop high functioning teams.

As Paul aligned the assignments of his team members to their strengths, the team performance increased. The individuals thrived and were fully engaged in their work and loved what they were doing. They were able to acknowledge the strengths of the others and affirm them in their roles. They could share responsibilities with others on the team based on strengths.  

Some leaders assign teams to accomplish a goal with little thought or communication about the strengths needed for the assignment. But serving leaders openly talk with their teams about individual strengths and affirm what each one brings to the team. 

 Serving leaders know the only way to build strong teams is to build teams on strengths. They acknowledge that their strength lies in recognizing the strengths of others.

For further reflection and discussion:

What are my top three strengths as a leader? In what areas do I need others around me to complement my strengths?

How well do I understand the strengths of my team? Do I assume that because someone is doing a job well that they enjoy doing it? When will I meet with them to ask what activities really bring them joy?

When I understand the strengths of my team members, what adjustments can I make to bring greater alignment between individual strengths and assignments?

How well do my team members understand the strengths of others on the team? If we have not already done so, when can we meet as a team to talk about strengths?  

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Build on Strength™:  Romans 12:3-8; 1 Cor. 3:5-10; 12:1-31; Ephesians 4:7, 11-16.

Also consider how Paul referred to Timothy and Titus in these passages and the different roles to which he assigned them. (Timothy: 1 Corinthians 4:17, Philippians 2:19-23; 1 Timothy 4:12-16. Titus: 2 Corinthians 8:16, 23; Titus 1:5)  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Paul grew others and prepared his team for succession.

*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 #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